In order to protect silos and entitlements, different functions and departments may build barriers that help protect their turf, while creating harm for the overall organization. Through a structured process, these barriers can be identified, prioritized, and removed.
The Human Resources and Development office within a large government agency faced barriers in effectively serving the needs of the workforce. Their organizational structure was misaligned with their mission of shaping, supporting, and serving the needs of employees, managers and leaders. Through an in-depth review of current policies, practices and procedures, an assessment of the information and policy needs of different constituencies, and a deep assessment of barriers within the Human Resources office, a new organizational alignment was proposed, that restructured roles, budgets and responsibilities based on customer needs, rather than parochial processes.
The new structure provided more consistent and centralized access to information, added accountability aligned with mission objectives, and integrated workforce planning and education to support a more mission-oriented workforce of the future.