Determining an Effective Organisational Design in HR Department Mergers

 

Introduction

The merger of independent HR departments is a critical aspect because it involves a diversity of processes. It involves a process where consideration for achieving the best performance possible by the organization is made prominent in the development of the needed ideas. Thus, this paper seeks to develop an organization design as well as a personal reflection of the role of HR in the process.

Organizational Design

The first of these is that it has to involve the definition of the basic organizing principle, such as functions and processes that are going to be used (Rivera-Torres et al., 2015, Stokes et al., 2016, Kunisch et al., 2015). In addition, there will be a need to ensure that there is the advancement of knowledge concerning those aspects of the core parts of the organization that will need to be brought together in order to increase revenues (Carayannis et al., 2015). The next step is the documentation and standardization of procedures in such a way that all the merged department members feel comfortable, and have knowledge concerning the steps that they have to take in order to achieve success (Sparrow, 2016). This step is to be followed by the definition of tasks, functions, and skills in such a way that a system for the evaluation and accountability of employees is made available. It is also essential that the facilities and equipment that will be used by the diverse teams and departments within the organization are determined as swiftly as possible (Nel and Little, 2015). This will enable management of identify support resources, such as finance and sales, as well as staffing to be provided at all times. The definition of a management structure that provides strategic and operational support is also essential because it allows all individuals within the organization to feel comfortable working for it (Shin and Konrad, 2017, Susomrith and Brown, 2013). Finally, there will be need for the improvement of coordination and development systems which will handle such aspect of the organization’s operations as compensation and information-sharing.

Reflection

When I think of my personal development, I see myself having greatly advanced in the coming years. I hope that I will have developed the patience necessary to carry out long-term plans. In addition, it is my hope that I will be able to ensure that I continue being as hardworking and conscientious as possible so that I can advance within the corporate ladder and achieve my personal goal of becoming a leader. In my professional development, I hope to ensure that I preside over excellent customer service provision. In addition, I would like to undertake actions that will help in the advancement of the profitability of the organization. Furthermore, because it is my desire to become an HR manager in future, it is my belief that the department should be responsible for the reduction of costs in such a way that makes significant contributions to profitability. It is my vision to preside over a HR department that is way ahead when it comes to improved efficiency as well as time management so that the employees, and the organization at large, can achieve their highest potential.

Conclusion

Developing a culture of committed and engaged employees has been and continues to be a long-term ambition. This is especially considering that it provides a means for the development of a clear strategy for the management and growth of any organization. Thus will it be possible to achieve both my personal and professional objectives in the coming years.