Building OD Capabilities
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The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.
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Building OD Capabilities
- 1. 01 Hello!Welcome to the “Building Organization Development Capabilities” session Presented by Wing Antariksa JKT - 2015 BUILDING ORGANIZATION DEVELOPMENT CAPABILITIES
- 2. Questions: 01 What are the roles of OD Professional in the Organization?02 What are the required capabilities of an OD Professional?03 How to build OD Capabilities Organization Development is a dynamic values-based approach to systems change in organizations and communities; it strives to build the capacity to achieve and sustain a new desired state that benefits the organization or community and the world around them. To build OD capabilities, require extensive practice of OD methods, approaches, and tools. 02 04 What is OD Professional (and Practitioner)?
- 3. OD PROFESSIONAL: …a NOMADIC status in the organizations There is no agreed/single standard of professional qualification or accreditation to demonstrate competence 01 02 Practitioners are from a variety of career paths 03 In many organizations around the world, the HR function is monopolizing/ acquiring the OD function 04 ‘OD Professional is a ‘journeyman’ with a broad range of skills, qualifications and experience 03
- 4. 04 …however, the term organization development practitioner refers to at least three sets of people The most obvious group of OD practitioners are those people specializing in OD as a profession. They may be internal or external consultants who offer professional services to organization clients, including top managers, functional department heads, and staff groups. 1 People specializing in fields related to OD, such as organization design, total quality, information technology, and business strategy. 2 Applies to the increasing number of managers and administrators who have gained competence in OD and who apply it to their own work areas. 3
- 5. 01 02 03 04 05 TRUSTED & CREDIBLE ADVISOR CHANGE FACILITATOR COMMUNICATION PROMOTER BUSINESS PARTNER ORGANIZATION EXPERT ROLES OF OD PROFESSIONAL 05
- 6. D I D Y O U K N O W ? Many of the techniques and interventions invented and practiced by OD professionals have become “mainstream.” (Christopher G. Worley, Ph.D.) ORGANIZATION SURVEY FLIP CHART TEAM BUILDING 06
- 7. Inappropriate organization structure STARTINGPOINT OFOD Poor alignment to organization’s strategy Poor Team Performance Unclear Goals 07 Inter-Group ConflictLow Productivity
- 8. BUILDING OD CAPABILITIES 1 2 3 4 Identify organizational and individual capability requirements and align strategy, people and processes to optimize effectiveness and achieve organization goals. Design interventions to drive the appropriate culture, behaviors, skills, and performance and provide insight and leadership on change management strategy, planning and implementation (Taken from CIPD & ODNetwork) BUILDING OD INTERVENTIONS MANAGING CHANGES DEVELOPING TRUST RELATIONSHIP FACILITATING & PARTICIPATING Provide information and input to the design of OD interventions. Recognize the key levers of change and recommend appropriate plans Develop options & proposals for the most appropriate focus of the intervention Develop org. wide interventions that align & integrate structure, capacity, systems, process and culture Co-ordinate and roll out internal communication messages. Anticipate and support the organization through barriers and resistance to change. Highlight enablers and develop risk mitigation plans to deal with barriers/ resistance. Engage and challenge leaders to understand the rationale for change, aligned and fully in support of the strategy. 08
- 9. THE ‘SELF AS AN INSTRUMENT’ Among the many competencies required of us (OD practitioners) the use of self as an instrument is at the heart of our uniqueness and effectiveness. Cheung-Judge (2001) A key dilemma, however, for the development of OD professionals is what might be described as a nomadic status in organizations., most OD specific academic training and networks are still US based (Valerie Garrow, 2009) 09
- 10. “the development of OD practitioners must include practical experience and application of the material.” 10
- 11. RECIPE FOR SUCCESS = ASKING Asking key stakeholders, especially people closest to the work and our customers what they need to be successful Includes the fine art of separating the non-value added feedback from the substantive feedback and ensuring you really understand what people are saying Quickly involves being proactive about what you can change but also what you cannot and why. People are smart and if you do not tell the truth they will see through it. LISTENING ACTING Learning and thanking helps us build the institutional knowledge needed to grow and not repeat our mistakes. Thanking people is a critical step for helping them see the connection between their feedback and the actions taken. LEARNING & THANKING 11
- 12. THANK YOU SO MUCH FOR WATCHING LET’S TALK NOW 12
- 14. 0601 Developing relationship with sponsor 02 Negotiate & finalize contract 03 Collect & analyze information 04 Expose & understand the data 05 Settle plan & involve client Action Research is at the core of an individual's OD practice. It is the standard process used in an organization change contract. Through Action Research the practitioner begins to understand the system in which s/he is involved, and the client group begins to take responsibility for the system in which they live. The consultant and the client group work together to realize the goals of the change contract. Data Gathering & Diagnosis FeedbackContracting Entry Planning Change Intervention Evaluation 07Apply method or process Determine the results/ achievement The Traditional Action Research Model From G. McLean & R. Sullivan (1989). Essential Competencies of Internal and External OD Consultants (p. 14). Unpublished manuscript. 14
