Human Resources Strategy & Organisational Design

Organisations operate in an environment of accelerating technological, demographic and competitive change. Investments in technology, marketing or physical assets can usually be quantified relatively easily. Investments in people, organisational capability and management systems are more difficult to assess, but are no less important to enterprise performance.
 

Without the right organisational structure and a strong pipeline of talent, growth can quickly become constrained. Companies need to ensure that they have the people, competencies, leadership capacity and organisational systems required not only for today's operations, but also for their future strategic objectives.

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Navigator Consulting supports companies, start-ups and public institutions in developing Human Resources strategies, organisational structures and management systems aligned with their wider corporate strategy.

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Aligning People with Corporate Strategy

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An effective HR Strategy translates corporate objectives into practical requirements for people and organisation. It should answer several fundamental questions:
 

1. What organisational structure, management capacity and workforce are required to deliver the corporate strategy? How should responsibilities be allocated and performance measured?
    

2. What capabilities and competencies must the organisation develop? What investments in recruitment, training, leadership and talent development are required to strengthen productivity and competitive advantage?
    

3. What barriers prevent people from performing effectively? These may include unclear responsibilities, skills gaps, inappropriate organisational structures, weak management systems, ineffective incentives or cultural barriers.
    

4. How will future requirements change? Growth, internationalisation, new technologies, automation and changes in the business model can significantly alter the people and organisational capabilities an enterprise requires.
    

From Corporate Objectives to Individual Performance

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At the heart of HR Strategy is the alignment of enterprise objectives with organisational and individual performance. This typically involves:
 

• Defining the implications of the company's vision, mission, values and corporate strategy for its organisation and workforce;
   

• Translating corporate objectives into measurable objectives for departments, business units, teams and individuals;
   

• Designing an organisational structure with clear roles, responsibilities, reporting relationships and accountability;
   

• Identifying the competencies, skills and management capabilities required to deliver current and future objectives;
   

• Developing policies and management systems that strengthen organisational capability while addressing weaknesses and barriers to performance;
   

• Establishing appropriate approaches to recruitment, talent development, succession and retention; and
   

• Creating a performance-oriented culture in which achievement, capability, accountability and contribution are recognised and rewarded.
   

Organisation Design

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Corporate strategy and organisation design are closely connected. A structure that was appropriate for an earlier stage of development may become a constraint as a company grows, enters new markets, introduces new technologies or develops additional products and services.

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Navigator supports clients in reviewing and redesigning organisational structures, including:

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• Organisation and management structures;

• Departments, business units and functional responsibilities;

• Reporting relationships and spans of control;

• Roles, responsibilities and job descriptions;

• Management and decision-making responsibilities;

• Workforce requirements and resource planning;

• Succession and management continuity; and

• Organisational requirements arising from growth, restructuring or transformation.

 

Building Organisational Capability

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HR Strategy is ultimately an investment in organisational capability. It requires sustained commitment from shareholders, management and employees rather than a collection of isolated HR initiatives.

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The objective is to create an organisation capable of attracting, developing and retaining talented people; deploying them effectively; measuring their contribution; and continually developing the capabilities required to execute corporate strategy.

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When this alignment is achieved, Human Resources becomes more than an administrative function. It becomes an integral part of competitive advantage, organisational resilience and long-term enterprise performance.