Organisational Design

We design and execute new operating models that drive your business strategy.

People Solutions Group - Organisational Design - Slider Image - Tree

We design and execute new operating models that drive your business strategy. Underpinned with employment law expertise our custom restructure programs are always culturally relevant.

A company’s organisational structure is a powerful system that directly impacts culture and business performance. New business structures require an integrated approach to bring about successful change: addressing both the organisational design elements (roles, responsibilities, measures and metrics) along with the behavioural factors (mindsets, behaviours and expectations).

With our well-honed experience gained across varying industries and sizes of business, we help build the right organisational design to drive productivity and efficiency and alignment to business strategies. By weaving in our employment law and industrial relations expertise we are able to provide tailored transition plans (including strategies to manage consultation with relevant third parties) and offer well co-ordinated, precisely executed implementation.

Key functional areas:

  • Organisational design and restructures
  • Talent and succession planning
  • Rethinking HR operating models – operating structures and business process redesign
  • Business integration


Latest Article


Re-Thinking the HR Function in Today’s Competitive Environment

There is no ‘one size fits all’ solution when determining the strategic priorities and structure of an HR function. Each organisation has its own unique DNA – from its history, size, workforce, operating model, products and services, to the ways of working and plans for the future. More than ever before companies are operating in fiercely competitive environments where technological change is massive, rapid and constant. It is within this context that HR teams must re-think what is the right work to focus on and what operating model will best service the needs of its customers.

There is relentless pressure to reduce cost, streamline operations and stay ahead of the game through differentiation and innovation. HR is not immune to these pressures. It needs to strike the right balance between running a cost effective operation while investing time and expertise into delivering the strategic capabilities needed for the organisation’s people and culture to become a major source of competitive advantage.

In larger organisations over the past decade there has been a noticeable shift towards centralising HR at the group level as it has led to significant productivity gains and better service offering to the customer. By adopting this model, pooling expertise and aggregating like work, HR functions can achieve significant scale and synergies, increase the speed of decision making, expand career paths of HR professionals and improve service delivery to the customer.

To achieve these synergies, a typical shared services HR model, may generally be comprised of the following teams:

  • Group specialists providing expert advice in HR disciplines such as Employee Relations, Remuneration, OH&S Learning, Performance, Remuneration Management, Leadership and Change. This may also include the employee communications function as well;
  • A front line customer service centre providing quality advice and case management support, as well as performing routine administrative tasks using standardised templates and processes;
  • A centralised recruitment offering providing best practice sourcing and selection strategies to attract the best talent into the organisation
  • A group wide HR technology, data analytics and reporting capability leveraging common underpinning systems and creating a centralised source of data for core people and performance metrics, providing invaluable trends and insights across the group.

For a shared service HR model to be successful there needs to be a strong partnership and relationship with the business. HR business partners provide this when embedded in line management teams; they build that deep connection and relationship with senior leaders and executives to help make business strategy and change happen. They also provide feedback to the group specialists to ensure that the right advice and support is being provided and that the group frameworks suit the needs of the business.

As with all strategies and changes, there are some critical success factors that need to be considered to ensure a successful transition to a shared services offering. Below are three of the more noteworthy:

  1. Organisations must be prepared to invest in the concept of the ‘group’ and step away from designing siloed programs of work at a local level where it makes sense to do so. 

    Removing duplicate work across business units strips significant cost out of the HR operation. Solutions are designed once and consistently applied. As a result, common people practices and a common language start to develop, reinforcing a one team culture and mindset.

  2. Investment in common technology, systems and improved processes is a must given the large volume of service and advice work to be managed consistently. 

    Most large scale HR programs such as the annual performance and remuneration review are dependent on timely access to accurate and reliable data. Many organisations have implemented a self-technology solution so that employees and leaders can manage their own HR transactions. These include applying for leave online, updating banking details or generating leader dash board reports on basic employee metrics.

  3. Leaders need to take accountability for managing the people and performance within their teams. 

    Accountability for managing people sits with the leader. HR needs to step away from doing the work of the leader and instead focus on providing leaders with the right tools, advice and support to confidently perform their role.

Some HR functions may look for opportunities to outsource work or partner with external specialists to design and deliver a specific program or undertake work. This can provide greater flexibility for the business, add greater value and save the cost of having to invest in capability that is not considered core to the HR offering.

A successful transition to a shared services model means that HR will be more accessible to the customer who will know where to go to access the right expertise and help. Consistency in advice and process will increase the likelihood of legislative compliance and drive equity across the business.

Most importantly, operational efficiency of the transactional work and the ability to leverage pooled expertise in the design of group frameworks and programs frees up capacity for HR to invest in the more strategic challenges facing the business.