Certified Organizational Design and Manpower Planning Professional
Course Methodology
The course briefly reflects on the history and evolution of organizational design. It then dives into a functional operational approach to designing or redesigning organizations' organizational structures. Moreover, the course includes skill-building sessions on how to redefine jobs and eventually reevaluate those affected by design initiatives. An innovative toolkit approach will be adopted, enabling participants to immediately implement what they have learned.
Course Objectives
By the end of the course, participants will be able to:
- Differentiate between common organizational structure archetypes and realize the impact of each on individual and organizational performance
- Analyze organizational design elements, including, but not limited to, strategic goals, scope of operation, governance, competence, and span of control
- Co-design or redesign organizational structure using a departmental operating model
- Apply workforce planning methods to define workforce gaps on departmental and organizational levels
- Use HR skills needed for an organizational design professional, such as job evaluation and job description writing
Target Audience
The course is designed for human resources professionals, HR business partners, and HR planning staff who are directly involved in planning or overseeing the processes of organization design.
Target Competencies
- Organizational Design
- Workforce Planning
- Job Evaluation
- Job Description Writing
- Compensation and Benefits
- Learning and Development
Course Outline
- The Evolution of Organizational Design Models
- Definition and objectives of organizational design
- Evolution of organizational design models and the characteristics of each
- Leavitt Diamond Model (technology, task, people, and structure)
- Galbraith Star Model (strategy, structure, processes, rewards, and people)
- McKinsey 7S model (strategy, structure, systems, staff, skills, styles, and shared values)
- Burke-Litwin model (McKinsey 7S model factors in addition to external environment, performance, and feedback)
- Organizational Archetypes
- Common types of structures and the implications of each on organizational effectiveness
- Functional
- Geographical
- Customer or Market
- Product
- Process
- Matrix
- Network
- Structured network
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The work standardization framework
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Estimating the span of control
- Common types of structures and the implications of each on organizational effectiveness
- Design Methodology for a Departmental Operating Model
- Who should be involved, and what is the role of HR?
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Definition of a departmental operating model
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Components of an operating model
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Purpose and objectives: What the department exists to do
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Functional scope and services: What's in/out of scope
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Organizational structure: Org charts and key roles
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Process architecture: Core processes, flows, and KPIs
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Technology and Systems: Tools, integrations, and automation
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Governance and decision-making: Decision rights and escalation
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Roles & Responsibilities: Accountability matrix
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Performance measures: KPIs and SLAs
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- Workforce Planning
- Defining workforce planning
- Forecasting employee needs
- Static approach
- Dynamic approach
- Keys to successful workforce planning
- The strategic staffing processes
- Demand analysis
- Trend analysis
- Ratio analysis
- Zero manning methodology
- Capturing and tabulating information
- Essential Skills to Master as an Organizational Design and Workforce Planning Professional
- Job evaluation: The Meirc job evaluation system uses and implications
- Job description writing for new or amended roles in compliance with the job evaluation system factor requirements
- Salary structure and incentive schemes
- Improving staff readiness levels through learning and development
2026 Schedule & Fees
Location & Date
| Date | City | Language | Price | Action |
|---|---|---|---|---|
| No upcoming sessions are currently scheduled. Contact Us | ||||
Virtual Learning
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