Post on 15-May-2022
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Why organisational development is the strategic future of HR
Why Organisation Development is
the Strategic Future of HR
Quality & Equality LtdTel: +44 (0) 1865-744618E-Mail: info@quality-equality.comWebsite http://www.quality-equality.com
Dr L Mee-Yan Cheung-Judge
How is HR doing?
What is OD?
What does an “OD thinking HR professional” look like?
Complex world…..Macro Trends….. Organisation Evolution! Few cases to explore implications for HR?
How is HR doing?
Complex world…..Macro Trends….. Organisation Evolution ! Few cases to explore implications for HR?
What is OD?
What does an “OD thinking HR professional” look like?
1. HR is a matter of life and death
© Quality & Equality Ltd
Professor Michael West
2. Continuous Adaptation and Evolution
© Quality & Equality Ltd
Range of roles HR are expected to deliver1. Technical advisors
2. Employee champions
3. Internal Regulators of best legal practice
4. Resourcing specialists
5. Operational managers,
6. Advocate of key policy practice
7. Administrative experts
8. Project managers
9. Functional specialists in: recruitment, promotions, transfers, outplacement, measurement, rewards, training and development.
10. Centre of excellence specialist
11. Competency professionals
12. Human capital developers
13. Talent managers
14. Change agents
15. Internal consultants
16. Business partners
17. Trouble shooters
18. Confidants to leaders
19. Knowledge facilitators
20. Thought leaders
21. Client relationship managers
© Quality & Equality Ltd
From To
Employee champions
and advocates
Human capital developer
Administrative
experts
Functional Experts
Change agent and
project manager
Strategic business partner
HR leader in the
function
HR leader in the board
© Quality & Equality Ltd
Content Specialist ………………… Process Specialist
WHAT? …………….. HOW?
3. Becoming both “content” and “process” specialists
© Quality & Equality Ltd
In this current and future
business environment,
what types of areas do we
need our business leaders
to start engaging in? and
how we can support
them?
4. Becoming business and context focussed
© Quality & Equality Ltd
How is HR doing?
Complex world…..Macro Trends….. Organisation Evolution ? Few cases to explore implications for HR?
What is OD?
What does an “OD thinking HR professional” look like?
Growth of ‘Sustainability requirements’
Environmental concerns / change
New forms of energy / energy use
Shifting emphasis of government policy e.g. towards the Far Right
State companies
Governmentpolicy (domestic plusinternational)
Growing trend in transparency and accountability of org action
Increased demand for public diplomacy and transparency
Turbulent global economy – growing scarcity
Current public perception and awareness of the institution
Domestic employment
legislationOverseas Employment Legislation
Tech change /
IT
NT – information & knowledge explosion
Scale and size of Globalisation
Corporate reality -lean and mean way of working
Growing expectations of workforce
Social trends in labour (life/work/salaries/ a dual career.)
Changing political landscape
Competition in labour marketfor highly skilled people
Changing demographics (60+)
Growing importance of market economy
Increased competition in downstream business
Rising and fall of GDP
Competing entities
Local rules
Requirements from keyEquality & Diversity regulatorybodies
The increase scale and intensity of international conflict
Proliferating health and safety legislation
Expectations from investors / shareholders
The growth ofjoint ventureEndemic population movement
Population growth(low/high)
Shrinking Access to talents
Variety of customertastes
Environmental change
Public opinion
Growing disparity of World economy
Th
e w
orl
d is
co
mp
lex
© Quality & Equality Ltd
The “Infinite game”
• Many factors influence events and
yet important factors are unknown
• Causes are effects and effects are causes
• Change is nonlinear, no single/identifiable root cause for what happens
• The goal for many organisations is not to win but stay in the game.
• There are rules but they are constantly changing
• It is very hard to predict specific outcomes of a chosen intervention.
(James Carse, 1968)
Short reflectionWrite down your answers to these two questions:
1. What are the key macro trends in the environment that are impacting and will continue to impact on how your organisation will run?
2. How do you feel doing HR in this context?
(3 minutes)© Quality & Equality Ltd
Six mega Trends ?
16
The unpredictable complexity in the environment.
Increasing Global Resource scarcity
The growth of information technology –technological tipping points.
