Organizational Models

The purpose

With the increasing technological evolution, companies are constantly changing, and all the directions are essential for the business. One of our clients, a multinational pharmaceutical company, wanted to restructure its HR department in order to make it a true business partner.
In this situation, the challenge was to help the client organize its HR team and define a strategy for them, having knowledge of what the Market does, of the existing skills in the team and of the Organization's objectives.
The way
At first, it was important to understand what the company, our client, was expected from the HR department. So, we defined a strategy together:

  • Top-down interviews were conducted, and discussion groups were facilitated, so that we could understand what the department's mission should be and its expected role, in view of the company's strategy/objectives;

  • We identified, at national and international level, the main reference companies in the sector of the activity of our client, and other companies, of similar size, considered a good school in HR. This identification aimed to understand the different organizational models existing in the respective HR departments, as well as the analysis of the main advantages and disadvantages;

  • The analysis of the information collected in the moments previously described, resulted in the definition of the structures that best served our client's objectives, in decreasing order of suitability to the intended one. That is, in the view of the company's strategy, which organizational model alternatives can be implemented in its HR department, with a view to an effective partnership relationship between it and the business areas;

  • • Additionally, we interviewed the HR professionals of our client, in order to understand their profile of interpersonal skills, development potential, expectations of progression and motivations.

From the combined analysis, between the organizational models preferentially adopted by our client, and the profiles of the current employees, it was possible to perceive which were the best evaluated to fill the “boxes” of the alternative organization charts and which are the existing gaps, in order to define themselves, among others, what were the recruitment needs for the area and the development/training of current employees.
These conclusions allowed our client to have a more realistic idea of ​​the level of investment required for each of the possible alternatives, as well as the time expected as necessary for the team to function fully.
The impact
We analyzed the market in order to benchmark the most appropriate organizational models for its business strategy and we help the Top Management to take better advantage of the skills it has in its teams.
With the information resulting from our work, our client was able to make a more informed decision and in line with the needs identified by the business with regard to the intended role of the HR department, as well as all the measures to be implemented.


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