Situation
- Two large oil & gas companies merged into a single publicly-traded industry leader
- The HR records at both companies were outdated and used inconsistent nomenclature for roles & titles across regions and product lines
- Efforts were in progress (but not in affect during the engagement) to standardize and synchronize the merged records
Bespoke Solutions
- Mapped the organizational distribution of all regions by product line based on available HR records, management documentation, and industry knowledge
- Identified high impact areas for potential consolidation of reporting lines as well as address excessive management reporting layers
- Additionally, opportunities to standardize job titles and structural gaps were identified
Leading With Results
- Visualized the HR records into a clear organizational chart that was not previously available to the company
- Presented recommendations to the Chief of HR and key staff with the intention to assist in operationalizing redistributions and reductions
- Summarized impact of recommendations for use in business case
- Highlighted necessity to standardize roles and business organizational standards