Breaking Down Silos: Transforming HR with a Matrix Structure

By Angela J. Pruitt, PhD

In today’s fast-paced and ever-evolving workplace, human resources professionals are being called to do more than ever before. Gone are the days of HR as a purely administrative function; we are now expected to be strategic business partners, problem-solvers, and drivers of organizational change. Yet, many HR teams remain structured in a way that fosters silos, inefficiencies, and communication breakdowns.

At Lee County Government, we recognized these challenges and embarked on a journey to transition from a traditional, departmentally-siloed HR structure to a matrix model—one that promotes collaboration, agility, and accountability. It wasn’t always easy, and we faced resistance along the way, but the transformation has positioned our HR team to better serve our employees, departments, and the organization as a whole. Here’s a deeper look at why we made the change, how we did it, and what we learned along the way.

Identifying the Problem: The Limitations of a Traditional HR Structure

Like many government organizations, our HR function had evolved organically over time. Each county department had at least one designated “HR contact,” but they were not actually HR employees. Instead, these individuals were administrative professionals tasked with handling HR-related responsibilities in addition to their primary duties.

Meanwhile, within HR, our team was divided into silos based on specialized functions—talent acquisition, compensation, employee relations, benefits, and compliance. While this setup works in theory, in practice it created barriers to communication, frustrations among employees and department leaders, and major challenges to our success, including:

• Inconsistent HR service – Different departments received different levels of HR support based on their internal HR contact’s experience and understanding of policies.
• Lack of cross-functional expertise – HR employees specialized in their own functions but lacked awareness of the broader employee lifecycle, making problem-solving inefficient.
• Bottlenecks and redundancy – Work was often duplicated, and employees had to go through multiple layers to get a resolution on HR matters.
• Resistance to change – With long-tenured leadership and established practices, there was hesitation about restructuring HR operations.

Our solution needed to be more than small changes. We knew that if we wanted to be more strategic, efficient, and employee-focused, we needed a whole new approach.

The Case for a Matrix Structure

A matrix structure offers a flexible approach that allows HR professionals to work across multiple areas rather than being confined to a single function. It involves two key shifts:

1. Cross-functional teams: Instead of separate silos, teams needed to include HR professionals with different areas of expertise, allowing them to collaborate laterally on problem-solving.
2. Dual reporting lines: Employees report both to a functional leader (such as a compensation or benefits specialist) and to a team lead overseeing HR operations for specific county departments, creating joint responsibility for day-to-day work.

By strategically creating a structure to break down traditional silos, we improved communication, streamlined decision-making, and increased HR’s impact across the organization.

Key Steps in Implementation

First and foremost, change management is critical. Any structural shift—especially one that alters reporting relationships and workflows—will face resistance. Consistent communication, stakeholder involvement, and phased implementation can ease the transition. In our implementation plan, we intentionally addressed four main areas.

1. Gaining Leadership Buy-In

Change is difficult, especially in large organizations with long-standing practices. To secure buy-in, we:

• Presented data on inefficiencies and inconsistencies in our current system.
• Demonstrated how a matrix structure would improve responsiveness and alignment with organizational goals.
• Emphasized the value of a more proactive HR function in driving employee engagement and retention.

2. Defining Roles & Responsibilities

To prevent confusion, we clearly outlined how the new structure would work. Each HR team was assigned to a group of departments, ensuring each department had dedicated support while still benefiting from the expertise of the entire HR team.

3. Training and Development

Shifting to a matrix structure required a mindset shift. To equip our team for success, we implemented:

• Lean Six Sigma Advanced Yellow Belt training to streamline processes and eliminate inefficiencies.
• Getting Things Done (GTD) methodology to help HR professionals manage their workload and prioritize effectively.
• Cross-training across HR disciplines to foster a broader understanding of HR functions.

4. Addressing Resistance to Change

Not everyone welcomed the change with open arms. Employees and department leaders were used to doing things a certain way, and some feared losing autonomy. To address concerns, we:

• Maintained open communication and transparency throughout the transition.
• Ensured departments retained a point of contact for HR support, but with added expertise from a broader team.
• Implemented a phased approach, allowing time for adjustment.

Lessons Learned & Takeaways for HR Leaders

Transitioning to a matrix structure has been a game-changer for our HR department at Lee County Government. While the process required careful planning, open communication, and a willingness to adjust along the way, the results speak for themselves. We’ve seen improved responsiveness to departments and employees, stronger collaboration and knowledge-sharing within HR, and more strategic alignment with organizational goals. We also learned some important lessons along the way.

1. Flexibility is Key

While our initial matrix model was designed based on best practices, we quickly learned that adaptation was necessary. Over time, we fine-tuned team assignments, reporting structures, and responsibilities to best meet our organization’s needs.

2. Invest in Skill Development

HR professionals must be equipped to think beyond their specialties and collaborate across functions. Providing training in Lean Six Sigma, project management, and workflow efficiency made a significant difference.

3. Employee Experience Matters

Ultimately, the success of any HR transformation is measured by its impact on employees. By eliminating silos and enhancing HR’s responsiveness, we’ve created a more seamless and positive experience for employees and department leaders alike.

Conclusion: A Stronger, More Agile HR Team

For HR professionals looking to increase efficiency, enhance collaboration, and build a more dynamic team, a matrix structure might be the solution. By breaking down silos, investing in skill development, and leading with a people-first approach, HR can truly become the strategic partner that organizations need.

Are You Ready for the Shift? If your HR department is struggling with inefficiencies or working in silos, consider exploring how a matrix structure could enhance collaboration and effectiveness. The road isn’t always easy, but the rewards are well worth the effort.

Suggestions for Further Reading

Galbraith, J. R. (2008). Designing Matrix Organizations That Actually Work: How IBM, Procter & Gamble and Others Design for Success. John Wiley & Sons.

Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.

Allen, D. (2015). Getting Things Done: The Art of Stress-Free Productivity. Penguin Books.

Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press.

Society for Human Resource Management (SHRM). (2023). Matrix Organizational Structure: Pros, Cons, and Best Practices. Retrieved from www.shrm.org

Harvard Business Review. (2021). Breaking Down Silos: Why Cross-Functional Teams Work. Retrieved from www.hbr.org

McKinsey & Company. (2020). The New HR Operating Model: How Agile HR Teams Drive Organizational Success. Retrieved from www.mckinsey.com

Angela Pruitt serves as the Director of Human Resources for Lee County Government. She brings a wealth of leadership experience from both public education and local government. Angela retired from the School District of Lee County in June 2022, where she held the roles of Chief Human Resources Officer and Chief Negotiator. Her extensive background also includes serving as Superintendent of the City of Cape Coral Charter Schools and a decade as Principal of Trafalgar Middle School.

Angela holds numerous professional certifications, including SHRM-SCP, IPMA-SCP, Six Sigma Green Belt, and Project Management Professional (PMP). She has shared her expertise as an adjunct professor at several Florida universities and remains actively involved in national, state, and regional initiatives. Her community engagement includes leadership roles with the Society for Human Resource Management of Southwest Florida, Rotary (past President and member), United Way, and other civic organizations.

She earned her BA in Business and MEd in Curriculum and Instruction from the University of South Florida, along with an Educational Specialist degree in Educational Leadership and a PhD in Organizational Psychology.
Angela’s leadership and impact have been widely recognized. She was named Best Boss of the Year in 2017 by Gulfshore Business Magazine and received the SHRM SWFL Excellence Award in 2018.