Organisational Change Management Volume 1

Framework 40 Blueprint for Change

{product-noshow 17|name|cart|picture|link|border|menuid:206|pricedis3|pricetax1}

Introduction

To change an organisation that regards itself as successful you need to identify key aspects of the culture that will have to change for the organisation to achieve the new performance goals

Then select a variety of tools that will strengthen the business and modify the culture

Need to build positive energy in the staff to further accelerate the change process

Blueprint involve:

Developing templates (detailed forms to organize performance data for regular reviews; encourages personal accountability, gives employees a better understanding of the organisational performance and fosters collaboration)

Conducting strategic operating and resource planning sessions (hold annual weeklong retreats with top management and selected key stakeholders to balance priorities and select the investments most likely to achieve financial and other organisational targets)

Conducting disciplined talent reviews (conduct frequent and assistance reviews of employees' performance; these reviews need to be fair and candid)

Conducting weekly conference calls (senior executives to communicate weekly during which accountability for performance and commitments made previously are discussed; sharing information about operations, customers, markets, competitive situation, products and services, etc)

Setting up employees' task force (staffed by individuals from all levels of the organisation to gain unfiltered input from the people closest to any problem and to gain their support for the changes the solution requires)

Initiating an array of leadership development programs at all levels of the organisation (not just for senior management or high-performers)

Mapping of HR processes (so that HR tasks can be improved and highlight the importance of its establishing processes to sustain cultural change).

Assessing and improving the HR function

Involves examining each HR process, such as staffing, career development, etc and mapping each process and its relationship with others so that a sequence of tasks is identified and evaluated based on 5 criteria

i) world-class design

ii) focus on process

iii) use of quantifiable metrics

iv) systems capabilities (whether the tasks can be completed on desktop PCs)

v) simplicity

In a tabulated form, it can be described as

For example, when looking at the HR process of staffing and task of selection, and using the 5 assessment criteria, if it was found that work is needed on the task selection; possible steps taken could be

- application & interviews (web-based processing & automatic scheduling of interviews)

- candidate profiles (creation of database allowing managers to sort local candidates by skill set, preferred department/unit and work history)

- affirmative action (electronic monitoring of individual departments/units' affirmative action plan to ensure organisation's compliance)

(source: Ram Charan, 2006a)