CARE Toolkit Organization Structure v1

8/8/2019 CARE Toolkit Organization Structure v1

http://slidepdf.com/reader/full/care-toolkit-organization-structure-v1 1/15

1© 2006 Accenture. All rights reserved.

Overview ± Organization Structure

Overview

The Organization Structure component defines the implications of thetransition for the organization structure and aligns the organization to

the future operational needs. The organization structure is made upof the following components: roles and responsibilities, positions,

reporting relationships, team divisions, and management layers.

Purpose

Ensure that the new organization structure supports the CO Allocate work activities efficiently and effectively among program

support Maximize capacity while maintaining local flexibility by defining

Atlanta, RMU, CO, and SO roles and responsibilities Clarity in roles will increase accountability and ownership

Align performance criteria to promote continuous staff development Ensure strong link between program and program support

Roles & ResponsibilitiesThe person accountable for the unit should

own the organization structure. For

example, if the organization structurechanges only apply to finance, the finance

manager should own the organization

structure. However, if the changes are

larger and apply across CO operations, theCD and/or the ACD-Program Support

should own the organization structure

although the area leads may be responsible

for defining their unit structure.

CARE Resources CARE Tajikistan ± Sylvia Francis (ACD-Program Support)

CARE Angola ± Kenny Ihanjika CARE Peru ± Milo Stanojevich (CD)

Inputs Project support requirements

Processes

Policies Benchmarks (Coming in FY07)

Templates

Organization Structure

Samples Tajikistan

Angola Peru

Timeframe & DependenciesOrganization structure should be reviewed

under the following conditions:

- The organization structure is currently notdocumented

- Program support requirements change

- New process is defined or updated

- A new system is being implemented

This is done in close collaboration with the

µProcesses¶ component. If changes are

made to µProcesses¶ ensure that thecorresponding changes, if necessary, are

also made to the organization structure.

Implementation of the future organizationstructure is highly dependent on the µStaff

Development¶ and µChange Management¶

components.




Guide ± Organization Structure

High-Level Process Flow:

Step Description How do I do it?

1 Getting started Before starting organization structure changes, firstdetermine if the impact of the change requires

organization structure changes. Refer to Table 1

below for guidelines.

Gather information related to the current organization

structure to understand how it currently functions.

Understanding the demographics of the current staff (skills, competencies, level, aptitude to change) and

retention patterns can help determine the appropriateinputs for the µChange Management¶ component.

Need to work closely with HR to gather allinformation related to the current organization

structure.

Information should include:

- Organigrams

- Job descriptions

- Any defined interaction between roles and/or teams

- Salaries and salary structure

- Tenure

2 Determinepositions

3 Determine orgstructure

4 Validate withfuture state

vision. Makeadjustments.

1Gettingstarted

5 Update jobdescription

6 Developselection

process for new jobs

7 Monitor andmaintain the

organizationstructure




Level of Impact Potential Organization Structure Considerations

Low Minor system and process changes

Minor workload changes

Organization Structure work probably not required Focus on training and communications (refer to µChange Management¶

component)

Medium Significant changes to systems or

processes Major change in program workload

Organization Structure work may be required Consider changes to roles and responsibilities, performance objectives and

measures Consider changes to management and team structures

High focus on training and communications and change management (refer toµChange Management¶ component)

High The way they work fundamentally will

change Major change in program

requirements

Organization Structure work will be required Consider changes to roles and responsibilities, team structures, performance

objectives and measures, and recognition schemes, work flow, management of work.

Emphasize focus on leadership as well as the remaining change managementcomponents (refer to µChange Management¶ component)


Table 1 The Organization Structure changes depend on the level of impact.






2 Determine roles andresponsibilities

Based on the policies and processes, determine whatroles are necessary and document the

responsibilities/accountabilities. Ensure that tasksdone by a system are distinguished from those tasks

done by people.

Combine the roles into positions. Determine # of positions based on program support requirements.

Determine the knowledge, skills and behaviorsrequired to perform the position.

The organization structure owner should completethese activities. The owner should seek input as

necessary.

(1) First determine if the roles need to change.

(2) Define and document the roles needed tocomplete the work using the processes as input.

Determine responsibility and accountability.Guidelines:

There must be only one person accountable,

with the right authority.

Place accountability and responsibility closest tothe work.

Place accountability and responsibility at the

lowest level feasible.

Same person can be accountable andresponsible.

Define roles to encourage teamwork.

(3) Combine roles into positions. The combination of

roles into positions is driven by the objective of theorganization structure efforts. If the organization

structure is intended to ensure higher specializationin a certain area, one position may be assigned only

one primary role (ex. Procurement). On the other hand, if the organization structure is intended to

ensure flexibility and adaptability, one position maybe assigned two or more roles (ex. Procurement and

Logistics). Consider the overall view of a position ±determine if the position is overloaded.

