View
238
Download
0
Embed Size (px)
Citation preview
Transforming
Organization
Through HR
Omokunbi Adeoti,HRMP,GPHR,ACIPM,ANITAD
What is Organizational Change?
The process by which organizations move
from their present state to some desired
future state to increase their effectiveness
Why transform organizations?
Key business challenges
Customer change behaviors
Systemic Change
Optimizing cost management
New development in technology
The individual
Changing regulations
Market growth
Interconnected paradoxes
The Playing Field
New Business Challenges
Matrixed
Organization
Demand /
Innovation led
growth
Customer
Experience
Rapidly Evolving
Business Model
Analytical Insights
Thought Diversity
Multi-Dimensional
Portfolio
Change Drivers
"Change drivers" are those large scale forces that produce change at
lower levels of system organization. Typically, these change drivers
consist of
a. Global
b. Demographic
c. Economic
d. Technological
e. Information and other factors such as Legal requirements that create
a changing environment to which organizations must adapt.
Emerging Organizational Transformation
Trends…
Redefining the business and focusing on the customer Most of organizations are making significant changes in how they view and think about
their business and their customers eg,
“A bank that doesn't think like a bank. A bank that knows that yesterday isn't tomorrow ... A
bank that doesn't deal in mortgages, but in the pursuit of owning a home. A bank that
doesn't deal in loans ... but in dreams of the future. A bank that isn't changing to fit the
future, but to create it ... constantly reinventing itself through its customer ...
Teaming and supporting non hierarchical structures Organizations today are leveraging more on teams to for business solutions particularly
across boundaries and is gradually transforming the traditional structure we are
accustomed to
There is less focus on formal structure ,titles rather a flatter organization, more agility and
flexibility
Emerging Organizational Transformation
Trends…
Leadership and shared values shared values become the shaper of organizational and individual behaviors
Operational principles become the lifestyle, embedding the culture
Openness and Transparency typically emerges so do natural leaders by virtue of
team roles
Change in language This reinforces changes
Terms such as Manager replaced with Leaders, coaches, employees now with
associates etc.
1. Operational Excellence
& Service quality 2. Enable Business Change
3. Building capability for
Strategy execution (HCM) 4. Facilitating & Informing
Strategic Choices
HR provides
value for money HR adds value
HR drives value HR creates value
Source: Cabinet Office
Organizational Transformation – What must HR do?
Considerations
The Import for HR…… HR is now more business focused then ever before
• Functional responsibilities shift to the Line
– many of the traditional human resources functions, such as hiring, reviewing,
firing, training, career development, and program development, are now being
shifted to line managers and employees.
– HR acts more as facilitator of the process and coach to managers/business
leaders to ensure quality output for these processes
– Employees/associates are enjoined to own their career
• Human Resources As a Business Partner
– HR is now matrix to organizations such that there is a dedicated expert to
support the business objectives by ensuring the right fit for the function and
engraftment of company values/culture /operational pricinples
The Import for HR…… • A Focus on Career and Competency Development( critical focus on
Talent Development and Management
– There must be in place the process and system that tracks employee/associate
career and development.
– This system must at all times provide a competency levels of the workforce and
how aligned to the critical skills required to achieve business objectives
• Hire for skills and pay performance
– Definitely the skills level is what makes a difference
– Systems must not only track skills there must be integration of performance.
– Performance management not only focusing on typical appraisals but 360
degree view that ensures continuous improvement of employee
• Creating a more egalitarian work place
– More and more clamor on access to information
– Transparency of process
The challenge…
The drivers for change will continually force demand for
change on organizations
• Are line managers prepared to take ownership as these changes
evolve?
• Can intelligent systems be developed to further enhance HR
strategy and service delivery in the achievement of organizational
goals through effectiveness process, people and systems?
– Career Management in flat structures
– Measuring Performance of Teams Vs Individuals and yet tracking individual
competencies
– Goal setting and tracking in heavily matrix organizations
– Rewards management in the changing evolution of organization