Every ER structure is unique depending on the culture, resources, and priorities of the organization it serves.
As ER leaders responsible for defining the organization, it’s our responsibility to provide clarity of scope and design consistent processes, as well as to hold both the ER team and its business partners accountable to execute procedures that will positively impact the business and employees. ER done right helps to define and protect the organizational culture while minimizing risk.
While great ER teams must stay agile in the face of things they don’t know (or don’t know yet), it is essential that the ER structure has a solid grounding built to support what they do know.
