A Strategic Guide to Organization Restructuring, Part 2

Author: Ada Tai, MBA, CPHR, SHRM-SCP 


After publishing “A Strategic Guide to Organization Restructuring, Part 1,” I heard a consistent follow-up question from leaders: 


“How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” 


In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. 


Step One: Understand the Organization 


Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. 

Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: 

  • Long-standing role ambiguity and workflow friction 
  • Significant retention and succession challenges 
  • A rapidly growing industry and expanding service demands 
  • A CEO overwhelmed with too many direct reports 
  • Insufficient leadership depth in the layer immediately below the CEO 

The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. 


Before jumping in, we partnered with the executive team to answer a set of foundational questions: 

  1. Why is a new structure needed now? 
    What pressures, risks, or opportunities are driving the change? 

  2. What is the organization trying to achieve long-term? 
    We reviewed vision, mission, values, strategic priorities, and expected growth. 

  3. How is the organization currently designed? 
    We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. 

  4. What work must happen to deliver services successfully? 
    We mapped critical processes and clarified who is responsible for what work today and tomorrow. 

  5. What resources and budget constraints shape the options? 
    We did a reality check. 


Answering these questions transforms guesswork into a strategic foundation.


Step Two: Plan for the Structure Review 

Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 

1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process.
 

2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: 

  • On-site tours to understand operations and workflow in context 
  • In-person interviews with employees across departments, tenure levels, roles, and demographic groups 
  • Review of organizational documents, including strategy, service data, operational metrics, etc. 


3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. 

 

The goal was to build a complete, nuanced picture of how work actually gets done. 


Step Three: Design the Structure 

Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: 


“This review is not a performance assessment, nor an attempt to eliminate jobs.  It is about building a structure that sets everyone up for success.” 


Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: 

  1. A transition structure for the upcoming year — providing stability while preparing for change. 
  2. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. 

The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. 


Step Four: Support the People Side of Change 

Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: 

  1. Securing Board approval 
  2. Preparing a comprehensive communication plan 
  3. Engaging employees with clarity, empathy, and transparency 

We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. 

 

Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. 


Final Thoughts 

Restructuring is a strategic redesign of how an organization works, leads, and delivers value. 

 
A thoughtful structure review requires three things: 

  • Deep understanding of the organization’s reality 
  • Collaborative design grounded in data 
  • Careful implementation that supports people 

When these pieces come together, restructuring becomes more than a response to pressure.
It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. 

 

Check out my previous blog: “A Strategic Guide to Organization Restructuring, Part 1” 







I see. I hear. I experience. is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s. 


Author bio: With an MBA Degree, a CPHR, and a SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for close to 20 years. Through her consulting firm, Ada and the team provide a variety of management consulting services.  Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, and career-related topics throughout the province. She is also a well-respected Instructor at local universities. 

 

Contact information: 

 

BadaB Consulting Inc. has been a trusted partner in HR and business transformation since 2011. We provide practical, people-first solutions in strategic HR planning, organizational audits, restructuring, mergers & acquisitions, training, recruitment, policy development, outplacement, and beyond. 

Our team also helps organizations prepare for the future with technology strategies that align infrastructure, talent, and long-term goals. 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