(Continued)






2 Determine roles andresponsibilities (Continued)

(4) Determine # of positions required. There are twoapproaches. The benchmark approach uses #s from

other organizations and other COs to estimate howmany positions are required for the same function.

The context, size, and maturity of the other organizations need to be taken into account before

applying.

The second approach is to review process levelestimates through a support requirements analysis.

Based on program required processes (refer to

µProcesses¶ component step 3), determine number of

positions required.

(5) Determine the knowledge, skills and behaviorsrequired to perform the position.

Once these activities have been completed, they

should be reviewed and approved by the designateddecision making body.






3 Determine org structure With the positions identi fied, determine theorganization structure. This includes grouping

positions into teams and determining themanagement layers necessary.

Determine reporting relationships. µAl igned to¶

(straight line) refers to a reporting relationship andaccountability. µDepl oyed to¶ (dotted line) refers to an

assignment. Consider the situation in which a sub-office accountant reports to the finance manager in

the head office. The accountant is aligned to thefinance department in the head office, but deployed

to the sub-office. In a different scenario, if the sub-office accountant reports to the sub-office manager,

then the accountant is aligned to the sub-office and deployed to the sub-office. These are important

distinctions because they have major impact on:

- incentives and motivation

- compliance with policy and procedure

- cooperation/collaboration

- standardization and flexibility

- efficiency

Determine pros and cons of the different orgstructures scenarios.

The organization structure owner should completethese activities. The activities may vary depending on

the extent of the changes. The owner should seekinput as necessary.

(1) Group positions into teams. If there are multiple

teams, define how teams work together. Similar to

the combination of roles into positions, the

combination of positions into teams is driven by theobjective of the organization structure efforts. Ensure

teams are defined to promote flexibility so workload

can be distributed across the team. This will prevent

one team member from being overloaded andanother being under-utilized at the same time.

(2) Confirm appropriate supervisory requirements

and number of hierarchical layers to determinemanagementlayers

(3) Determine reporting relationships and clarify

µaligned-to¶ versus µdeployed-to¶ roles

Consider sub-office roles and head office roles

Consider roles dedicated to specific projects

Consider shared resources

(4) Determine pros and cons of different structures.Consider the objective of the organization structure

efforts as the decision making guide.

(5) Consider if organization structure changes shouldbe implemented in phases. Phase one could be

implemented by end of the calendar year and phasetwo could be implemented by end of the fiscal year.


should be reviewed and approved by the designated

decision making body based on the identified prosand cons and guided by the objective.






4 Validate with future state visionidentified during financial analysis.

Make adjustments.

Validation of the organization structure shouldconsider how much it costs to maintain, how it would

affect processes, and interactions. Adjustments tothe organization structure should be made as

necessary.

The final organization structure needs to balance thefollowing three factors:

Maintaining financial viability.

Maintaining the minimum structure necessary to

provide support to programs and to support theoffice.

Aiming for an ideal structure. This includes nice-to-

have, but not absolutely necessary functions likecontinuous improvement.

If the three factors do not align, which they rarely do,

make decisions as necessary.

The organization structure owner should validate thefuture organization structure by conducting the

following activities. The activities may varydepending on the extent of the changes.

(1) To determine the financial viability of the

organization structure, work with the finance

manager to fully understand how much the structure

would cost to maintain. Ensure that any salaryadjustments are taken into consideration.

(2) To determine how it would affect processes, work

with the process owner to compare the current rolesto the future roles. If control mechanisms are

compromised, make adjustments to the roles or make adjustments to the process. Work with internal

audit to determine possible scenarios considering thestructural constraints.

(3) To determine how it would affect interactions,

facilitate a workshop with representatives from areasimpacted by the organization structure changes.

Test a representative sample of scenarios throughthe organization structure. For example, one

scenario could be a project request to procurementfor a vehicle.


should be reviewed and approved by the designateddecision making body.






5 Update job descriptions Job descriptions should reflect the FUTURE rolesand responsibilities and organization structure.

Update job descriptions as necessary.

The organization structure owner should work withHR to determine if the job description needs to be

updated. Keep in mind that the intent of a jobdescription is to generally document 80% of the

position¶s responsibilities. The other 20% isgenerally at the discretion of the manager.

Therefore, if the job does not change significantly,there may not be a need for a change to the job

description. However, if there is a significant change,it is very important to ensure the job description

reflects that change so that Individual Operating

Plans (IOPs) and other performance criteria can bebased off of accurate documentation.

Engage HR to determine if salary and benefits needto be changed based on the updated job description.






6 Develop selection process for new jobs

The selection process is the way in which staff fromthe CURRENT organization structure will be placed

into the FUTURE organization structure.

