Solutions:
Worker Relationship Management
Service Oriented Architectures
HRIS Integration & Customization
The Problem:
Complex organizations don't have a true representation of their worker relationships
Business is complex. Large organizations have complex structures to meet the ever changing needs in today’s dynamic environment. All too often, companies don’t know their true organizational structure. Even when they think they know, they are only aware of a single hierarchical structure, which is just the tip of the iceberg. Companies are made up of people. And the relationships between the people are what make the company work. How can one adequately manage a business when one doesn’t have a handle on the relationships, roles, and responsibilities that make up the organization?
Org Charting is inadequate because:
Only one manager context – in today’s complex organizations, workers often “wear many hats”. In these multiple roles, workers interact with many others, sometimes on a temporary basis. These roles are not formalized, which leads to ambiguity and sub-optimal productivity.
Only supports hierarchical structures - not matrix management. Since the early ‘80’s, matrix management has become a common management structure. Rather than have a strictly hierarchical reporting model, a network structure, or matrix model, provides the flexibility needed for today’s dynamic business environment. Most Org Charting software can only represent hierarchical reporting relationships. A matrix structure is often represented as a series of one-to-one relationships, which misrepresents the true nature of the relationship!
Click here for an example of a simple hierarchical structure
Information is not updated - stale and inaccurate. Organizations are restructured all the time. Who updates the reporting relationships? The answer, all too commonly, is nobody! Org charts are often obsolete by the time they are published. The sad truth is that the people tasked with keeping this information up to date are not the people who are closest to the reporting relationships. When they are, the Org Chart usually lives on somebody’s C: drive!
Workflow systems depend on people relationships for routings
In large organizations, workflow routings are almost always relative to the worker the transaction relates to. Many workflow system use static roles, which are inadequate to represent the relationships of today's complex, dynamic organizations.
Portions of the organizational structure are replicated in each software product. There is no central repository for worker relationship information. Therefore, it becomes stale because there is no way to effectively maintain it.
Sarbanes-Oxley requires sign-off on financial statements
How can management sign-off when it doesn't know who it's signing off on?
Us: