A nationally-owned energy company with eight subsidiaries had grown rapidly in recent years and anticipated continued aggressive growth with targets set to double both the number of business units and the number of employees in the next 8 years.
Pushed by the demands of aggressive growth, HR was showing signs of strain and business and HR leadership diagnosed the need for a fundamental restructuring and re-design of the HR function. While HR had some processes that worked well, overall the function was not aligned or integrated with the structure of the business and there was a critical need to improve strategic support HR to the businesses. There were also opportunities to improve operational HR performance.
The RBL Group was invited to help redesign the HR function, set a strategy for HR, and then train HR professionals throughout each business unit to be able to deliver better and faster support to the business.