Reorganization design is the process of aligning jobs and reporting relationships with the aim of improving efficiency, effectiveness and achieving business objectives.
A change in organizational structure usually results from the following:
- the creation of a new team or department;
- a change in current reporting relationships;
- the creation of a new leadership level or job;
- the creation of multiple new roles within a department/faculty and;
- responsibilities that shift significantly between more than one job.
If any of the above changes have occurred in your faculty/department and you are considering a reorganization, please contact your Human Resources Strategic Business Partner (HRSBP) to support you throughout the process. Your HR Business Partner team is the first point of contact for leaders to bring in specialized expertise as needed from the centres of excellence within HR.
Important Steps in the Reorganization Process:
1. Connect with your HR Strategic Business Partner (HRSBP)
2. Articulating the business need:
- What is the outcome you are looking for?
- What opportunities exist within your current organizational structure?
3. Documenting current and future state by:
- Completing Organizational Charts;
- Identifying all impacted positions in the organizational structure;
- Completing the Reorganization Impact Spreadsheet and;
- Updating job descriptions to reflect responsibilities under the reorganization, creating new job descriptions or making revisions to existing roles.
- Modified job descriptions should be updated with tracked changes.
- The Job Analysis Questionaire (JAQ) can be used to help create new job descriptions
- Completing the Reorganization Approval Form
4. Pre-submission meeting with your HRSBP:
- This meeting is to go over the final request and ensure all documents and details are in place prior to being submitted to Total Compensation.
- The Reorganization Request Form is reviewed alongside supporting documents.
- Job descriptions are reviewed to ensure no overlap of core functions between peer and supervisory roles.
- Titling is reviewed to ensure appropriateness and consistency across SFU.
- Clarifying questions are addressed between the Leader and HRSBP.
5. Overview of final results:
- Leader and HRSBP discuss final results, impacts and implementation timelines. If business timelines are compressed and do not fit in current compensation queue timelines discuss options with Strategic HR Business Partner.
- Next steps are identified, and applicable unions become involved.
For a detailed mapping of the entire re-organization process, please check out the Reorganization Process Flow document.