Organisational Restructuring

1. Case Study on Organizational Restructure
Abstract:
Everyorganizationis operatedbyfourfactors:
All these contribute to the effective functioning of an organisation and are interrelated primarily to:
The most valuable asset anyorganisation has, isitspersonnel andtheir level of morale and motivation.
Simply put because this is a resource that is most scarce in good quality and belongingness to the
organization’s goal.
Having reiterated the importance of Manpower, it is imperative to keep cognizance with
 Increasing competition,
 Rapid advances in the technology,
 More challenging workforce and
 Rising complexities of the business conditions.
These dynamicconditions leadstothe inevitableevolutionandrestructuring the waycompany’s handle
and utilize talentof itsmanpower.The basic objective is to introduce the path breaking changes in the
structural performance parametersof the companysothat the entity returnstothe list of profit making
entities.
Men/
women
MachineMaterial
Money.
Increasethe
productivity
and
Reduce cost.

2. Case in Point:
Company Overview
The case in point is a leading India based automation service provider that focuses on E-Commerce,
retail ,warehousing,logistic,courierandparcel,food &FMCG, pharmaceutical&automobile sectors.The
organizationintheir12 yearsof existence have developed a wide portfolio of innovative products and
solutions. The companyhasworkedwithsome of the biggestnamesinthe industryand continues to be
the preferredpartnerintheirgrowthstory.Itstrivesto continuouslyexcel andimprove onitskey pillars
of industrial domain expertise, strong technology stack never stopping innovation, stake holder
transparency and solution flexibility. From the humble beginning, the organization has seen an
appreciable growth in the industry and today, the company stands as one of the leading automation
service provider of India.
Reason for Focus on HR
With the growth base already set and future well in sight, the management started feeling increasing
pressure for better and more robust processes. In light of this renewed focus, the company faced
challenges in achieving shared goal and vision and leading to inadequate employee engagement,
satisfaction, coordination and many other aspects of operations that are people dependent. It was
clearly verbalized by the top management and especially at the pace of growth of company, that the
humanaspectof businessisincreasingly becoming a roadblock and needs immediate attention. Some
key symptoms that led to management attention were:
 High Employee turnover ratio
 Communication Gaps between departments (despite being a small entity)
 Performance lacunae arising on regular basis
 Company’s reputation coming under scanner for inadequate servicing capability
It isconsideredthatitisthe responsibilityof the administration and the manager in the organisation to
keepthe employeesmotivated.Butthisiseasiersaidthandone.Withthe changing scenario, increasing
competitiveness and high pressure to achieve growth and strategic goals, the administration and
managers within the organisation find themselves more or less lagging behind in facilitating their
employees towards healthy mindset and in creating a better atmosphere in the work place.

3. Engagement Plan Overview:
Key Areas of the Engagement: Our approach focuses on alignment of the organization
design elements to the Strategic Priorities of organization as well as the industry best practices
for organization structuring and manpower planning for manufacturing organizations, at the
same time ensuring operational and functional efficacy.

4. 1. Organization Design: this includes design and implementation support for:
a. Organization Chart
b. Job Roles
a. Grade Structure
b. Role Clarityand Employment Type
c. Resource Estimation – Gap analysis

5. 2. Human Resources: this includes design & implementation support for:
a. Workload assessment, manpower norms creation and manpower gap
assessment
b. Recruitment planning
c. Recruitment manual
d. Capability building

6. 3. HR Manual and Systems: including design and implementation support for:
a. Performance Management System
b. Training & Development
c. Other HR systems and policies

7. Engagement Progress
Our consultant has proposed a plan that includes detailed analyses of the company, identified the
crucial areas that are adverselyaffectingthe work environment of the organisation and hampering the
motivational level of the employees. The transformations that are to be done in the current HR
structure are:
 Engagement pulse check survey was conducted so as to examine
o The overall satisfaction of the employees,
o Corporate culture and communication,
o Role Related Feedback,
o Training& development, and
o Leadership and Management
 Meetings with the HODs were arranged so that the actual problem could be diagnosed.

8.  Detailed understanding of the Span of Control so as to analyze the area of activity and the
number of functions, people, or things for which an individual or organization is responsible.
 Complete understanding of the current organizational structure and proposed a standard
structure then compared standard with actual.
 Development of the risk matrix so that organisation could directly assess various levels of risk
and could develop the strategy to tackle with them
 Developed the design principles for organisation structure.
 Unique role mapping, resource estimation and manpower planning was done.
 Job Descriptions were made with the key result areas till date.
Next Steps
 Competency Modeling for all Roles in organization
 KPI formation
 Designing the Performance Management System
 Training and Development - Training Need Analysis
 Course and Curriculum development plan
 Training Delivery Mechanism
 Recruitment & Selection Policies
 HR Systems and Policies
 Talent, Career & Promotion Management
 Change Management, Team Building & Transitioning
 HR Manuals
 Policy Implementation & Handholding
 PMS Implementation
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