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March 2010 Developed by Agency Human Resource Services, DHRM 1
Organization Assessment
Example of an Organizational Design Review and Recommendations
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March 2010 Developed by Agency Human Resource Services, DHRM 2
Purpose and Agenda
• Purpose for this discussion– Organization assessment
• Agenda– Business framework - understand business goals and
priorities– Identify business needs– Understand what we currently have– Summary of observations: (What are the possible gaps,
barriers, and constraints? What are their impacts on the organization?)
– General benchmarking– Possible proposals– Next steps
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March 2010 Developed by Agency Human Resource Services, DHRM 3
Business Framework
• Organization Strategy– Superior Customer Service through Speed
and Cost Containment• Utilize current service delivery position and
extend customer service through process improvements and partnerships
• Achieve leading cost position through fastest technology
• Expand services offered • Fast business processes and high flexibility to
react quickly to new opportunities
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March 2010 Developed by Agency Human Resource Services, DHRM 4
Business Framework
• Actions to achieve highest customer satisfaction rating – Drive service diversification
• Realize new potential in target customer base• Diversify service channels
– Sustain competitive cost position• Achieve 95% accuracy in transactions• Faster learning cycles• Build world class service automation
– Don’t waste money
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March 2010 Developed by Agency Human Resource Services, DHRM 5
Business Needs
• To achieve these business goals and priorities, we need:– Effective and efficient communication– Speed– Flexibility– Excellent execution– Financial accountability– Creativity and courage to try new ways– Consistent positive results
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March 2010 Developed by Agency Human Resource Services, DHRM 6
Current Situation
• What do we know about our organization?– Where are the business challenges?– Are we meeting the business goals or are we
on a path to meet them?– Do we meet our customer service goals and
timelines? How do we know?• Organizational Map*
– Observations– Does our organization’s structure support our
identified needs?
*An organizational map was created on large poster boards with movable pieces to reflect the current total organizational structure. This map was reviewed in detail with leadership and allowed for exploration of options by arranging the pieces (roles) into different structures.
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March 2010 Developed by Agency Human Resource Services, DHRM 7
Gaps, Barriers, and Constraints
Gap/Barrier/Constraint Possible ImpactOperate in silos Work for benefit of own department
measures and do not necessarily focus on other areas or overall performance – self-interest
Conflict between groups – e.g., Logistics and Service, IT and Service, Dept vs. Dept
Challenges in efficient and effective execution; resources not shared effectively; increased OT/double time
Repetition of embedded jobs – e.g., IT Dept and IT jobs embedded within departments
Possible increased costs and reduced efficiency
Hierarchy Communication gaps, slow processes – may create an opportunity cost
Lack of differentiation between levels in job families
Increased costs – not getting the “bang for the buck”
Lack of focus in roles – e.g., Manager or Project Manager?
Unrealistic expectations, unclear direction, missing leadership
Cross-functional functions buried in other groups and often lack visibility
Weaker focus on overall organization performance
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March 2010 Developed by Agency Human Resource Services, DHRM 8
Some Data and Information
Management Employees as Percent of Employee Headcount
Span of Control Industry Comparisons
Our Organization
Executive Leadership TeamAverage
3.5% .08%
Department/Program DirectorsAverage
6.1% .48%
ManagersAverage 12.0% 2.7%
SupervisorsAverage 2.4% 5.2%
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March 2010 Developed by Agency Human Resource Services, DHRM 9
Proposals – Separate Customer Service and Support Functions
Site Director
Executive Director
Executive Director
IT Staff Manager
FinancialServices
Staff Manager
Admin Services
Staff Manager
Customer Services
Staff Manager
CustomerServices
Staff Manager
Admin Services
Staff Manager
Advantages:•Centralized customer service focus – flexibility, communication, goal focus•Centralized customer service support services – improved visibility•More focus at Staff Mgr level
Possible Disadvantages:•Communication barriers (among support functions and between two admin services groups•Span of control
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March 2010 Developed by Agency Human Resource Services, DHRM 10
Proposals – by Function and Office
Site Director
Executive Director
Executive Director
IT Staff Mgr
AdminServices
Mgr (Office 1)
AdminServices
Mgr (Office 2)
FinancialServicesStaff Mgr (Office 1)
FinancialServicesStaff Mgr (Office 2)
CustomerService
Staff Mgr
CustomerServices Staff Mgr
Advantages:•Clearer functional focus – improved communication and goal focus•Site vs. dept focus•Integration of admin services groups - flexibility•Integration of financial services groups – flexibility•Centralized IT services – improved visibility
Possible Disadvantages:•Communication barriers (admin services and financial services)
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March 2010 Developed by Agency Human Resource Services, DHRM 11
Proposals – by Function
Site Director
Executive Director
Executive Director
CustomerService
Staff Mgr
AdminServices Staff Mgr (Office 1)
FinancialServices
Staff Mgr (Office 1)
IT Staff Mgr
FinancialServices
Staff Mgr (Office 2)
AdminServices
Staff Mgr (Office 2)
Advantages:Clearer functional focus – improved internal communication and goal focusSite vs. dept focusIntegration of financial services and IT support - flexibilityIntegration of admin services groups – flexibility
Possible Disadvantages:•Communication barriers (admin services and financial and IT services)
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March 2010 Developed by Agency Human Resource Services, DHRM 12
Other Ideas• Create a group of project managers for each office to remove
this activity from the Manager and Supervisor – Allows the Manager and Supervisor to focus on effective
management of their areas and provide input/information for projects
– The project managers provide the coordination and legwork to effectively pursue large scale projects
• Look at supervision spans of control in Office 2 and in smaller groups– Opportunity to combine groups including cross-training– Necessary to have leads and supervisors in all groups?
• Create central focus for IT type positions (embedded positions)– Within IT or other centralized area– May create improved efficiency across these positions
• Review differentiation of levels within job families– Determine if differentiation exists– Assess needs at each level – how many senior, middle, and lower
levels do we need in each job family?
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March 2010 Developed by Agency Human Resource Services, DHRM 13
Next Steps?
• Feedback from Leadership• Incorporate feedback into HR priorities• Others?
• Our offer– Provide additional information on further
organization assessment– Provide consultation for reviewing and discussing
options– Provide and guide execution of any future changes