The HR department in a musical instrument company is struggling to support the company's rapid growth. The company, which started as the home business of a casual musician, logged $17 million in sales last year. The HR department has hired additional team members over the years but hasn't changed its structure since start-up. All HR team members currently function as generalists, doing whatever it takes to support the company.
The organization now consists of multiple store franchises. Each store has a sales department, a service and repair department, and a department offering music lessons. This initial product and service offering was followed by instrument rentals and later the acquisition of a publishing company that specializes in learning guides for new musicians and music teachers. The company's newest effort, the production of their own brand of mandolin, is recognized by most of the senior leaders as a high-risk effort but with the potential for a profitable high-margin instrument being added to their product line.
With the rapid growth and expansion, the CEO is becoming increasingly concerned about quality and has made it clear that the entire corporation is to prioritize quality and efficiency while maintaining focus on the strategic plan.
What is the best course of action the HR leader should take to determine how to structure the HR department to support the needs of the growing business?
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