- 1. Human Resource Development and the Management of Change EMBA
642 Management ofChangeThornhill et al Chapter 6 - Robin Snell
2. Coverage - 1st half of Chapter 6 (pp. 154-170)
- A. Exemplary case: Human Resource Development (HRD) at Xerox
Document Company, UK.
- B. HRD as a vital but neglected lever of organisational
change.
- C. The contribution of HRD to business strategy implementation
and formulation
- D. The contribution of HRD to work restructuring and job
design
- E. The contribution of HRD to changes in other human resource
management functions
3. Main Points of first half of Chapter 6
- HRD is at the heart of managing change, because any change
process requires people to act +/or think differently
- Many companies mistakenly neglect the importance of HRD as a
vehicle of strategic change .
- HRD can contribute to all levels of strategic change
4. Coverage - 2nd half of Chapter 6 (pp. 170-184)
- Three visionary means of achieving effective, continuous change
management (F, G & H).
- F.Manager Development- the development of managers as
developers of others
- G. TheLearning Organisation- is it a realistic strategic
vision?
- H. TheStrategic Human Resource Management Learning Cycleas a
means of supporting organisational learning
- I. Are these visions feasible?
5. Aims of part two of Chapter 6
- To raise three CRITICAL QUESTIONS regarding the three visionary
means
- 1.Manager Development- what would motivate managers to see
themselves as developers of others?
- 2. TheLearning Organisation- what would make this compatible
with the way people, cultures and organisations operate?
- 3. TheStrategic HRM Learning Cycle- what would relax senior
managers defensiveness, and allow this to happen?
6. A1. HRD at Xerox Document Company (1)
- A UK subsidiary of Xerox Corporation, employing 2300
staff.
- The company business strategy is to gain competitive advantage
through customer satisfaction (supported by company-wide
programmes).Teamworkingsupports this.
- Four programmes have built the company commitment toteamworking
:
-
- Employee Motivation & Satisfaction survey
7. A2. HRD at Xerox Document Company (2)
- Decisions have been progressively devolved to the level of the
team
- The X teams programme is designed to enable the teams:
-
- to take more responsibility for day to day running of their
work area
-
- to manage their own performance
-
- to manage continuous improvement
- Teams volunteer to try to become X teams
8. A3. HRD at Xerox Document Company (3)
- Volunteering teams must find a sponsor (often their line
manager). 36 teams have registered.
- They must conduct a self-assessment against 4 sets of
criteria:
-
- team motivation & satisfaction
- They must get the sponsor to approve their self-ratings, which
are them validated by an assessor
- 10 teams have had their ratings validated.
9. A4. HRD at Xerox Document Company (4)
- Only if a team has received a validated rating does it qualify
as an X team.
- Ratings are on a 1-7 scale (7= world class)
- So far one team has got a 5 rating, six team have got a 4
rating.
- Teams must decide how to improve their performance (e.g.
through re-engineering, skill development, etc) and then re-assess
themselves.
10. A5. HRD at Xerox Document Company (5)
-
- help with the self-assessment
-
- provide clear direction, goals, performance measures
-
- engage in coaching, facilitating & counselling
- The X team programme builds on the company's long-established
values, but has had a big impact on the knowledge, skills &
attitudes (KSAs) of the workforce, because of:
-
- job redesign (job enrichment)
-
- emphasis on the interpersonal skills of managers
11. A6. HRD at Xerox Document Company (6) : multi-skilling
approach Each X Team has a Learning Matrix for all its members 12.
A7. HRD at Xerox Document Company (7)
- The teambuilding programme has been supported by many HRD
initiatives.
-
- Each team audits the skill development of members, using the
Learning Matrix.
-
- The HRD department has adopted a Skills Partnership mission,
with an office layout more like a retail shop. There is a full time
team facilitator
-
-
- Training needs identified from the bottom up
-
-
- Training needs met through a mixture of formal training
programmes and planned self-development and planned on-job
developmental experiences
13. A8. HRD at Xerox Document Company (8)
- A concerted effort to identify performance discrepancies and
Training needs through
-
- annual performance review, which has a set of competency
dimensions
-
-
- leadership attributes (e.g.)
-
-
- Cultural dimensions (e.g.)