- 15. T H E 8 - S T E P P R O C E S S F O R L E A D I N G C H A N G E Nearly 40 years of research by leadership and change guru dr. John Kotter have shown that more than 70% of all major transformation efforts fail. Why? Because organizations do not take a consistent, holistic approach to changing themselves, nor do they engage their workforces effectively. 02 BUILD A GUIDING COALITION 06 GENERATE SHORT-TERM WINS 03FORM A STRATEGIC VISION AND INITIATIVES 07SUSTAIN ACCELERATION 01CREATE SENSE OF URGENCY 04ENLIST A VOLUNTEER ARMY 05ENABLE ACTION BY REMOVING BARRIERS 08 INSTITUTE CHANGE 15
- 16. Translate the business strategy into HR Road Map Define mission critical that reflects and supports business needs Redesign its structure to meet business needs and promote collaboration Develop relevant and reliable systems and policies Accelerate the capability development of HR people HR people are partnering with the business (line managers) to provide solution HR is focusing on end to end processes and its improvement Integration of entire HR supply chain from HR policy to delivery are happening The use of self-service and atomization are increasing Reliable and accessible HR data and data at ‘finger tips’ Current State Future State ORGANIZATION PEOPLE PROCESS TECHNOLOGY Absence of HR Road Map and alignment with business strategy. HR function is perceived as ‘emergency responder’ and busy entertaining ‘ad hoc’ request instead of executing program. The function is fragmented and silos Spend most of time on operation, routines, and ad-hoc Credibility, Capacity, and Competencies are lacking in some areas Management do not see HR as contributing to strategic initiatives HR processes are typically non-integrated, manual, paper- based and primarily administrative HR overall process unable to provide end to end support Limited HR decision support on the integrated and real time data Most of HR initiatives are puzzling around SAMPLE OF ORGANIZATION DIAGNOSIS (CASE FOR CHANGE) 16
- 17. 17 ORGANIZATION EFFECTIVENESS TALENT MANAGEMENT Workforce Planning Position/Role Design PERFORMANCE & REWARD PLANNING & POLICY HC Strategy/ Blueprint Competency Model Career Model Target Setting Performance Base Pay Attraction Span of Control Synergy Planning Knowledge Succession Planning Performance Monitoring Grade & Pay Structure Onboarding Cross- Functional Learning Solution Talent Identification Coaching & Feedback Benefit & Recognition Assessment & Placement Leadership Development Competitive Pay Pressure EMPLOYEE ENGAGEMENT Grievance & Discipline Working Environment Termination & Outplacement Lagging LeadingAboveBelow Average Performance scale Key: Gaps are measured based on expressed vision and desired state - Leading: refers to no specific gap; Above: refers to limited gap; Average: refers to improvement needed; Below: refers to important weaknesses; Lagging: refers to significant weaknesses KEYPERFORMANCEDRIVERS Productivities,Quality,Innovation,Customers BUSINESSRESULTS RevenueGrowth,TotalReturntoShareholders,FutureValue SAMPLE OF ORGANIZATION DIAGNOSIS (AS – IS ANALYSIS)
- 18. The primary reasons why organizations are failing and losing money are insufficient communications and lack of leadership (PMI’s pulse 2014) 59% Insufficient Communications Lack of Leadership Communication is critical to effective organizational change management56% 0918
- 19. PARTICIPATION & EMPOWERMENT 09 Increased participation and empowerment have always been central goals and fundamental values of OD Participation enhances empowerment and empowerment in turn enhances performance. Empowerment is the key to getting people to want to participate in change 01 02 03 19
- 20. SAMPLE OF COMMUNICATION TOOLS FOR ORGANIZATION CHANGE INITIATIVE Purpose • To establish awareness/promote a change, and to motivate the target audience • To measure communication effectiveness • To drive action Content • The basics – what it is, why it is important, risks of omission • How to develop a communications strategy • How to develop a communications plan • Tools, templates and sample documents “People work harder for an organization they feel a part of.” 20
- 21. • The art and technique of using words effectively to impart information or ideas. • The main mechanism that establishes awareness, sets expectations and creates buy-in for a change amongst those that will be impacted by the change DELIVERING THE RIGHT MESSAGE... …TO THE RIGHT PEOPLE... …AT THE TIGHT TIME 21 COMMUNICATION TOOLS
- 22. BENEFIT REALIZATIONRISK OF OMISSION 22 Engage the business towards a common goal by clearly defining strategy.01 02 Equip people to participate in critical change activities in a timely and effective manner 03 Minimize resistance by eliminating ‘fear of the unknown’ and establishing ownership Dispel fear or misdirection caused by rumors04 Confusion resulting from change in the work process and job roles Ineffective use of new environment (processes, technology, etc) Increased resistance to change 01 02 03 04 Fear of the unknown & Unrecognized project benefits
- 23. Newsletter Large & External Reinforcing Disseminate general, non-sensitive messages Poster Large & External Reinforcing Advertise to build awareness Correspondence Small & External Specific Use formal mechanism Press Release Large & External General Advertise, build awareness and promote questioning Web-Based Presentation Large and external or internal Educational requiring a demonstration Coordinate people from several locations and/or time zones Conference Call Large & External Educational Demonstrate initiatives and promote questioning Hot Line Large & External Informative Provide specific information and an opportunity for questions Brown Bag Lunch Small & Internal/External Educational requiring a demonstration Allow for Q&A and face-to-face communications Your Audience Size Is… The Message You Want to Deliver Is… And You Need to … METHODS TO DELIVER MESSAGES 23
- 24. T H E E N D