Organizational Development: HR Aspects


 
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Organizational Development: HR Aspects
Peter Makwasha, Zimbabwe
What are the human resource aspects of strategic change?
 

 
HR Aspects of Organizational Development:
Azhar Kazmi, Professor, Saudi Arabia
The following HRM aspects come to mind immediately:
- Personnel systems (could be used as drivers of strategic change);
- Organizational and employee characteristics (corporate image, quality of management, availability of development opportunities for employees);
- Industrial relations (the tenor of union-management relationship, employee satisfaction and morale, etc.).
 

 
HR Aspects of Organisational Change
Joseph L Mbolota, HR Consultant, Zambia
I'm interested too, my organisation is undergoing privatisation, downsizing, culture change, new business plans and new structures are expected. What will be the role of the HR team?
 

 
HR Aspects of Organizational Change
Sally, Manager, Malaysia
HR plays important roles in organization change:
1. Briefing regarding the change - to reduce the staff fear, uncertainty, resistance to change by providing a clear picture regarding how the change will bring benefits to them.
2. Training - to provide staff with new skills to handle new tasks or assignments.
3. Acting as change agent in the company. To form change teams consisting of top management and department heads. To implement the change process througout the whole organization. Top management must buy and support the process of change and lead as example.
4. Performance management. To link the change effort to performance management. To reward the staffs according to their contribution in the process of change.
5. Recruitment. To recruit the right candidates, open minded and willing to accept the change.
 

 
HR and Strategic Change
David Wilson, Manager, Canada
In the Dance of Change, Peter Senge suggests "Profound change requires investment of time, energy and resources" (1999, p.43).
Strategic change (i.e. transformation) needs to connect to a real business vision, mission and related goals. These business requirements need to be connected to people, who have the power to make decisions, while building a coalition of those willing to create and implement the change in order to derive the necessary business results.
This type of change often requires a fundamental realignment of people and new perspectives, which involves a commitment and willingness to change. People need to be treated with respect and dignity, which requires the organization and its leaders to be truthful and open about the strategic change.

I believe organizations forget that strategic change is about building and employing workforce capabilities, while ensuring customers are the winners. HR should be a key part of the process and if allowed HR should be a change leader.
I also believe strategic change can be successful if organizational development results in the creation and development of a learning organization and the use of a continuous improvement philosophy through creativity and innovation.
Remember, change can be challenging without a shared vision and common understanding of the benefits. I have used the following model when looking at organizational and people change: Workforce MOOD. Hope this helps.
 

 
 

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