2026 PD Opportunities with CPHR Alberta

By Jessica Jaithoo • January 28, 2026
Plan your 2026 professional development in advance and discover what CPHR Alberta has planned for you! Below is a brief overview of the programming coming your way in the months ahead. For full details, visit our new PD Calendar , and check your Member Portal regularly for updates. Signature Events Member Recognition Gala – April 30, 2026 | The Westin Airport Hotel, Calgary We invite you to an evening of celebration, connection, and inspiration. The Member Recognition Gala is a formal event honouring the individuals, teams, and projects shaping the future of HR across Alberta, the Northwest Territories, and Nunavut. Inspired by the Aurora Borealis, this redesigned experience replaces traditional awards with Spotlights—a meaningful way to recognize excellence in action. Tickets will go on sale soon. CPHR Alberta 2026 Conference: Future-Ready HR – June 2–3, 2026 | BMO Centre, Calgary Our 2026 Conference prepares human resources (HR) professionals to master the fundamentals, embrace innovation, and build executive-level influence—creating agile organizations ready for economic and workforce change. A future-ready HR community. Registration will be opening soon. Chapter Community Events | Throughout 2026 We’ll be visiting all chapters across the year with popular community events in your region. Stay tuned for event announcements and details. Stampede Breakfast | July | Calgary, AB A member favourite breakfast event is returning! Join us to mingle, connect, and enjoy the energy of Stampede. More information will be shared soon. Certificates Workplace Investigations Training | February 17–19 and March 17–19 Presented in partnership with Veritas Solutions. The Workplace Investigations Certificate is a three‑day program focusing on three core training topics. Participants may register for the full program or select stand‑alone courses. A certificate is awarded upon completion, and no prerequisites are required. Webinars Networking at Noon Join us for one hour each month to explore current and emerging HR topics. With a new focus every session, you'll leave with thought‑provoking questions and earn 1 CPD hour. On February 12, join us for HR Trends & Priorities for 2026. International Women’s Day National Event Join us on March 4 from 10:00–11:30 a.m. for a special fireside chat with Layne the Auctionista and Sheena Russell, founder of Made with Local . This national celebration of International Women’s Day explores the theme “Give to Gain,” highlighting how generosity and purpose‑driven leadership can shape meaningful careers. You’ll hear real stories, bold insights, and practical inspiration you can take back to your HR practice. Details ®gistration: https://cphrns.ca/events/EventDetails.aspx?id=2018615&group= Virtual Sessions for Students Students can expect two sessions each month: one dedicated to building skills one offering practical advice from HR professionals in the field These sessions are complimentary for Student Members. Are you interested in becoming a member? Students receive complimentary membership. Learn more: www.cphrab.ca/student-programs Other Events DisruptHR YYC 13.0 will take place in October. More details will be shared in late summer. Plan Your Year With Us Explore the full list of programs and events on our 2026 PD Calendar.

Welcome to OY Works: Practical Tools to Recruit, Onboard & Retain Opportunity Youth

By Jessica Jaithoo • January 22, 2026
In 2025, CPHR Alberta became a partner to the Collaborative Funders Table and the Calgary Youth Employment Initiative to address under-employment for opportunity youth. Over seven months, more than 60 partners came together to research, design, and test what would become OY Works . That story of co-creation is what makes this toolkit different. Employers shared what they need to know and what tools would make a difference. CPHR Alberta members contributed HR expertise through representation on the steering committee, and participation in surveys, interviews, and protype testing throughout 2025. Attracting, engaging, and retaining young talent isn’t just a workforce strategy — it’s an investment in our collective future. When we empower youth with meaningful opportunities, modern skills, and a sense of belonging, we build workplaces that are more innovative today and more resilient tomorrow. The organizations that thrive will be the ones that recognize youth not as the workforce of the future, but as essential contributors shaping the world right now. A dedicated toolkit to hire opportunity youth gives HR professionals and employers the practical resources, insights, and frameworks they need to connect with young people authentically — turning intention into action and helping break down barriers and supporting organizations to build strong, sustainable talent pipelines. Co‑designed with HR professionals and industry leaders, the toolkit reflects real challenges and real solutions, ensuring it is both practical and deeply aligned with the needs of today’s evolving workforce. - Lisa Watson, CPHR Alberta Board Director, OY Works Steering Committee Member Today marks an exciting milestone: the launch of OY Works , an online toolkit designed to make inclusive youth hiring easier for Alberta employers and HR professionals. This free resource was co-created by a diverse group of stakeholders—employers, HR experts, and non-profit agencies—who share a common goal: opening doors for young people who are ready to work but face barriers. Why OY Works? Too many youth are eager to contribute, learn, and grow, yet struggle to access meaningful employment. OY Works is here to change that. Built with practicality and purpose in mind, the toolkit offers actionable strategies to help businesses recruit, onboard, and retain Opportunity Youth—young people aged 18–29 who are not currently in school, training, or work. What’s Inside the Toolkit? It makes business sense: Read the Business Case for hiring Opportunity Youth and be empowered to influence leaders. Explore the ideas and tools in the Quick Start Hiring Guide . Learn how to onboard effectively and build retention from day one in the Optimal Onboarding & Mentoring Guide and the Retain & Grow Guide . Discover how non-profit agencies are preparing OY for the workplace. They often support employers and employees through all stages of employment. This isn’t just about doing good—it’s about making smart business decisions. Inclusive hiring strengthens workplace culture, reduces turnover, and taps into a motivated talent pool ready to make a difference. We invite you to explore OY Works and join the movement to create opportunities for youth who deserve a chance to shine. Explore the OY Works toolkit: https://bit.ly/3L6SQuF When young people get a chance to contribute, it’s a win for youth, employers and the community. Join us in spreading the word by sharing the toolkit with your networks.

