Organizational Structure and Workforce Strategy

Introduction

The Organizational Structure and Workforce Strategy course focuses on a central question: How can a team of professionals best achieve their collective objectives? The course aims to equip participants with the skills needed to enhance the quality and productivity of their organizational designs through a structured approach that considers the complexities of the organizational context and the capacity of available human resources to meet performance demands.

Organizational design is a collaborative socio-entrepreneurial activity, with HR practitioners often at the forefront of conflict resolution and management. This course provides participants with a global system of tools, from innovative approaches for model design analysis to agendas and directives for successful implementation. The workforce planning training is meticulously designed to meet the functional needs of the participants while enhancing the effectiveness with which these concepts are applied.

An effective and conducive organizational structure is crucial to an organization's success. By mastering the principles of organizational structural design, business and HR leaders can create systems that are agile, innovative, and resilient. This course offers an in-depth exploration of the definition, principles, best practices, and processes of organizational design, enabling participants to develop innovative and efficient organizational frameworks.

Workforce planning is also essential, as it ensures that an organization's human capital aligns with its long-term strategic goals. This course will delve into the meaning, benefits, and principles of workforce planning, presenting various tools and solutions. Effective HR workforce planning is critical to meeting current and future organizational needs efficiently.

Objectives

By the end of this Organizational Structure and Workforce Strategy course, participants will be able to:

• Differentiate Between Organizational Structure Models: Compare different organizational structure models and understand their implications for individual and organizational performance.
• Analyze Organizational Design Elements: Conduct detailed assessments of critical internal elements of organizational design, including strategic intent, operational activities, governance structures, efficiency, and control span.
• Utilize Tools for Organizational Frameworks: Work with an integrated toolkit for structuring or restructuring organizational frameworks, including the creation and implementation of new designs.
• Increase Organizational Readiness for Change: Facilitate organizational change by implementing effective change management strategies, such as incentive schemes.
• Use Techniques of Workforce Planning: Apply workforce planning techniques to identify staffing deficits across various organizational levels.
• Build HR Capacities in Organizational Structuring: Develop HR skills essential for organizational structuring, including job classification and the creation of job profiles.

Training Methodology

• Interactive Workshops
• Case Studies
• Group Discussions
• Scenario-Based Simulations
• Role-Playing Exercises
• Hands-On Tools Application
• Peer Review Sessions
• Facilitated Brainstorming
• Real-Time Problem-Solving Activities
• Expert-Led Lectures

Course Outline

Unit 1: Historical Progression of Organization Structure Development

• Meaning and Purpose of Organizational Design.
• History and Characteristics of Organizational Development Models.
• Leavitt’s Diamond (Tasks, People, Structure, and Technology).
• Galbraith’s Star (Reward, Processes, Structure, Strategy, and People).
• McKinsey’s 7Ss (Strategy, Structure, Systems, Style, Shared Values, Staff, and Skills).
• Burke-Litwin Model (7Ss, Environment, Achievement of Objectives, and Feedback System).

Unit 2: Types of Organization Design

• Impact of Prototypical Organizational Structures on Organizational Effectiveness.
• Functional Design.
• Geographic Design.
• Customer or Market-Based Design.
• Product-Based Design.
• Process-Based Design.
• Matrix Design.
• Network-Based Design.
• Structure of Hierarchical Organizations and Networking.
• Schemes for Defining Roles, Interrelationships, and Authority in Your Company.
• Approach to Analyze Environmental Complexity and Stability.
• Division of Labor: Degree of Task Variety and Uniformity.
• Stages in Designing the Go-To-Market Strategy.

Unit 3: Functional Methods for Creation and Effective Reengineering of Optimal Organizational Structures

• Determinants: Key Individuals, Activities, and HR Responsibilities.
• Changeable Conditions – Analyzing and Considering Various Components.
• Aims – Connecting Structure to Strategic Objectives.
• Effects – Boundaries (Geographic, Functional, Business Unit) and Domain of Organizational Design.
• Processes – Identifying Strategic Core Processes and Decision-Making Needs.
• Departments – Grouping Functional Tasks into Specialized Departments.
• Networks and Linkages – Managing Interactions and Relationships Among Work Groups.
• Shape – Nature of Work and Hierarchy Levels.
• Planning and Designing Organizational Structures: Unifying Toolkit.
• Matrix of Change Activities Required to Achieve New Organizational Structures.
• Radar Diagram.
• Environmental Conditions: Motivation, Reinforcements, and Controls.
• Control Mechanisms.
• Information for Describing New Organizational Units: Roles, Competencies, and Resource Channels.
• Cultural and Behavioral Patterns Influenced.

Unit 4: Workforce Planning

• Defining Workforce Planning.
• Planning for Future Employee Supply and Demand.
• Static and Dynamic Approaches.
• Concepts for Effective Workforce Management.
• Strategic Manpower Planning Procedures.
• Demand Analysis.
• Trend Analysis.
• Relative Analysis.
• Zero Manning Analysis.
• Information Classification for Order Fulfillment.

Unit 5: Professional Competencies in Organizational Design and Workforce Planning

• Hands-on Experience in Job Evaluation Using Systems Like Mercer JE.
• Preparing Position Descriptions Aligned with Job Evaluation Requirements.
• Developing Salary Levels and Remuneration Policies.
• Enhancing Employee Preparedness Through Specific Education and Development Initiatives.