Positions may be handled differently depending onthe different categories.

Types of positions:

- Completely new position

- Merged position

- Maintained position

- Diminished position

Types of selection processes:

- Direct appointments

- Competitive selections

- Direct outplacement

If the change requires downsizing or outplacement,

ensure that the following activities are considered:

- Termination policy should be reviewed; Local lawsand regulations need to be fully understood.

- Outplacement services should be planned: CV

writing workshops, providing job postingopportunities, writing references, interview

workshops, career consultation, etc.

This step is particularly important to maintaintransparency and respect for all staff.

The decision making body needs to determine thetype of selection process will be utilized for the

different positions and the criteria / guiding principleson which the decision is based. A specific timeframe

for the implementation of these activities also need tobe defined. This information will be direct input into

the µChange Management¶ component.

For example, in Peru, the following selection criteriawere defined:

For direct appointments the following requirementswere taken into consideration:

± Candidates are fully qualified for the position.

± There are no other in-house candidates thatspecialize in the functions/tasks that the new

position entails.

± Some of these individuals are in charge of

ongoing processes that requires their continuity

so as not to create added expense for the CO.

The following taken into consideration for positionsopen to competitive selection:

± There is more than one in-house candidate to

fill the position

± Some of the reorganized positions includefunctions from several current posts

± Desire for transparency and fairness in the

process

(Continued)






6 Develop selection process for new jobs (Continued)

Peru also provided additional considerations in their staff termination policy:

Advance notice to staff concerned

Health benefits offered

Welfare benefits offered

Terms of leave and use of vacation to seek new

employment opportunities

Resignations

7 Monitor the organization structure The organization structure (roles, positions, teams,

reporting relationships, management, etc) should bereviewed to ensure outcomes are as expected. If expectations are not being met, conduct an analysis

on root cause and make adjustments as necessary.

Org structure owner should work with HR to review

the org structure semi-annually along with theappraisal process (generally, January and July).





Hints & Tips

Inclusive approach is always

recommended when changes are beingmade to the org structure. The

management impacted by the org structurechanges should be engaged even if it is for

informational purposes. Managementshould be able to understand the org

structure changes and the benefits for thechange.

Designing a structure should be about themost efficient way to execute the work.

Thinking about potential people who wil l fillthese jobs may cause compromises to the

design ± the roles and structures should bepeople agnostic as much as feasible.

When using benchmarking as an input todetermining the number of positions, be

sure to consider the source and therelevant contexts. The intent is not to find

another organization that is exactly thesame size and has the same context, but to

understand the reasoning behind thedecisions. It is typical to benchmark

against a few different organizations to geta more comprehensive picture.

Challenge Action

The organization structure does notaccurately reflect what is happening in the CO.

There is a gap between the documentation andthe actual actions of staff (roles,

responsibilities, accountabilities, reportingrelationships, etc).

Identify the reason for non-compliance.Potential factors:

± Org structure is correct, but staff need

appropriate training to perform in their newrole. ACTION: Identify specific training

needs and conduct training session.Refer to µStaff Development¶ component.

± Staff lack the capacity to perform in their

new role. ACTION: Re-assessorganization structure and workload

allocation. Ensure teams are defined suchthat workload can be dynamically

allocated.

± Org structure is correct, but staff do notunderstand or do not know how it works.

ACTION: Ensure staff are appropriatelyinformed of org structure updates and/or

additions. Conduct a communicationcampaign to inform users and gain

commitment from staff. This processshould begin early on in the org structure

development process. Refer to theµChange Management¶ component.

± Performance management issues.

ACTION: Enforce performancemanagement procedures.

± Org structure is not appropriately

defined. ACTION: Return to step 2 of theguide. Re-enforce maintenance activities

for the org structure.




Template ± Organization Structure

Position

Name

PositionName

PositionName

PositionName

PositionName

Al igned-to rel ationship

PositionName

PositionName

PositionName

PositionName

Al igned-torel ationship

Team NameTeam Name




Use the bold border box for management level

positions. Indicates supervisory responsibility.

Use the white box for non-management staff positions

Use the yellow box for identifying positions that are

deployed-to one unit, but are aligned-to a different

unit.

Use the elbow connector to define reporting

relationships.

Use the dotted elbow connector to define deployed-to

relationships.

Use the bold, shaded font to identify the team names

Template Example

Copy and paste the symbols from this key into the Organization Structure template.

PositionName

Country Director Jane Smith

PositionName

PositionName

PositionName

Al igned-torel ationship

AccountantJohn Johnson

Finance

Key ± Organization Structure

Team NameTeam Name FinanceFinance




Sample ± CARE Tajikistan CURRENT





Sample ± CARE Tajikistan FUTURE


Documents

CARE Toolkit Organization Structure v1