Since HR is the function in charge of a company’s internal structure, it is critical that its leaders know how to implement effective organizational design that aligns with a firm’s overall strategy
Among the elements that HR executives should keep in mind when positioning employees to deliver results are:
- Structure – how functions are set up in order to deliver results
- Collaboration model – whether teams can work together to achieve a shared objective
- Skills and capabilities – does talent possess the competencies required by strategy
- Ways of working – are optimal values encouraged
- Measurement and reward – do evaluative processes bring progress
- Information and resources – are employees well-suited to succeed
Sometimes companies find themselves succumbing to pitfalls when attempting to align strategy
with organizational structure. A few of these obstacles include:
- Communication – employees should understand what a firm’s goals are and be able to articulate strategy clearly
- Misalignment – every department, and the jobs within those departments, should be carefully designed to align with strategy and create value for a company
- Drift – organizations evolve, and HR leaders should ensure that firms do not stray too far from strategy-driven design
Companies with a disorganized structure can put policies in place to become better designed and more in tune with strategy
. Experts recommend the following:
- Frequently assess employees to ensure they have a clear understanding of strategy
- Consistently reiterate that strategy to workers
- Encourage departments to draft an “organizational purpose statement” that details how they add value to the firm
- Provide leaders who are unaligned with strategy six months to improve operations
With these strategies in place, an organization will operate leaner, meaner, and most importantly, in the right direction – forward.
This article was adapted from Keeping your eye on the ball which was originally published in the May 2014 HRD Magazine. To read more click here.
According to Lean Six Sigma studies, only three percent of workplace activity yields a quantifiable value to an employer. Too often, this is the result of a fragmented corporate structure comprised of “busy fools” who appear industrious but in reality accomplish very little.