-
-
-
- open & honest communication
-
-
-
- organisation reflection & learning
14. A9. HRD at Xerox Document Company (9)
- Training for Sponsors of an X Team:
- a detailed support pack gives guidance of responsibilities and
self-assessment
- Own needs are identified by consultation with the team
facilitators and with the X Team
- Needs met through mentors, shadowing, formal courses, etc., as
appropriate.
15. B1. HRD Defined
- HRD is the set of processes that are directed towards equipping
employees with the KSAs that are necessary to achieve corporate
objectives.
-
- Needs can be met by a mixture of top-down initiatives and
self-development
- HRD and recruitment & selection are not competing
alternatives
-
- Choose and train the best
16. B2. HRD is the Linchpin of HRM
- If training and development is not a high priority, if it is
not seen as vital to the implementation of business strategy, then
the company is unlikely to have any commitment at all to human
resource management. (see diagram on p. 161)
17. B3. HRD is often Neglected !
- Consider whether Hong Kong has similar problems to the UK:
-
- historical under-investment in HRD both by government and by
companies themselves
-
- government-led vocational training is present-oriented rather
than future-oriented
-
- business strategists at Board of Director level
-
-
- think only of short-term finance and accounting logic
-
-
- lack understanding of or concern for HRD
18. B4. The Relevance of HRD to the Management of Change
- HRD is a key component of wider HRM strategies designed
to:
-
- create new working practices
-
- build motivation and commitment
-
- build a flexible, empowered workforce
-
- decline in a companys ability to innovate
-
- decline in a companys ability to respond to change
19. C1. Contributions of HRD to Business Strategy Implementation
& Formulation (1)
- This is called first-order strategic integration
- Strategic HRD(SHRD) involves alligning HRD activities with the
company's vision, mission, and strategic goals, so that enhancing
the KSAs of employees at all levels grows both the individual and
the organisation.
- SHRD can ensure that employees possess the necessary KSAs to
manage new demands arising from changes in the competitive
environment
20. C2.Contributions of HRD to Business Strategy Implementation
& Formulation (2)
- How SHRD can help implement business strategy:
- 1. Identifying what do our people need to be good at? (and then
helping to provide these KSAs)
- 2. Fostering a learning climate that prepares people to cope
with uncertainty and mindset-shift
21. C2.Contributions of HRD to Business Strategy Implementation
& Formulation (3)
- How SHRD can help implement business strategy:
- 3. Through running training programmes (e.g. superior quality
service) to support a wider change programme
- 4. Supporting the development of change agents and
transformational leaders
22. C3.Contributions of HRD to Business Strategy Implementation
& Formulation (4)
- How SHRD can help implement business strategy:
- 5. By adjusting training to the companys business
life-cycle
-
- induction & career development when co. is growing
-
- outplacement & job enlargement training when the company is
downsizing
- 6. By remedying top managers KSA discrepancies: leadership,
vision, communication, team building, etc
23. C3.Contributions of HRD to Business Strategy Implementation
& Formulation (5)
- How SHRD can help implement business strategy:
- 7. By forewarning top management of likely KSA discrepancies
that would block an envisaged business strategy (e.g. shift to
emphasise quality)and by meeting these needs in advance
- 8. Enabling employees to become more innovative and drive
business strategy from the bottom-up
24. D1. Contributions of HRD to Work Restructuring and Job
Design (1)
- How SHRD can help with second-order strategic integration
- Enables the implementation of cost reduction strategies by
helping remaining employees learn to do more with less
- Enables rapid adjustment to changes in market conditions, and
the implementation of customer responsiveness strategies, requiring
multi-skilling, lean production, autonomous working groups,
empowerment, delayering, matrix structures, project based teams,
etc etc.
-
- employees will need to be prepared for and helped to adjust to
job enrichment and teamworking
25. D2. Contributions of HRD to Work Restructuring and Job
Design (2)
- All this restructuring and job redesign, entailing job
enlargement and job enrichment, will give rise to training &
development needs:
- Technically-oriented KSAs, (quality, inventory management,
maintenance, etc.)
- Conceptually-orientedKSA (problem-solving, risk
assessment).
- Behavioural KSAs for teamworking and managing others:
leadership, giving & receiving feedback, appraisal etc.
- See egs on the table on p. 168 of Thornhill et al
26. E. The Contribution of HRD to Changes in Other Human
Resource Management Functions
- This is called third-order strategic integration
- HRD is nearly always a necessary vehicle for enabling changes
in other HRM functions.
