Structure and Resource Review - Business Services

The Client

A senior executive responsible for a large, complex business group (400 plus staff) undertaking policy and operational activities and working across Queensland was seeking independent advice about the structure, resourcing and operations of the business services function.   

The Brief

HR Advantage was engaged to undertake an independent review and provide advice to improve the business services function providing financial, human resources, health and safety, communications, procurement, facilities management and executive services for the business.

The existing structure had been unsettled for an extended time with a mix of temporary and permanent resourcing.  There were a variety of management and staff concerns arising with a clear need to establish an appropriately resourced fit for purpose structure to meet current and future requirements. 

An efficiency drive within the wider organisation required a robust approach to determining the resources and structure required and that consideration be given to resource sharing opportunities and efficiencies.

The purpose of the review was to identify and explore potential ways to improve these operations to become more efficient and effective.  Consideration was to be given to structures, work demands, resources, working arrangements, and coordination of activities within and between business areas.  

Our Response

We worked with our client and key executives as a steering group for the project, meeting at the outset and throughout key stages.

We gathered relevant information and compared the operations of the business and executive service activities with those undertaken by like functions in three other business areas of the organisation, consulting with relevant senior staff to get input.  We consulted with internal clients of the business services function (key managers) about their experiences, needs and reliance on business services, seeking input on improvement opportunities. 

We consulted directly with staff within the function through structured interviews which enabled open and frank input and improvement suggestions to be directly advanced.  We worked closely with the two impacted key business managers.   

Considering all inputs, we analysed current operations and identified key issues, opportunities and options for improvement.  We consulted with the steering group and business managers regarding initial findings, exploring opportunities and risks, validating findings with them, following up and finalising inputs.  This enabled open consideration of the impacts, implications and sensitivities of potential changes and their relevance for implementation.

We documented a final report including recommendations, supporting rationale and implementation advice.  To be comprehensive, our advice included detail regarding new and significantly changed roles and requirements.

The Results

Findings and related recommendations addressed: workload demands, resource requirements and structural changes (which involved realignment of the mix of resources across business activities), a different profile of capabilities and resources, boosting capabilities in high priority areas, different reporting arrangements, resource sharing across business areas, implementation requirements including staffing implications, staff consultation and stakeholder feedback.  

Our analysis and recommendations were accepted by key executive decision makers and supported by affected business managers.  Staff consultation undertaken during the review provided a platform for the client to conduct a formal consultation period with affected staff and unions regarding the implementation of changes in line with industrial commitments.

The executive client took the recommendations forward for implementation noting the structural and related changes significantly addressed efficiencies (including cost savings) and improvement opportunities – to enhance service delivery and better manage identified risks.