{ "media_type": "text", "post_content": "I have a question for HR/People Department leaders: \nFor companies that are 1,000+ employees, what is your ideal HR/People Department structure? How many direct reports, and sub departments/teams does the CPO have, and what are roles are you hiring for (Traditional HR roles or more fluid/hybrid People Ops roles)?", "post_id": "60d37a9b1be1b60020f8003a", "reply_count": 8, "vote_count": 3, "bowl_id": "5682e6afd55b9e0f00fce669", "bowl_name": "Human Resources" }

I have a question for HR/People Department leaders: For companies that are 1,000+ employees, what is your ideal HR/People Department structure? How many direct reports, and sub departments/teams does the CPO have, and what are roles are you hiring for (Traditional HR roles or more fluid/hybrid People Ops roles)?

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For most companies, the shift from HR to “People” or “Talent” is more rebranding than an actual reorganization. The structure of the HR department will depend on numerous factors including nature of business, geographies, etc. There’s no one right answer when it comes to an ideal structure, since it will depend on the company. Generally, smaller companies will have more fluid roles out of necessity. Bigger companies will be more likely to have COEs or a shared services model.

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This is a ridiculously complicated and nuanced question that very much depends on industry. Firms spend years trying to figure this out and still aren’t satisfied with their answer.

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Agreed! And to complicate matters worse, hierarchy / team structure has changed significantly with the shift from a traditional HR Org to a “People” Org.. part of the reason why I asked this group for their feedback

I’ve been at my firm 5 years (8,000 people) and they can’t get this alignment right. We reorg every 18 mos or rename to ever increasingly difficult to remember fancy group titles. We roughly have a dozen - office of CPCO, compliance, HRIS, comp & bene, mobility and immigration, recruiting & on boarding, experience, diversity, alumni, partner maters, training and like liaisons. In our org I have seen less of an emphasis on hiring/retaining generalists and business partners as we move deeper into COE model. So nobody knows how to tie anything together and communicate across silos. Lots of people ops and deep specialty roles.

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We are a Corporation with subsidiary locations. At HQ, we have an HR Manager, and HR Rep, and an HR Assistant. Each of our subsidiaries that average a headcount of over 100 people have their own HR Manager. Our Subsidiaries that are closer to the 300s for headcount typically have an HR Manager and an HR Assistant. For our 2 smaller subsidiaries (less than 25 employees) they are supported by the HQ HR team. Does that help?

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Depending on the industry and business. I’m in tech. Our Hr per employee ratio is 40 employee per 1 HR, because our talent is high maintenance, and people cost is the biggest OpEx we have (about 45% of our expense sheet). It’s a mix of front-end people generalists and back-end HR generalists. By people generalists I mean - HR skilled in communication, people relations, employee relations, talent development and talent management, coaching and etc. HR Generalists are handling hard stuff like data, docs, systems, comp, and etc. Ratio between front and back depends on automation level. My previous company had smooth processes and wasn’t growing fast, so 60% of our team was front-end, currently I’m in a fast growing startup and I need to build things a lot, so back-end is 70% of my staff now.

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Our HCM Practice helps companies figure these things out. Are you trying to tackle this on your own / through networking or are you able to leverage resources toward a consulting firm with expertise in this space?

I agree with a few comments that it really depends on industry but take a look at your org and see if the departments have common themes in terms of recruitment, employee relations, benefits. If they do have commonalities you may benefit from a more specialist type of structure in HR (benefits, recruiter, HR Generalist etc. ). If the departments are very specialized or have very different needs from HR I suggest going more of the HRBP model where the HR rep supports a department for the full employee cycle

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