March 2010Developed by Agency Human Resource Services, DHRM1 Organization Assessment Example of an Organizational Design Review and Recommendations

March 2010Developed by Agency Human Resource Services, DHRM2 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

March 2010Developed by Agency Human Resource Services, DHRM3 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 +

March 2010Developed by Agency Human Resource Services, DHRM4 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

March 2010Developed by Agency Human Resource Services, DHRM5 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

March 2010Developed by Agency Human Resource Services, DHRM6 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.

March 2010Developed by Agency Human Resource Services, DHRM7 Gaps, Barriers, and Constraints Gap/Barrier/ConstraintPossible Impact Operate in silosWork 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 HierarchyCommunication gaps, slow processes – may create an opportunity cost Lack of differentiation between levels in job familiesIncreased 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

March 2010Developed by Agency Human Resource Services, DHRM8 Some Data and Information Management Employees as Percent of Employee Headcount Span of ControlIndustry ComparisonsOur Organization Executive Leadership Team Average3.5%.08% Department/Program Directors Average 6.1%.48% Managers Average12.0%2.7% Supervisors Average2.4%5.2%

March 2010Developed by Agency Human Resource Services, DHRM9 Proposals – Separate Customer Service and Support Functions Site Director Executive Director Customer Services Staff Manager Customer Services Staff Manager Executive Director IT Staff Manager Financial Services Staff Manager Admin Services 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

March 2010Developed by Agency Human Resource Services, DHRM10 Proposals – by Function and Office Site Director Executive Director Customer Service Staff Mgr Customer Services Staff Mgr Executive Director IT Staff Mgr Admin Services Mgr (Office 1) Admin Services Mgr (Office 2) Financial Services Staff Mgr (Office 1) Financial Services Staff Mgr (Office 2) 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)

March 2010Developed by Agency Human Resource Services, DHRM11 Proposals – by Function Site Director Executive Director Customer Service Staff Mgr Admin Services Staff Mgr (Office 1) Admin Services Staff Mgr (Office 2) Executive Director Financial Services Staff Mgr (Office 1) IT Staff Mgr Financial Services Staff Mgr (Office 2) Advantages : Clearer functional focus – improved internal communication and goal focus Site vs. dept focus Integration of financial services and IT support - flexibility Integration of admin services groups – flexibility Possible Disadvantages: Communication barriers (admin services and financial and IT services)

March 2010Developed by Agency Human Resource Services, DHRM12 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?

March 2010Developed by Agency Human Resource Services, DHRM13 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