Refuel. Recharge. Repeat: Lead Yourself with Intention and Energy

By Jessica Jaithoo • January 13, 2026
Author: Robin O’Grady Wellbeing can feel impossible when life is already overflowing. The thought of adding “one more thing” to your plate? That’s enough to send anyone over the edge. However, in the end, taking care of your own health is not a “nice to have”, it is essential, in more ways than one. As an HR Professional you are often the go-to for tough conversations and as a support system. Protecting your own energy isn’t only about your personal wellbeing, it is what allows you to show up fully for your people, when it matters most. To get it out of the way, here are the things this is NOT about: Going to the gym Hopping on a trend (wellness/fitness/nutrition) Adding more things to your calendar What it will be about is… Refuel, Recharge, Repeat . Leading yourself with intention and energy. Perspective Shift Keep it simple. Thriving over surviving. When in the tornado of your day-to-day adding things to you r calendar can feel overwhelming and unattainable. The first step is to take stock of your capacity, really step back and assess what you might have available timewise. Then, assess how full your fuel tank is, how are your energy levels at different times of the day? Only then can the strategy be built on how to implement what is right for you. To begin, choose only one thing, many struggle because they try to do too much at once. Tips If choosing nutrition as a needed change, consider adding or removing only one thing as a beginning VS changing your entire diet or diving into a trend-based program that you know isn’t sustainable. Movement comes in a large variety of ways. Think about things you actually enjoy doing and find ways to add them instead of forcing yourself to do things you don’t enjoy just for the sake of adding more movement. Fulfillment is an important part of taking care of your holistic health, prioritize time for things you love – hobbies/family/travel etc. Energy Management The oxygen mask principle is a familiar one. When flying on an airplane, the flight attendant tells us that in the case of emergency, you must put on your own oxygen mask before helping others. This is where the protection and management of your energy begins. Awareness of what energizes you VS what drains you and an intentional placement of those things through your day as one step. Another, in protecting your calendar and being diligent about the spaces you had set aside for your energy management (eg. specific closed door office hours or break times). Tips Take your breaks away from your desk, even away from the building when possible. Implement grounding practices through your day, for example, before entering the workspace and at the end of your day before going home. Protect your transition time - 15 minutes between meetings to process and reset. Intentional Adaptation Making a decision that something might need to change is really the first step, without that awareness, there is little that can or will be done. As a leader, your responsibility is to yourself, but it is also in role modelling for the team. HR Professionals set the tone for the workplace culture around them. The way you prioritize your own boundaries and wellbeing quietly gives others permission to do the same. When you show up with intention, it ripples through the entire organization. The research and stats are clearer now than ever before, workplace wellbeing as a strategy, is one that increases the bottom line and enhances the overall culture of your workplace. In order to see the high end of those stats, intentional adaptation is key. This is a strategy and a process, one that will make you and your business better, you could be the catalyst for that. Tips Create a community within the workplace to prioritize these habits and strategies with. Make it a fun practice you can all do together and hold each other accountable to, especially when the day takes over and the “tornado” is most fierce. Build out the process and SOP in the same way you would for other business strategy and involve your team in the process, so you know what you are planning is good for the whole. Make sure you are first. Leaders first. Remember the oxygen mask principle, you deserve whole health, and you will thank yourself later for checking in and adjusting when needed. Start with some space to breathe. That space? It comes from letting go of what you think you "should" be doing and tuning into what actually serves you and your team. Wellbeing isn't a one-size-fits-all prescription. It's a personal practice of alignment, which can (and should) be translated into how you all work as a whole. Today is as good as any, tomorrow will come regardless. 
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