Human Alliance Finds Managers’ Choice(s) for Number of Direct Reports has a Local Cultural Component

In a recent consulting engagement for one of Washington, DC's most visible defense and government contractors, the Human Alliance utilized its proprietary Talent Sphere Mapping™ model and found evidence that departmental culture has overwhelming influence on managers' decisions to hire specified numbers of people.

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Human Alliance Ltd.

HR and executive leaders need to ensure that the management/employee ratio is set and evenly distributed, otherwise businesses begin to face waste which is difficult to resolve.

Washington, DC (PRWEB) September 25, 2013

In a recent consulting engagement for one of Washington, DC's most visible defense and government contractors, the Human Alliance utilized its proprietary Talent Sphere Mapping™ model and found evidence that departmental culture has overwhelming influence on managers' decisions to hire specified numbers of people.

The data implies that managers choose a flatter or more hierarchical distribution of responsibility based on local organizational culture and not necessarily the overall corporate culture.

"What we found was that internal organizational cliques were a big factor on whether managers chose to have many employees report directly to them, or report to mid-level managers below them. We saw clusters where hierarchy was prevalent, and other clusters in other departments and business groups where that was not the case at all," Joe Shaheen, Founder and Managing Principal of the Human Alliance explained.

The project involved gathering both human capital and network data, and both visualizing the reporting structure and using sociometrics for a deeper analysis. This was done using both statistical and network algorithms, similar to the ones used by Google and other search engines to measure page hierarchy on the web.

The Talent Sphere Mapping model is a proprietary model developed by Joe Shaheen that measures internal formal networks, and superimposes both process and informal network data to identify opportunities for change management, organizational development, and creating organizational efficiencies.

The impact to organizations can be profound and systemic, resulting in asymmetric hiring policies that inflate budgets and present hurdles to succession planning. Additionally, it creates layers of unnecessary management which can slow value-creating communication and entrench bureaucracy

"HR and executive leaders need to ensure that the management/employee ratio is set and evenly distributed, otherwise businesses begin to face waste which is difficult to resolve," says Shaheen.

About Human Alliance Ltd.

The Human Alliance Ltd. is a world-class management consulting firm that focuses on issues of talent facing today’s global workforce. The company fields an array of innovative services, such as Human Domain Mapping™, Talent Sphere Mapping™, Quantum Org™, On Demand reporting services, and traditional talent services such as talent management, and talent acquisition consulting, and social network analysis. The company is based in the heart of Washington, DC.

To find out more about the Human Alliance, please visit our website at http://www.humanalliance.com.