Having appointed a new CEO for a local body, we were asked to provide assistance with the restructure of the senior executive team. The problems included having 21 direct reports to the CEO, a lack of role clarity and accountability/responsibility, and inefficiencies resulting from a lack of team cohesiveness.

What we did

Our first step was to design a new management structure, with consultation and input from relevant parties. Detailed position descriptions and key performance indicators were then developed for the new roles within the structure. As there were reduced roles and changes in accountability and responsibility, both current incumbents and external applicants were invited to apply for the redefined positions. Robust and contestable techniques were used for this process to ensure all applicants were treated fairly. Processes included behavioural interviewing (Targeted Selection®) and assessments. Redundancies were also handled within the change process.

Outcomes

All 17 new roles were appointed to the new structure with a mix of internal and external applicants. Our robust change process stood up to scrutiny from redundant staff. Subsequently the structure has been reinforced as each of the new groups has been restructured to ensure better alignment to the Council's key strategic issues.

Why Sheffield?

In this case the client valued three key benefits. Firstly, our knowledge of local government and its distinctive management issues. Secondly, our use of robust processes that provided a workable structure to take the organisation forward. And finally, our ability to grasp strategic necessity, and provide solutions to achieve the goals.