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.



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. 

2025 Year-End Message - Geordie MacPherson

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta

2025 Year-End Message - Ioana Giurca

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I am proud to reflect on the incredible work our association has accomplished this year. With the support of CPHR Canada, we continue to strengthen a national network of over 33,000 HR practitioners and professionals, including more than 7,300 in Alberta. Our collaboration with provincial counterparts, post-secondary institutions, local chambers, and government partners remains central to promoting the value of hiring a designated professional and advancing consistent standards across Canada. This year, CPHR Alberta grew by 7%, with the majority of new members coming from students and emerging HR professionals—the future of our profession. Thank you to all our members for the work you do every day to elevate the profession. Operationally, 2025 was a year of engagement and impact. We hosted 76 events across Alberta, the Northwest Territories, and Nunavut, welcoming over 6,300 attendees to workshops, roundtables, webinars, and community sessions. Complimentary events played a key role in sustaining access to learning and connection for our members. Our Annual Conference was a highlight, bringing together a sold-out audience, a fully booked exhibitor space, and earning strong satisfaction ratings with 77% of attendees rating their experience positively. Thoughtful planning is already underway for our 2026 Conference on June 2 and 3 at the BMO Centre in Calgary, where expanded attendee capacity, increased exhibitor space, and enhanced programming will elevate the experience for HR professionals across our jurisdiction. Through our marketing campaign, we focused on raising awareness of the strategic value a CPHR brings to organizations. The results speak for themselves with 10% of new members joined after seeing our campaign, and website traffic increased by 17%, averaging over 55,000 views per month. In 2025, CPHR Alberta navigated Ministry changes, new mandate letters, and changes to professional governance. The Professional Governance Act (PGA) was introduced in the Spring of 2025 and received royal assent in May. This was a long-awaited and important step forward. CPHR Alberta operations and the Board are at work reviewing the legislation and anticipating the incoming regulations. We have continued our focus in broader advocacy and engagement to promote the profession as a leading voice, valued partner and knowledge expert. Throughout the year, we deepened our existing relationships, built new ones, and partnered on impactful projects at various levels of government and with community partners. We look forward to continuing to highlight the significance and impact of the profession within our organizations and communities throughout 2026. Looking ahead, we are excited to implement our 2026–2028 Strategic Plan , continue rolling out our new member recognition program, and shine a spotlight on our incredible HR community at our Member Recognition Gala in April. We will also advance our work toward self-regulation, ensuring the HR profession is recognized and trusted for its impact on organizations and communities. I want to thank our incredible team at CPHR Alberta and the many volunteers who make our work possible. Your dedication ensures we deliver value to our members and advance the HR profession every day. Thank you also to our Board of Directors for their guidance and leadership throughout the year.  As the holiday season approaches, I wish you joy, rest, and time to celebrate your accomplishments. Together, we are shaping the future of HR—and I look forward to all we will achieve in 2026. Ioana Giurca, CEO, CPHR Alberta
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