Workforce Rebalancing

Workforce Rebalancing / Assessment


COVID 19 is a major blow to most of the organizations both in manufacturing and services. Apart from increasing the cost of operations due to higher COVID led compliance at the work-place, it also leads to changing customer / consumer behavior which would lead to creation of new business models. The challenge before the organization is to prepare them-selves to be relevant to the changing times, tap the emerging opportunities and compete successfully to be profitable in the business. This calls for review of current business models, emerging business models , innovative adaptation, transforming the work-force (quantity and quality) and implementation of digital technologies. 

Human Capital (Manpower) is one of the major components of cost which requires review at periodic intervals as the requirements keep changing with change in business models / introduction of new methods of working / new skills and competencies / business plans etc.,  COD team with its vast experience of business and organization restructuring offers its services which is briefly described below.

This intervention shall be based on Agile Organisation Structure / Implementation of new Digital technologies including Industry 4.0 and Emerging / New Skills Requirement

COD offers the following to facilitate organizations transform and prepare themselves for the next phase (the new normal). 

The proposed intervention to rebalance the Human Resources shall cover the following:

  • Review of Organisation Structure (Levels and Grades and value addition at each of the grades) – Organisations both public and private sector have evolved structures based on earlier methods of working, traditional processes. Various levels and grades are created which became constant and in the emerging business scenario one needs to look at more agile structures as well as flat structure with very little / no flab.
  • Work Load Assessment (based on the information provided by the clients as per the formats shared) – Transaction based roles get automated and work-load assessment will essentially takes care of human intervention required and the work – load being carried by the individuals. Optimisation possibilities do exist by doing redistribution of work among team members
  • Positional Requirements – Process industries do have certain position based requirements and these norms were established based on certain requirements applicable earlier. The new technology / intervention of technology may make some of these requirements redundant and a study of the same will be carried-out to optimize the resources.
  • Automation possibilities – New technology interventions like AI / ML do offer possibilities of automating certain repeat functions which will offer reduction in the manpower on a sustainable basis. Also impact of Enterprise Resource Programs (ERP) / other Digital interventions on the requirement of manpower will be assessed
  • Outsourcing Possibilities – It is not necessary to have manpower within the organization where it is neither economical / sustainable. The out-sourcing possibilities shall be explored.
  • New / Emerging Skills – As the organizations implement various technologies including Digital, there is a need for new skill sets to be part of an organizations skill base. Based on the assessment of the organizations requirement, new positions will be recommended.
  • Skill profile will be done taking into consideration the existing skill-sets and the required skill-sets. However, this is a separate component and the engagement will be extended, if required.


This project will be led by two senior professionals who between them have about 75 years of professional experience and have done about 100 such projects.  This team will be supported by professionals with varying degrees of experience. Brief profile of the senior leaders is provided below.

Prof. Umeshwar Pandey, Director, Centre for Organization Development. He has an experience of over four decades in the field of management.  Prior to Joining Centre for Organization Development in September 2010 (COD) he worked with Administrative Staff College of India in the capacities of Dean of Consultancy, Director, Centre for Management Studies and Chairman, Human Resource Management Area. He was also IPCL Chair Professor in Strategic Human Resource Management.

He provided consultancy support to a large number of organizations in India and abroad including United Nations. He designed and directed several Training programs in the areas of Strategic Human Resource Management, Industrial Relations Management, Human Resource Audit, Train the Trainers, Effective Trade Union Management, in addition to a large number of General Management Programs for HPCL, ONGC, NHPC, ISRO, IFFCO, Punjab National Bank, DRDO, Nuclear Power Corporation India Limited, etc. He delivered several Customized Programs with Foreign component for Organizations, such as, Steel Authority of India Limited (SAIL), National Bank for Agriculture and Rural Development (NABARD), Institute of Hotel Management, Indian Institute of Tourism and Travel Management, Indian Tourism and Development Corporation, Ministry of Tourism, etc.

His areas of Interest include, Strategic HRM, HR Policy, PMS, Employee Relations, Organization Redesign and Restructuring.

Prof. P.V.S. Prakasam, Professor – Strategy and General Management, Centre for Organization Development, is a Fellow Member of the Institute of Management Accountants of India and a Post Graduate in Industrial Engineering. Mr. Prakasam had a long stint in supporting owner driven businesses scale new heights and in the application of   professional management principles in managing the growth. He brings in his varied experience of consulting with various companies in manufacturing and service sectors. He has been associated with various cross-functional consulting engagements in manufacturing sector, growth strategies, business excellence models, performance improvement and growth strategies and has worked on necessary frameworks required for long term sustained growth, manage performance of people and processes. For over 28 years, he has been consulting with private and public sector organizations in the areas of business transformation, people process and change management.

Prakasam is Fellow Member of the Institute of Cost and Management Accountants of India, Post Graduate in Industrial Engineering and Management and holds a Bachelors Degree in Engineering. He had a long stint with National Productivity Council, Delhi in its Indo-German project on Performance and Process Benchmarking, TQM and formerly Director in A.F. Ferguson & Co., (A Deloitte member firm) in India.