and being seen as a business partner. HR has also traditionally taken a unitary perspective, with its assumptions that all stakeholders have the same objectives. Yet recognition of a pluralist approach is necessary in that recognition of diverse stakeholders’ concerns needs to be acknowledged and individuals’ voices heard. GM has traditionally
been
GLOBAL MOBILITY’S CONTRIBUTION There are clear links here between OD, HR and the Global Mobility (GM) function in terms of its role in supporting talent development through international mobility. Capability building through cultural awareness development, international team working and cross-border assignments lies at the heart of organisational talent development and deployment. Globally mobile individuals
provide the future leadership talent
for
leadership development rests upon international
development. The current focus within GM
on issues such as sustainability and diversity fi t well with the framework of OD and indeed are also bedrock components of good HR practice. Cultural understanding is the
organisations: capability
key to success – organisationally, professionally and societally – and an understanding of leadership competencies that take account of various facets of culture lies at the heart of OD, HR and GM professionals’ activities. Management of the future
talent stream is crucial in this respect and thus OD, HR, and GM professionals working together can help to provide a pathway to organisational productivity and performance improvement. However, as Cheung-Judge
and Holbeche note, there are real diff erences between these disciplines. This can produce tensions and misunderstandings. OD places strong emphasis on humanistic, democratic and participative methodologies which recognise voice in designing how change is enacted. HR’s traditional role has focused on legal compliance
a policy designer and deliverer. Individuals on the move were often in receipt of policy components that lacked recognition of diversity and sustainability. Today, GM is taking a more fl exible approach in this regard, thereby responding to diversity, equity and inclusion issues as well as focusing on sustainability in policy actions. Assignees today also have greater voice in terms of articulating their experience such that their moves are facilitated on a more personal level. And this fl exibility in policy design and delivery is extending to more sustainable ways of working globally. Hence, an overlap with OD values is in evidence. As businesses become
increasingly agile, more attention needs to be paid to stakeholders’ views such that individuals have a greater voice and are increasingly engaged in the business. In this way, support for change can be won. OD, HR and GM professionals
need to work together to drive forward organisational transformation using interventions that support people through major change projects. In so doing, the overall health and wellbeing of individuals and the organisations that employ them will form the foundation of future business success.
ORGANIZATIONAL DEVELOPMENT A practitioner’s guide for OD and HR
Mee-Yan Cheung-Judge & Linda Holbeche
32
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