We have 3 very different business units (B to B services, B to C events and web-based retail)...but overall our business is still very small (revenues around $1.1M). I've been struggling for a while now trying to design an organisational structure because due to the size of the business everyone always seems to be wearing multiple hats...should they wear a "Marketing" hat but covering all different biz units - or better to be a "business unit" manager and try to span both marketing and operations? We are wanting to totally re-design our structure at the moment because we have lost all our staff - so it's a great time to be able to re-design from ground-zero with no restrictions. We also want to include some virtual staff in the mix to try and give us room to grow - until now we've been "busy" all the time and I get the feeling that being less "busy" would give us more scope to grow. What I'm looking for is a framework or thought structure or process that will help to develop an answer to this problem. Or someone who can help talk this through! Many thanks, David
It sounds like you need to work with an HR consultant to form a staffing plan and Org chart, which will not only address how to get the most efficiency out of your current talent, but also help to create a plan on talent acquisition and position importance moving forward. As start ups evolve this is one of the most frequent things I see them struggle with. Because in a young company employees wear many hats (unavoidable), you also need to form job descriptions that show what the most important hiring characteristics are to the positions you plan on filling. This will give you the best shot at hiring the right people the first time, and retaining them as you grow. Turnover in start ups can be a very costly issue. If you would like to hop on a call to discuss further I would be more than happy to help.