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Organisation Design: Improving Processes and the Employee Experience

5 May @ 9:00 am - 4:30 pm


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Covid-19 Update – these training courses will now be delivered online. All existing bookings will be honoured and new bookings can now be made again too. All content from the previous face-to-face training will still be covered.

What’s changed?

The training will now be delivered using BrightTalk. Please view the webinar on Revisiting Strategic HR which our trainer, Jon Ingham, has recorded as an introduction to his training courses.

The training courses will now also include new issues associated with HR in the Covid-19 age.

The training days will still start at 9.30 am with an initial welcome and to ensure any technology issues are resolved. The actual training will then start at 10.00 am, and will now be delivered in one hour bites, finishing at 4.30 pm.

Training Outline

Business processes are the fundamental building blocks of an organisation. Although we tend to think of these as hierarchical structure charts, the process view of an organisation provides a much more useful perspective. Too many organisation restructures just move jobs and reporting lines around the organisation but fail to change anything fundamental about the business.

It is a bit like losing weight. If all we do is reduce our eating then our size tends to yoyo and we end up back where we were before a few months later. Reducing headcount acts the same way. We lose people and just put the extra capacity back on through the use of contractors and consultants. The only real way of losing weight is to change our lifestyle. The only real way of reducing heads is to change our processes. Then the pounds / heads come off more naturally.

Businesses do not do process design enough. Partly, this is a consequence of the ‘business process re-engineering’ fad twenty years ago. Most re-engineering projects failed to achieve the anticipated results, largely because the methodologies used back them failed to incorporate the people factors which makes process changes succeed. But actually many organisations are more complicated today than they were back then – the potential benefits of re-engineering still exist and are now possibly even more sizeable now.

In addition, there are increasing opportunities to undertake processes differently, particularly with new opportunities provided by automation, robotic process automation (RPA), AI, etc.

It is therefore a shame that process design is a skill which is rarely taught to HR or many other professionals. Understanding how effective processes can be created, developed and implemented allows HR to facilitate the development of better processes with their business teams, and also enables HR to improve its own processes.

This seminar provides a methodology for business process design and considers how they can be used to develop the employee experience as well as meeting business needs. We will also consider changes in the organisational environment, such as lean and agile, and how process design itself needs to be adapted within this new context.

Who's it for?

  • Director, VP or manager of HR, learning, and organisation development
  • HR business partner, or and other HR professional, wanting to contribute more broadly to organisational effectiveness
  • HR professional needing to improve the efficiency and effectiveness of HR processes
  • Business leader, with responsibility for the effectiveness of your own organisation

Trainer, Jon Ingham, introduces this course...

By the end of the course you will:

Understand how process design involves a lot more than just process mapping
Understand the differences in process design, improvement and re-engineering
Have gained experience in the different stages of process design eg seting objectives, to be / from analysis, process mapping, RACI, competency requirements, measures and targets, links to organisation design


10.00-11.00 Process as the Basis for Organisation Design

  • Understanding processes as the fundamental building blocks of an organisation
  • The opportunities to use process design as part of a broader organisational transformation as well as for other purposes, and the potential benefits of doing this
  • Approaches to process re-engineering, simplification, and cost cutting
  • Redesigning processes in HR and the opportunity for HR to facilitate the redesign of business processes working in partnership with client groups
11.15-12.15 A Best Practice Approach to Process Design

  • A walk-through of a methodology, plus toolkit, for effective process design
  • Ensuring processes needs are clearly articulated – objectives and SIPOC requirements etc
  • Process design and high and more detailed levels
  • Building in the people factors through skills and competencies, and accountabilities and responsibilities (RACI / RAPID etc)
1.00-2.00 Developing the Employee Experience

  • The contribution of the work that people do towards their experience of the organisation, and the role of culture and technology etc in supporting this
  • A walk through of an approach to develop an employee journey
  • Designing processes and the whole organisation to meet employee expectations as a more radical and fundamental approach to developing the employee experience
  • Using processes to underpin employee journeys, and using journey mapping to inform process redesign
2.15-3.15 Redesigning Processes for different Scenarios

  • Opportunities for using different process architectures for recruitment, learning, performance management, etc
  • Case studies and examples
3.30-4.10 New Trends, Opportunities and Challenges

  • Lean and agile processes and process design and the new opportunities for hacking people management
  • Use of digital and other technologies within processes and process design
  • Maintaining or shifting the balance between processes being helpful and avoiding unnecessary bureaucracy
  • Opportunities for getting work done through networks vs processes
Conclusions and Action Planning


Trainer: Jon Ingham

Jon Ingham

Jon Ingham is an independent strategic people management and organisation development consultant. His projects often involve helping companies innovate their HR approaches responding to changes in the world of work and also to tie more closely to their own strategic needs. His work is informed by a strong belief in the potential offered from a smarter investment in people and the consequent opportunity to create new value for a business.

He has worked with companies in UK and Europe, the Middle East, South Africa, Asia and Australia. Recent clients have included a financial services firm where HR had to sign up to providing half of the firm’s planned financial growth.  Also, acting in an interim head of organisation development capacity for a leading retailer, planning for the introduction of a new digital business strategy.

Other activities include providing in-house and open training programmes. His Symposium courses have included strategic HR; digital HR, HR business partnering; people planning, measurement, analytics and reporting; HR and innovation; HR and social media; organisation design and development; process design; employee experience, change management, and specific courses on recruitment, learning, performance management and reward.

Jon has BA in Psychology, a Masters in Engineering and an MBA. He has frequently been recognised a leading influencer in HR, and he was listed as the 7th most influential UK HR Thinker in 2013.  HR Examiner includes him in its list of the top 100 global HR influencers and states “Ingham is still early in his career.  It’s not outrageous to imagine him as the next Ulrich.”

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5 May
9:00 am - 4:30 pm
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Symposium Events
020 7231 5100