-
- e.g. training performance appraisers and appraises in the use
of a new appraisal system
-
- e.g. career management and HRD go hand in hand
-
- e.g. HRD is an integral component of skill based reward
management systems
-
- e.g. HRD is one key ingredient in a corporate culture change
programme, and a major training programme is often a key symbol of
such change
27. Coverage of 1st half of Chapter 6 (pp. 154-170): HRD and the
Management of Change
- Exemplary case: Human Resource Development (HRD) at Xerox
Document Company, UK.
- HRD as a vital but neglected lever of organisational
change.
- The contribution of HRD to business strategy implementation and
formulation
- The contribution of HRD to work restructuring and job
design
- The contribution of HRD to changes in other human resource
management functions
28. Task: Answer the First 3 Questions in the Dales Pickles
& Preserve Case
- The case is on pp. 180-184 of the Thornhill et al textbook
- The questions are on p. 184
29. We Now Cover the 2nd half of Chapter 6 (pp. 170-184): HRD
& the Mgt of Change (2)
- The THEME IS: The role of managers in change management
- The development of managers (manager development
- The learning organisation: is it a realistic strategic
vision?
- The role of strategic Human Resource Management in supporting
organisational learning
30. F1a. The role ofManager Developmentin Org. Change
- Manager development refers to the learning and growth of
managers based on an analysis of their learning needs.
31. F1b. The role ofManager Developmentin Org. Change
- Manager development is an important factor in organisational
change, because
-
- The quality of an organisations managers has a big impact on
organisational performance
-
- Managers have a key role in developing their own staff (and for
that, they themselves must undergo development)
32. F2. Two Key Development Needs of Managers
- 1. Managing ongoing organisational change
- 2. Competence as a developer of staff:
-
- acceptance of the developmental manager role
-
- ability to listen to & empathise with subordinates
-
- coaching and mentoring skills
-
- facilitating experience sharing among staff
-
- being a positive role model of learning and growth
33. F3.Blockages to the Developmental Manager Role
- But managers may not see staff development as part of their
role, possibly because of:
-
- preoccupation instead with short-term profits
-
- lack of collaboration with HR specialists
-
- lack of motivation, possibly because of lack of incentives
-
- their own lack of necessary education
34. F4a. Possible Catalysts for Developing the Developmental
Manager Role-1
- Managers may have no alternative but to take on this role, as
organisations must change to keep up with changing market
conditions
- Organisations are required, under pressure, to innovate and
take risks
- Managers are often required by culture change programmes to
take on a developmental role.
35. F4b. Possible Catalysts for Developing the Developmental
Manager Role-2
- Managers who have undergone development themselves may be
inspired one to adopt a developmental role
- Closer partnership between HRD specialists and line managers
(less training based, more learning oriented)
- It seems to be an emerging trend, at least in the West
36. G1. TheLearning Organisation
- A learning organisation facilitates the learning of all its
members while continually transforming itself
- It must constantly adapt to a changing environment
- Has been heralded as the only means to sustained competitive
advantage
37. G2a Some features of the Learning Organisation - 1
- The LO derives behavioural implications from both
successesandfailures
- Learning is valued as a necessary ongoing process
- Learning to learn is seen as important
- Learning from outside and outside,at all levels of the
organisation.
38. G2b Some features of the Learning Organisation - 2
- Learning from outside and outside,across specialist
boundaries
- Learning is continuous, ongoing
- Unlearning, and knowledge management
- Learning is a means to enable organisational
transformation
39. G3a. The Learning Organisation and Double-Loop Learning
- Some theorists argue that learning organisations are able to
engage indouble-loop learningon a collective basis.
- So lets look at the concept of double-loop learning...
40. G3b. Single Loop and Double-Loop Learning (1)
- Single-loop learning = detecting errors in organisational
processes (e.g. students falling asleep in lectures) and correcting
them (waking them up)
- Double-loop learning = building new conceptions of what
organisational processes should be (e.g. co-operative learning) by
challenging existing values, procedures, knowledge and cultural
values (e.g. constructive controversy).
