HR Structure
HR Structure Designing and communicating a HR structure that best serves the needs of an organization includes a strategy that defines the purpose and determines which principles of the structure are most critical for success. The HR structure should be structurally aligned with the organization structure of the business. This paper will review the current structure of my organization and a design of a new structure for our HR department which I will apply Christensen’s advice on designing and communicating this structure to best serve the needs of my organization.
Current Structure The HR structure of my current organization is decentralized by business unit. Our enterprise consists of four business units which all include their own HR structure, compensation plans, and performance assessment process. I currently work for the Corporate business unit where our structure is primarily focused on the strategic side of the business. Their vision is to “be the place where people want to work”. Due to the fact that our Corporate HR team does not have a brand to recruit by they must leverage the businesses to attract top talent. The HR team, which consists of twelve associates, partners with the business to grow a culture of employee engagement, agility, and innovation. Their key strategies include ensuring employee lifecycle and administrative processes take business strategy, effectiveness, and efficiency into consideration, assist in the development of all employees to support the High
Performance Organization and key business strategies, and continually assess and leverage our total rewards package to attract, motivate and retain top talent.
The Corporate HR team consists of supporting roles, that partner with functional departments within the Corporate business unit, that support talent management, talent acquisition and compensation, organizational development, and office management. Each function
Current Structure The HR structure of my current organization is decentralized by business unit. Our enterprise consists of four business units which all include their own HR structure, compensation plans, and performance assessment process. I currently work for the Corporate business unit where our structure is primarily focused on the strategic side of the business. Their vision is to “be the place where people want to work”. Due to the fact that our Corporate HR team does not have a brand to recruit by they must leverage the businesses to attract top talent. The HR team, which consists of twelve associates, partners with the business to grow a culture of employee engagement, agility, and innovation. Their key strategies include ensuring employee lifecycle and administrative processes take business strategy, effectiveness, and efficiency into consideration, assist in the development of all employees to support the High
Performance Organization and key business strategies, and continually assess and leverage our total rewards package to attract, motivate and retain top talent.
The Corporate HR team consists of supporting roles, that partner with functional departments within the Corporate business unit, that support talent management, talent acquisition and compensation, organizational development, and office management. Each function
References: Bersin, J. (2013). Building A Strong Talent Pipeline for The Global Economic Recovery Time for Innovative and Integrated Talent and HR Strategies. Retrieved from http://www.deloitte.com/view/en_US/us/index.htm. Christensen, R. (2006). Roadmap to strategic HR : Turning a great idea into a business reality [EBSCO eBooks Version]. New York: American Management Association. Ulrich, D. (2008). The Twenty-First-Century HR Organization. Retrieved fromhttp://deepblue.lib.umich.edu/bitstream/handle/2027.42/61309/20247_ftp.pdf?sequence=1.