The demo-graphic shift
The endemic population /population movement
Consumer rights and transparency -ever increasing client aware-ness/ insight of what they want
Copyright © All rights Reserved: Dr L M Y Cheung-Judge, Quality & Equality
Understanding the context of our organisations
HR Challenges is to support Organisation to function well in this context
1. Get the strategic direction as right as you can in a complex and rapidly changing world. (strategic work)
2. Carry out the systemic “internal alignment” to support the strategic implementation. (building FIT organisation work)
3. Engage the people to support the constant shifting of strategy/change direction. (people engagement work)
4. Ensure the speed of internal changes match the speed of external changes. (Continuous transformation work)
5. Develop a collective and collaborative culture to stay agile, nimble, innovative…ahead of the curve.(culture work)
18© Quality & Equality Ltd
Flexible workforce Planning – the
case of the human cloud
Three parties
Those who post the request to get the work done
Those who bid for the work and get it done
Those who are the intermediaries who take care of the financial transaction, plus tracking the rating of the workers’ performance
© Quality & Equality Ltd
Human Cloud
on-line platforms
© Quality & Equality Ltd
(world-wide)
Writers
(mainly English speaking countries)
Online Advertising
(Kent, UK)
On Line Tutors
(Over 100 globally)
IT Development Office
(Mumbai, India 20+)
Customer Service Centre
(Delhi, India 10+)
Website Development
(Cheshire, UK)
1. CEO2. COO3. Product Manager4. Learning Manager5. Content Development6. Marketing7. Sales8. Intern/admin(overseen by UK Board)
An example ……………what role does HR play?
LONDON OFFICE
Legal, HR, Finance(outsourced)
© Quality & Equality Ltd
Evo
luti
on o
f o
rg
an
isati
on
Evolution of Organisation
Hierarchical organisation
Institutional organisation
Collaborative organisation
Learning organisation
Virtual organisation
Holacracies organisation
Wirearchies organisation
Network organisation
Flatarchy organisation
© Quality & Equality Ltd
• Roles vs Job Description• People have more than one role (by choice)• Bubble/circle – people can be in than
1 bubble/circle• More autonomy/less rigid control• Organising principles vs organisation design• High connectivity in a networked world. • Rapid prototyping and feedback• Highly relational• Community of practice• Culture and behaviour is crucial
Other scenario: Digital Revolution; Artificial Intelligence
New ways of working• What does the new “normal”
organisation look like?
• What are the “organising principles” for people, system, and processes?
• What human behaviour organisation needs to grow/ nurture to support the agile, nimble, collaborative way of working?
• What organisation culture will instigate behavioural changes to support the “new normal” organisation?© Quality & Equality Ltd
First bucket of issues for HR1. How human resources are organised – what will the risk be for the organisation to
function with such a flexible work force?
2. What types of terms and conditions will you have for both “permanent” staff, part time staff, human cloud performers?
3. What type of performance management system you will have?
4. What type of capability development will you have to make available to who?
5. What should the relationship be – between the office “permanent” staff and those who are working through the human cloud, what type of relationships should HR promote between them?
6. How to gel the team and have face to face meeting when the organisation is no longer office based?
7. What types of job role and competency are staff required to have when they are being moved in and out different projects, job roles, as part of the flexible deployment?
8. In those circumstances is investing in talent management still a worthwhile effort? If so, what criteria will the organisation use?
© Quality & Equality Ltd
Second bucket of issues for HR1. How do we help people to have action flexibility and behavioural
flexibility to join and leave different work groups?
2. How do we help people to develop a different type of identity when they no longer have a permanent home base at work?
3. How to prepare the workforce to be nimble enough to cross many professional boundaries in getting things done at any one time?
4. How do they work out their need for affiliation when they are in bubbles that work for two weeks and then burst?
5. How do we support them in managing the anxiety and insecurity that comes from being truly “flexible” in their multiple membership in different group?
6. How to grow collaborative attitude and behaviour, and what will help them to form new relationship constantly?
© Quality & Equality Ltd
How is HR doing?
Complex world…..Macro Trends….. Organisation Evolution ? Few cases to explore implications on HR?
What is OD?
What does an OD thinking HR professional look like?
What is Organization Development?
