Re-structuring the HR Charts - What's the best practice to build HR titles in such Companies?

I just started working in a Construction Company with 20K employees. I have been requested by the VP of HR to restructure the current HR department chart and propose a new organization chart, as well as add new designations for the staff.

What is the best practice for creating HR titles in such companies? I prefer to start from HR Officer, HR Coordinator, etc., until reaching the unit head who reports to the VP of HR.

Could you please provide me with a list of titles along with their job descriptions if available? This will make it easier to modify the job descriptions as per the company's needs.

The process of organization design is not an easy task. If you are looking for an organization chart only, you can draw a conventional chart by HR sub-function as per your need. Contemporary HR sub-functions include T&D, Talent (including recruitment), C&B, Employee Relations, etc. If you want to design an HR organization aligned with your business strategy/goal as well as the business model, seek professional help. 20K is not a small number, and I am sure you have multiple verticals in your business and multiple locations. Try to go through the model proposed by Dave Ulrich; this model is presently used by most big organizations and is effective. You might need to seek help from professional consultants.

I want to recreate the organizational policies and the hierarchical structures based on the current scenario, but I am apprehensive about the starting point.

Dear Musahari,

We are into consultancy of HR products. Please find the following for JD/KRA/PMS process:

1. Setting the strategic direction (Vision/Mission/values/goals of the company)
a. Financial plan
b. Growth plan
c. Market strategy

2. Designing the Human Resource Management System (HRM plans, policies, and practices)
a. Company Organogram
b. Function organogram
c. Hierarchy
d. Policies
i. Employee-related
j. Employee Welfare related
k. Employer-related

3. Planning the total workforce (Organizational structure/ Structure jobs (competencies, tasks, and activities)/identified gaps in competencies)
a. Organization structure
b. Job descriptions/ evaluations
c. Man-power alignment
d. Profiling for current and new man-power

4. Generating the required human resources (securing essential skills in the organization)
a. Current Skills assessment
b. Skills identifications
c. TNA & TNI
d. Skills development
e. Post L&D intervention Skills assessment

5. Performance Management System
a. Company KRA & KPIs
b. Leadership
c. Functional KRA & KPIs
d. Individual KRA & KPIs

6. Modes:
i. Trainings (Practicals)
ii. KRA trainings
iii. Making of KRA & KPIs
iv. PMS Calendar
v. PMS Implementation

7. Budgeting of PMS
a. Increment
b. Promotions
c. PMS Presentation & Management Approval

8. Employees Management/communication
a. Feedback mechanism
b. Increment
c. Promotion
d. Performance Improvement Planner
e. Separation

9. Employee Development
a. Career pathing
b. Employee development and learning
c. Reward Management (R&R)

Kindly contact us for the assignment.

Sharad Kumar
E-MAGE HR SOLUTIONS
SKYPE - sharad.bhatt711
Call us - +91 9376701999
Email: sharad@e-magehr.com

Please note that the corrections have been made to improve the clarity and readability of the text.

Is this applicable to any industry, as ours is a manufacturing one?