41. G3c. Single Loop and Double-Loop Learning (2) ACTIONS
OUTCOMES EVALUATE OUTCOMES RETHINK ACTIONS Single Loop GOALS
Rethink assumptions Behind the goals Double Loop 42. G4. Necessary
Conditions for the Learning Organisation
-
- who are committed to managing their own continuous
development
-
- who are capable of managing this
-
- that support mutual learning
-
- that capture and share learning
-
- experimentation & risk taking
-
- independent thinking, constructive conflict, pluralism
-
- authority based on expertise rather than position
43. G5.Barriers to the learning Organisation
- Command & control mentality
- Monolithic authority (not pluralistic)
- The genuine difficulty and stress of living and working gladly
through transformations
-
- single-loop learning is easier to handle
-
- perhaps we humans can only handle a mild version of the
learning organisation!
44. H1. Organisational Learning Through aStrategic HRM Learning
Cycle
- Aim of Strategic HRM Learning Cycle :
- to develop an organisation that is capable of implementing
strategy and learning by institutionalising an organisational
learning process
- 4 key groups at Unit level:
- senior management team (SMT)
- employee task force (best employees) (ETF)
- process consultants (profilers)
- teams led by general managers (GM), reporting to SMT
45. H2. The Functions of the SHRMLearning Cycle
- The SHRM cycle identifies the management practices and
capabilities/incapabilities from top to bottom of the org., that
are helping or hindering the achievement of business strategy
goals
- It assesses the impact of these internal strengths and
weaknesses on business stakeholders and on staff co-ordination,
commitment and competences
- It identifies HR-related remedies
46. H3. In Order to Work,the SHRM Learning Cycle Requires...
- Deep examination of the organisations management philosophy,
values and practice
- Selecting and developing managers who possess the competencies
to manage change and promote a learning culture
47. H4. SHRM learning cycle Profilers Brief the SMT SMT sets up
ETF Deeper diagnosis, e.gassessment of impact of bad mgt on
business prospects Vision of org, redesign for better strategy
implementation Data collection by ETF and profilers about co.s good
& bad mgt practices Data fed back to SMT with GM teams
observing Implementation planning Review of implementation plans by
GM and ETF, GMs feed back to their SMT boss SMT sets business
strategy Follow-up, monitoring by profilers ETF = employee task
force 48. H5. Typical Management & HR Problems Identified
through the SHRM cycle
- Poor teamwork in the top management team
- Poor communication upwards & downwards
- Unclear or conflicting strategic priorities
- Inappropriate management style
- Poor co-ordination between functions/divisions
- Deficient career development
- Lack of management competence
49. H6. Positive Outcomes of the SHRM Learning Cycle Process
(one case study)
- Managers accepted the diagnosis (even when there were implied
criticisms of their own behaviour/output)
- SMTwere committed to SHRM
- Better co-ordination between the functions
- Better performance of the SMT
50. H7.Disappointments When Trying to Conduct the SHRM Learning
Cycle
- When SHRM learning cycle was tried among various units in one
case study company, researchers found:
- Failure to involve the ETC (employee task force) in the
process
- Failure to repeat the cycle after the first time round it.
- Less commitment to the cycle at lower levels
- Little done about promotion criteria
- Little interest shown in job satisfaction
- Key managerial deficiencies were not addressed
51. H8a.Why the Barriers to the SHRM learning cycle
remain(1)
- Senior mgt are uncomfortable discussing difficult issues (e.g.
their own deficiencies) with subordinates.
-
- They may not want open, fact based conversation.
-
- They may not know how to receive feedback without loss of self
esteem
-
- They may not know how to admit to weaknesses without feeling
incompetent
52. H8b.Why the Barriers to the SHRM learning cycle
remain(2)
- Senior mgt may want to preserve managerial prerogatives and
hierarchical designs
-
- they may not really want employee involvement
-
- They may want to preserve existing relationships, careers,
self-esteem
- They may see the SHRM learning cycle as time-consuming
- If senior mgt. dont listen, employees become cynical, learn to
stay silent next time around!
53. I1. Are these Visions Possible? Are the blockages just the
limitations of company culture that eventually can be removed or
are they human nature type limitations? 54. I2. We Come back to the
three CRITICAL QUESTIONS regarding the three visionary means
- 1.Manager Development- what would motivate managers to see
themselves as developers of others?
- 2. TheLearning Organisation- what would make this compatible
with the way people, cultures and organisations operate?
- 3. TheStrategic HRM Cycle- what would relax senior managers
defensiveness, and allow this to happen?
55. Task: Answer the 4th Question in the Dales Pickles &
Preserve Case
- The case is on pp. 180-184 of the textbook
- The question is the last one on p. 184