SECTION 13.05  INTRODUCTION

Last Update:  3/06

 

 

This resource is targeted at those managers and other individuals charged with redesigning the structure of their department following changes in their workforce brought about by layoffs, retirements and voluntary terminations, the addition or evolution or elimination of programs and responsibilities, and fiscal limitations precluding the filling of other vacancies. It is not meant to be prescriptive, that you must follow the processes described here (other than those related to state and federal laws, administrative rules and collective bargaining agreements). Use what you need.

 

Although this resource begins “at the beginning,” you may have already moved through the early steps, if you have had to lay off staff, cut positions, or restructure/reassign responsibilities due to the departure of key staff. You may find it helpful, however, to review the beginning steps in order to more clearly understand and align the process of organizational redesign.

 

This chapter is not meant to be all-inclusive. It will evolve as the times demand and as more information is known and shared about the processes involved.

 

This chapter begins with a macro approach to workforce planning as it relates to your department. In other words, what are the larger, external issues and considerations shaping your department’s reason for existing. After discussing Inputs and Resources, the chapter shifts to the more micro examination of Organizational Structure, Staffing and Workforce Planning.

 

The following diagram presents an overview of the contents and approach to organizational redesign and workforce planning presented by this chapter. A checklist, “Organizational Redesign and Planning,” CFN 552-0659, is provided in the forms list as a guide to help you move through the process.

 

Organizational Redesign refers to the structure of your organization and concerted steps managers take to realign functions, program areas and reporting relationships in response to changes in external and internal demands on the organization.

 

Workforce Planning deals with the human resource management aspect of your organization’s structure; ideally, having the right person with the right skills in the right place at the right time. Decisions about staffing the organization and future staffing plans depend on the foundation established by organizational design and redesign.

 

Organizational Redesign and Workforce Planning Chapter Overview

 

 

Inputs

 

·         Public demands

·         Statutory requirements

·         Mission and goals of agency/unit

·         Strategic Plan

·         Annual Performance Plan/Business Plan

Ø    Results desired

Ø    Performance Measurement

 

ê

Resources

 

·         Fiscal – appropriations, grants, revenue

·         Human – current staff (knowledge, talents, energy,
time, past practice)

·         Capital – buildings, equipment

·         Technological

·         Constituent base

 

ê

 

Resource Management Responsibilities

 

·         Organizational Structure

Ø    Strategic intent

Ø    Core values

Ø    Results and outcomes

Ø    Core business

Ø    Supporting processes

Ø    Organizational structure

Ø    Tasks

Ø    Classification

 

·         Staffing Plan

Ø    Competencies needed

Ø    Talent base – Skills inventory (what we have)

Ø    Gap analysis (what we don’t have)

Ø    Assignments – current staff  (who does what and how that’s determined)

Ø    Recruitment plan (how we get the rest)

Ø    Workforce Planning

Ø    Succession Planning

 

=

 

REDESIGN PROCESS