Organisational Design and Workforce Planning Training Course

Participants can convert strategic priorities into explicit organisational design requirements and trade-offs.

• Strategy map linking strategic objectives, value drivers and organisational capabilities
• Customer journey analysis identifying ownership gaps, handoffs and service failure points
• Value-chain mapping from external demand through delivery, support and governance activities
• Design criteria prioritising growth, control, speed, innovation, cost and customer intimacy
• Operating-model trade-offs assessed against strategic priorities and organisational constraints
• Future-state assumptions documented for markets, technology, regulation and service demand

Participants can define the core components of an operating model and assess their alignment.

• Galbraith Star Model applied to strategy, structure, processes, people and rewards
• Operating-model components mapped across customer segments, products, channels and geographies
• Centralisation and decentralisation choices tested against control, speed and local responsiveness
• Shared services, centres of excellence and business partnering models compared
• Front-office, middle-office and back-office responsibilities separated for control-sensitive operations
• Service catalogue defining customers, services, service levels and ownership

Participants can evaluate alternative structural models and justify a preferred design.

• Functional, divisional, matrix and network structures matched to business requirements
• Organisation chart analysis identifying duplication, fragmentation and unclear reporting relationships
• Structural options assessed using agreed design criteria and weighted scoring
• Corporate, regional and local accountabilities allocated across multi-location organisations
• Legal entity, regulatory and fiduciary requirements incorporated into structural choices
• Target organisation chart drafted with reporting lines, units and leadership roles

Participants can establish governance forums and allocate decisions to appropriate roles.

• Decision inventory identifying recurring operational, tactical and strategic decisions
• RACI matrix assigning responsible, accountable, consulted and informed parties
• RAPID framework clarifying recommend, agree, perform, input and decide roles
• Governance forums designed around mandates, membership, cadence and escalation thresholds
• Delegated authority schedules aligned with risk appetite and financial limits
• Decision-rights conflicts resolved through escalation paths and documented accountabilities

Participants can define roles that support target accountabilities, capability requirements and career structures.

• Role purpose statements linking position outputs to business and customer outcomes
• Accountability maps distinguishing role ownership from supporting contributions and approvals
• Job family architecture grouping related work, career levels and professional disciplines
• Role profiles specifying key accountabilities, interfaces, skills and decision authority
• Grade differentiation tested through scope, complexity, impact and knowledge requirements
• Critical-role analysis identifying positions with disproportionate value or risk exposure

Participants can align processes, handoffs and interfaces with a proposed organisation structure.

• SIPOC mapping identifies suppliers, inputs, processes, outputs and customers
• End-to-end process maps expose handoffs, queues, rework and control points
• Process ownership assigned across functions, service teams and governance forums
• Service-level agreements define response times, quality criteria and escalation routes
• Cross-functional interfaces tested against customer journeys and critical business events
• Control activities embedded within processes using preventive and detective measures

Participants can assess management structure using spans of control, layers and managerial workload.

• Span-of-control analysis compares manager workload, team complexity and supervisory requirements
• Organisational layers measured between frontline roles and chief executive position
• Managerial capacity assessed through coaching, performance management and decision workload
• Delayering options tested for accountability, control, development and employee access
• Team-size benchmarks treated as reference points rather than fixed design rules
• Management structure risks identified for remote, technical and regulated work

Participants can forecast workforce demand from business plans, service volumes and productivity assumptions.

• Demand drivers identified from strategic plans, sales forecasts and service volumes
• Workload-based staffing model converts activity volumes into required FTE
• Ratio analysis estimates staffing needs using operational and financial drivers
• Productivity assumptions documented for automation, process improvement and learning curves
• Seasonality profiles incorporated into monthly and quarterly demand forecasts
• Demand scenarios model base, growth, contraction and disruption conditions

Participants can assess internal and external workforce supply by role, location and capability.

• Workforce inventory segments employees by role, grade, location and employment type
• Headcount and FTE reconciled against payroll, finance and HR information
• Flow analysis tracks hires, exits, transfers, promotions and internal mobility
• Attrition patterns analysed by critical role, tenure, location and demographic group
• Succession coverage assessed through readiness, availability and development requirements
• External labour-market scan identifies talent pools, scarcity and recruitment constraints

Participants can quantify workforce gaps and select practical responses under alternative scenarios.

• Demand-supply gap analysis compares required FTE, skills and available capacity
• Scenario planning tests workforce implications under alternative strategic assumptions
• Build, buy, borrow, bot and bind options compared for capability gaps
• Workforce risk register records probability, impact, ownership and mitigation actions
• Sensitivity analysis tests effects of attrition, productivity and demand changes
• Prioritisation matrix ranks workforce actions by urgency, value and feasibility

Participants can determine capacity requirements and allocate resources across competing work demands.

• Activity sampling estimates time distribution across core, support and unplanned work
• Workload standards define expected effort, quality requirements and service levels
• Capacity model accounts for leave, training, meetings and productive availability
• Queue analysis identifies bottlenecks, wait times and work-in-progress accumulation
• Resource allocation rules prioritise statutory, customer-critical and value-creating work
• Demand-management actions reduce avoidable contacts, rework and low-value activity

Participants can identify priority capabilities and develop targeted actions to close skills gaps.

• Capability map links strategic outcomes to organisational, functional and technical capabilities
• Skills taxonomy defines common skill names, proficiency levels and role associations
• Skills-gap analysis compares required proficiency with current workforce evidence
• Critical capability heat map highlights scarcity, strategic value and development urgency
• Learning, recruitment, redeployment and succession actions matched to capability gaps
• Capability metrics track proficiency, coverage, readiness and internal mobility

Participants can model workforce costs and evaluate investment options within financial constraints.

• Fully loaded employment cost includes salary, benefits, taxes and facilities
• Workforce cost baseline reconciles headcount, FTE, payroll and contingent labour
• Cost scenarios model recruitment, redundancy, outsourcing, automation and redeployment choices
• Business case assumptions distinguish one-time transition costs from recurring savings
• Benefit-realisation measures track cost, service, quality, risk and capacity outcomes
• Affordability analysis tests workforce plans against budgets and financial targets

Participants can plan an organisational change implementation that manages people, service and risk impacts.

• Implementation roadmap sequences design decisions, approvals, consultation and transition activities
• Change impact assessment identifies effects on roles, processes, systems and customers
• Consultation plan addresses employee representatives, legal requirements and communication timing
• Transition-state organisation defines temporary accountabilities, reporting lines and decision forums
• Risk and issue log assigns owners, mitigation actions and escalation thresholds
• Implementation dashboard tracks milestones, workforce movements, service performance and adoption

Participants can build, review and present a complete organisational design and workforce plan for a defined business challenge.

• Design brief synthesises strategic case, diagnostic evidence and design principles
• Target operating model integrates structure, governance, processes, roles and capabilities
• Workforce plan presents demand, supply, gaps, actions, costs and key risks
• Implementation roadmap sequences approvals, consultation, transition and performance measures
• Executive presentation communicates options, trade-offs, recommendations and decision requests
• Peer review tests evidence quality, feasibility, stakeholder impacts and governance readiness