“OD is a long-range effort to improve an organization’s problem solving and self renewal processes……with the use of theories and
applied behavioral science.” (French)
“OD is all the activities engaged by leaders, managers, employees and helpers that are directed toward building and maintaining the
health of the organization as a total system.” (Edgar Schein)
“OD is a process (and its associated technology) directed at organizational improvement.” (Margulies)
© Quality & Equality Ltd
The field of Organisation Development Organisation Development is a systematic application of behavioural science researches,
principles and practices to understand how people and organisations function and how to
get them to function even more effectively within a turbulent time.
• Behavioural science disciplines such as psychology, social psychology, sociology, anthropology, systems theory, organisation behaviour, organisation theory, economic behaviour, and management literature
Origin
• Organisation improvement (organisation effectiveness -external)
• Continuous Organisation development (Internal health)
Goal (twin goals)
• Total system (alignment and interface between parts)Focus
• Action, plan interventionOrientation
• Human system within the social systemTarget
• Provide theory and methodology to system ‘practitioners’Application
• “Humanistic – democratic - optimistic”- Affirm respect for human differences, justice and life-long learning
Values
© Quality & Equality Ltd
OD has strong roots in …
Applied Behavioral Science based processes.
• Human development
• Group development
• Large system development
• Social engagement, quality relationships
• Organization participation
• Diversity, inclusion, social change
• Relationship between helper and those who are helped
© Quality & Equality Ltd
Role of OD Function1. Work with strategist to engage in strategic
formulation,
2. Work with line managers, HR and strategist colleagues to do strategic implementation,
3. Sharing and guiding leaders on the science of what is organisation,
4. Educating and working on how organisation functions as a whole system,
5. Supporting line leaders/colleagues to undertake how to do internal alignment when one aspect of organisation change,
6. Work with HR colleagues to mobilize people using applied behaviour science knowledge & data in the direction the change requires.
7. Get commission from internal clients to work with sub-optimal teams (group is the basic unit of change in OD)
8. How to work with changing individual behaviour, collective behaviour, group and sub group norms and culture
9. Become functional expertise on organisation design
10. Building, mainlining, shifting corporate culture
11. Provide change capability to equip system members to do their own change work
12. Work in alliances with HR in sorting out post-merger or post acquisition integration.
13. Support leaders on how to enrol participation on growth strategy.
14. Provide leadership in working with complex change.
© Quality & Equality Ltd
How is HR doing?
Complex world…..Macro Trends….. Organisation Evolution ? Few cases to explore implications for HR?
What is OD?
What does an OD thinking HR professional look like?
Five key areas:
1. To be stronger in THEORY in action (less formula and tools- more real time design to work in emergence within this complex world)
2. To be system thinker (WHOLE system + systemic alignment is a must)
3. To know more about applied behavioural science – to be more equipped to deal with a complex living system
4. To be more savvy in group/group dynamic – knowing how to work with groups to induce the best behaviour
1. 5. To develop oneself to provide “presence” to shift others (Self as instrument).
