THINK GLOBAL PEOPLE ORGANIS ATIONAL CHANGE
and businesses. The design and execution of planned interventions are managed alongside any necessary emergency interventions. OD’s principles indicate that interaction leads to reflection; reflection to data; data to action; and action back to reflection as part of an action cycle. Thus, OD applies theory in action and uses experience to form working theories and also theories to inform methodologies – hence a cycle of practice to theory to practice is in evidence. OD’s values are described as “shamelessly humanistic” by Cheung-Judge and Holbeche – there is respect for all through social equality, equity and lifelong learning.
LINKS BETWEEN OD AND HR OD is of immense value to Human Resources (HR) professionals. With respect to the HR function, Cheung-Judge and Holbeche point out that an understanding of OD is important if HR professionals are to act as change agents operating a strategic agenda and developing appropriate practices to enhance organisational performance. With today’s economic and geopolitical turbulence, disruptive innovation, consumer behaviour and changing markets lead to the need for immense agility in order to deliver successful products and services. Innovation is increasing at an
exponential rate. Knowledge and service work are at the centre of economic growth in much of the developed world. Technology and
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globalisation are transforming how businesses operate and organisations are becoming more fluid in their ways of working and more diverse in terms of their workforces. Connectivity is also increasingly enabling people to interact with immediacy and ease. But it is important to remember
that all of this is taking place within a context of widening social inequality. As such, the demand for organisations to adopt multi- stakeholder perspectives, as well as a focus on sustainability, is increasing significantly. Demand is growing for stronger
regulation and governance with greater transparency, equity and accountability. HR therefore faces a huge number of challenges in improving organisational practice and building future business capability. How well HR can meet these
challenges, the authors argue, depends on the capability of their function and their relationships with the business. Agile organisations must be change-ready; they need to be able to respond swiftly and competently, drawing on a blend of innovation and risk management. In order to manage continuous
change, it is vital organisations call on the best talent. It is more important than ever to have the right people working in the right way in the right place who are ethically and effectively managed. A continuous learning and development culture where processes grow people’s skills and line managers support talent to create the conditions that stimulate discretionary effort are vital to the
“Agile organisations must be change-ready; they need to be able to respond swiftly and competently, drawing on a blend of innovation and risk management.”
development of human capital. The overlap between HR’s
role and that of OD is therefore clear in terms of the focus on processes that enhance group and individual behaviours drawing upon diversity and equality principles. All constituent parts of the organisation and its personnel must be supported effectively and capably if organisations are to be future-proofed. In situations of turbulence and
complexity where change is ongoing and globalisation and technological improvements are increasing dramatically, it is critical that the global workforce is addressed in such a manner as to ensure its motivation and engagement. The requirement for speed
of response is ever-increasing and knowledge provides the competitive edge. As such, it is crucial that leadership mindsets, succession planning, strategic workforce development and communications are put centre stage of organisational activity.
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