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Human Resources/implication on HR Planning


What are the three possible implications a strategy of reducing layers of organization hierarchy,increasing span of control and use of IT and automation has on Human Resource Planning?

Thanks for you question.  

This is a far-reaching question with many implications, some I can think of are as follows:

Reducing Layers of Organization:

-- Reductions in workforce actions
-- Community impact
-- Greater management skills for the remaining managers
-- Issues associated with job/position combinations
-- Increases in spans of control
-- Culture impact within the business(es)
-- Management training (change, retention, communications)

Increases in Spans of Control

-- Position combination issues
-- More complex Performance Management scenarios
-- Greater time management issues
-- Specialized management training and development
-- Management reductions; retaining the right talent mix
-- Morale issues in the management ranks
-- Compensation considerations
-- Management communications; non-management communications

IT and Automation

-- Possible reductions in workforce
-- Communicating the changes to affected audiences
-- Training in specialized systems
-- Transition planning to new system
-- Operater, user training
-- How to use expanded metrics capability

The above lists and particularly training and communications become more complex with the scope and size of the business and even more so with a global/international business with many locations.

To generate a more complete list of implications, brainstorming with key players in the business is a great way to compile the most complete list.  Brainstorming also helps achieves "buy in" and prepare those who will initiate the change.

I hope you find the above thoughts of value.



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Mark Eichinger


Any type of question related to domestic and international Human Resources work. My H.R. passions include Compensation design and systems in competitive markets, Health and Safety in Industrial Environments, Performance Management, Talent Management (Hiring, Selection, Employee Development, Compensation, Creating Space, etc.), Communications, Coaching, Counseling, Leadership, and Management. Questions I cannot answer: I am sure there are questions within these categories that I may not be able to answer but my experience below would suggest those would be few.


I own International Human Resources Coaching and Consulting, LLC. Previously, I successfully held corporate executive and management leadership positions from 1979 to 2007 in two $9B+ multi-national corporations. Positions included: Vice President, Human Resources for the Asia Pacific Region, Eaton Corporation; I was based in Shanghai, China. Prior to that assignment, Vice President, Human Resources International and Operations, Eaton World Headquarters, Cleveland, Ohio with global responsibility for Eaton’s Human Resources practices, international assignee management, and Regional Human Resources Directors in Asia Pacific, Europe, and Central and South America. Specifically, my experience spans work at domestic and international locations at the operating plant, division, business unit, and corporate levels and most business scenarios to include startups, closedowns, restructurings, integrations, and ongoing operations. I am an Eaton Business Excellence Assessment Examiner (Malcolm Baldrige based system). I introduced processes and process mapping into the Human Resources environment. I have extensive experience with and working in domestic and international organization matrix structures. In the Asia Pacific region, my responsibilities included, leading the regions H.R. team and processes, managing the H.R. relationship with the corporation, creating and leading the professional and general manager development programs, China’s university relations program and managing the Asia Pacific key leader’s process. I have coached managers and leaders. I am a professional listener, my style open, direct, and focused on leader accountability and employee engagement. In Summary, my career responsibility included more than 60,000 employees, 60 union and union free operations, and 45 countries. I also lived in Korea for two years while in service with the USA’s armed forces.

SCORE – Counselors to Americas Small Business; at various locations I have also belonged to Rotary, Lions, Kiwanis and the Chamber of Commerce. I have served on Boards of medical, community and institutional organizations.

Bachelor of Science in Business Administration, Youngstown State University. MBA work Youngstown State University, and University of Bridgeport. University of Tennessee, Lean Manufacturing Certified. Thunderbird School of Global Management, Management Certified.

Awards and Honors
Corporate level awards for compensation systems, communications campaigns.

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