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Our Services
Organisation Structure Design
Client Profile
Our client was the newly appointed Director of IT in a major Irish financial services group. Previously the group had 10 separate IT departments. The Director wished to create a single integrated function servicing the disparate needs of the group. Each of the old IT departments had very different approaches to defining jobs. The group had over 400 job descriptions covering some 1,200 IT staff. Many roles were quite similar but the use of different role titles created inconsistency and confusion. The Director wanted to have “one view” of the organisation – one consistent view of all IT jobs and all IT staff.
Assignment
Design a Role Family Framework covering over 1,200 staff in the IT function. Map all staff to the new role framework and identify capability gaps. Use the framework to resource projects and enhance staff capability.
Objectives
1. Create a “one view” of the organisation – a “common currency” to describe all roles and staff capability
2. Map staff to roles in new structure based on fit to new role requirements
3. Establish a “capability baseline” and quantify development gaps
4. Build a strategy to enhance capability and fill development gaps
How We Helped
In collaboration with the client, we designed new role families and roles. The significant outputs included:
• Creation of a new organisation structure for the Group IT function
• Definition and profiling of six major role families and 20 roles
• Development of a comprehensive dictionary of Knowledge, Skills and Competencies (KS&Cs)
• Profiling of all 20 roles using the KS&Cs – each role profile defines the types and levels of KS&Cs required for effective
performance
• Developed a scoring methodology and tool to determine “role fit”
• Developed a mapping process to allocate all staff to the new roles based on their previous roles, experience and personal KS&C
profiles
• Designed and ran mapping workshops for all managers
• Analysed mapping results to quantify the “capability gaps” and developed a capability uplift strategy to fill the resultant gaps
• Developed metrics to measure and track capability uplift.
The Results
• All 1,200 staff mapped to new role families
• Established a capability baseline – with role fit scores for all staff, roles and families
• New framework now used to plan resourcing and to focus investment in capability
• Staff climate survey the following year showed dramatic increase in satisfaction with role clarity
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