Within 12 months after the organizational redesign, the team’s main key performance indicator — productivity per resource — increased by 80%. It was the largest increase across the entire organization.
Despite the high percentage of newly onboarded employees, the redesign also led the team to:
✔ Deliver the entirety of their previous year’s headcount within the first 2 quarters
✔ Meet the current year’s aggressive hiring targets by the end of Q3
✔ Create stronger recognition of the value of sourcers within staffing and the greater business units
✔ Achieve a record number of sourcer promotion considerations due to their increased role in the organization’s success and the businesses in which they supported
The decision to move forward with an organizational redesign — despite doing so in the team’s most demanding hiring period — became an obvious advantage once primary, secondary, and teritiary objectives had been clarified.
Breaking team structure into smaller “groupings” had beneficial downstream effects: it gave leadership more room to make decisions and allowed for individual contributors to have increased autonomy over their direct line of business.
This facilitated decisions to be made at the individual level so long as they were in line with the greater strategy — lessening the need for ICs to have to check in with leaders for direction.
The increase in efficiency provided more operating bandwidth for ICs, as they could focus on their responsibilities with less oversight.
Additionally, new employees became more quickly specialized in their business units which drove an increase in velocity as the hiring period continued.
Had the organization not taken time to identify and clarify their greater objectives before diving forward, they may have not seen the glaring opportunity to reach multiple goals with one solution.