Organizational Structure Tuning

In retrospect, I believe the change process would have benefited from concrete steps for the HR and Talent Acquisition teams as well. While we made a concerted effort to include the Business HR Leads, we were surprised to find information was not always being cascaded down to the teams, leading to a handful of new hires still being recruited into the retired 'Software Engineering' or 'Infrastructure' roles during the rollout.

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The benefits of the organizational change to leadership were immediate. The Infrastructure Department Lead was initially operating under the impression the company was strongest in their cloud skillset; after viewing the role distributions, he realized that was not actually the case! In some departments, they were stunned to learn that Europe had double the distribution of employees in the roles as compared to North America, and set to work on ensuring many of the employee initiatives were less North America-centric.

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For the employees, the benefits will be realized more slowly as the L&D department and Regional Role Champions set to work on building the communities and curating targeted training material. As of the last survey, the employees have been optimistic with many reporting they are "looking forward to learning more and gaining the right skills in my new role."