© Quality & Equality Ltd
Psychodynamic Theory
• Tavistock Work
• Family Therapy
Psychoanalytical Theory
• Eric Trist
• Fred Emery
• Bion
• Horney
• Fromm
• Freud
System Theory
• Ludwig von Bertalanffy
• Katz & Kahn
Group Dynamics
• How groups form and function
• Bales
• Schutz
• Tannenbaum
• Argyris
• Bennis
Change Theories
• Lippit
• Likert
• Ackerman
Action Research
• Lewin
Complexity & Chaos Theory
• Stacey
• Wheatley
• Black
• Morgan
• Snowdon
Social Constructionism
Theory
•Berger
•Luckmann
•Mead
•Vygotsky
•Fisk
Appreciative Inquiry
•Watkins
•Cooperrider
© Quality & Equality Ltd
1. OD – theory in action
Ability to work with EMERGENCE - in knowing what to do “in the moment”
1. Philosophy
2. Theory (there is nothing as practical as theory)
3. First principle (fundamental reasons)
4. Frameworks and models
5. Tools
Real-time design of Intervention to make things
happened (theories in action)© Quality & Equality Ltd
InterpersonalIntra-group
Intrapersonal
Inter-groupIntra-unitInter-unit
Bounded systemSystem network
Total system in its environments
© Philip J Mix for Q&E
Different theories at different level of system? All OD interventions should aim to intervene in a minimum
3 levels of system
2. Embrace Systemic Thinking -Organizations as Systems
© Quality & Equality Ltd
Quality of interface and
relationship is everyone
top work - quality of the
interface between parts
impact system
health/performance –
relationship is key
Help Leaders to be culture
builders
Boundary maintenance –
getting the tight- loose
polarity right – will shape
the system’s ability to
work with feedback
Be boundary spanners
Diversity gives the system
edge –
system diversity is to be
leveraged for more robust
data; greater innovation
and flexi-mindset – source
of agility, innovation
Be inclusive promoters
System connectivity and
interdependence - system is
made up of many parts
which are connected in
some way; and each part
depends on other parts for
survival knowingly or
unknowingly
Be linking agents
Whole System Lens is
critical –
Whole system is more
than sum of its part;
myopic perspective limits
leadership horizon –
hence action
Be an educator on holism
Open system –
most system is an open
system – has energy input,
via throughput, and give
required output –
Be externally savvy
Basic Ideas of System Thinking
© Q
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& E
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40
Environmental Context
Effective performance achieving and exceeding expectations of key stakeholders
Strong Leadership
Mission
Inte
rco
nn
ect
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ne
ss o
f o
ur
Wo
rk
Clarity about what we have
to offer the world and how
to keep our Competi-tiveness
© Q
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& E
qu
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© Quality & Equality Ltd
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© Quality & Equality Ltd
3. Be a dedicated learner ofApplied Behavioural Science
We need to recognise human system is -- a living system –
© Quality & Equality Ltd
with strong life force/urges to create -- Choices, freedom, connection, community, agency, affiliation, productive … are basic human needs
The complexity of human behavior: Front vs back room
Sense of Self(Identity)
Values & Beliefs
Competency
Behaviour
Personality &Preference
Choices we make
Our Front Room
Our Back Room
© Quality & Equality Ltd
4. Knowledge of how Group works become essential -Group Dynamics is the key shaper of human behaviour
Be a confident intervenor to leverage group powers to shift culture to deliver change
We work with:
• Group dynamics
• Human dynamics
• System dynamics
© Quality & Equality Ltd
5. Why “Use of Self” is also crucial for HR?
Do
ing B
ein
g
Skills
Actions
Who we are
What we stand for
© Quality & Equality Ltd
We
are
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Using Self as an Instrument
• Self
• Use of the self
• Use of self
• Self reflection
• Self awareness
• Self differentiation
• Self management
• Self as instrument
• Self as intervention
• Jung
• Alexander
• Goffman
• Rogers
• Argyris
• Schön
• Bowen
• Weir
• Nevis
• Weisbord
Philip Mix
© D
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he
un
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, Qu
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Profile of a competent
OD PractitionerEthics and Values
• Clear value set• Subscribe to OD values• Espouse & live the value• Ability to role model
ethical behaviour in practice
Strong individual group process skills
• Process consultation• Facilitation• Interpersonal work• Conflict resolution • Merger/acquisition
work.
Self confidence
• Sober judgement• Grounded sense of self• Not driven by need for
people’s approval• Non-judgemental
Self awareness• Clear knowledge of
who I am• How I work• Preferences• Style and approach• Impact• Theory oriented
• Big picture/strategic thinking• Diagnostic skills • Ability to handle data• Understand how
organisations work• Cultural interventionist
Conceptual competences
Technical experiences and
expertise in specific interventions
• Large scale system change• Whole system intervention • Organisation design• Complex transformational
change project
© Q
uality &
Equ
ality Ltd
In summary – the field of OD can support HR team to become …….
1. stronger in theory in action (less and less formula and tools will work in this complex world); real-time recalibration of design is necessary.
2. a robust system thinker (whole system +optimal alignment is a must)
3. more curious about human behaviour – learn widely from different Applied Behavioural Science fields
4. more savvy in group dynamics – knowing how to work with groups to induce the best behaviour
1. 5. able to constantly increase the potency of who you are and how you work – self as an instrument
© Quality & Equality Ltd