FULL The Next Level of OD_v1 .pptx
•Download as PPTX, PDF•
0 likes•13 views
Organization development (OD) aims to improve organizational effectiveness through aligning strategy, structure, people and processes. OD specialists facilitate change initiatives, diagnose issues, and shape culture. They help organizations with strategic planning, process improvement, conflict resolution and more. The roles of an OD specialist include facilitator, collaborator, change agent and consultant. OD can be applied to develop vision/mission, manage change, improve operations, and enhance skills. It provides benefits like improved performance, respect for HR, and positioning HR as a business leader and profit center.
Recommended
Recommended
More Related Content
Similar to FULL The Next Level of OD_v1 .pptx
Similar to FULL The Next Level of OD_v1 .pptx (20)
More from Laurence Yap M.A. (UM) CHRM
More from Laurence Yap M.A. (UM) CHRM (20)
Recently uploaded
Recently uploaded (20)
FULL The Next Level of OD_v1 .pptx
- 1. The Next Level of HR Organization Development Is the Business Side of HR 30th May 2023
- 2. Organization Development Is the Business Side of HR
- 3. Contents ◈ Background ◈ Definition of OD ◈ HR as a People Leader ◈ The Scope of HR Development ◈ Structure of HR Development ◈ The Development of OD ◈ OD Models ◈ Roles of OD Practitioners ◈ Skills and Knowledge in OD ◈ Application of OD ◈ Application Experience ◈ Implementation of OD Initiatives ◈ Benefits to HTR ◈ Conclusion
- 4. Questions 1. How can HR be a business leader beyond being a people leader? 2. What are the areas of responsibility in organizational development (OD)? 3. What are the four organizational structures in OD? 4. What are the key models in OD? 5. Why is OD considered the business side of
- 5. Background
- 7. OD Experience ◈ Huacomm Malaysia Regional HR Advisor ◈ Berjaya Corporation Berhad Assistant General Manager of Learning & OD ◈ Country Garden Pacific View Group Hotel HR Director ◈ Dexon Electrical Engineering Sdn Bhd Head of HR ◈ First Solar Senior Manager of Training & OD APAC ◈ PayPal Senior Manager of Learning and OD (Asia Pacific) ◈ Carsem Senior Manager of HR Development ◈ Pfizer Learning and Dev Manager ◈ Mydin Senior Training Executive
- 8. Western Digital Media Training Executive
- 11. Carsem Senior Manager of HR Development
- 12. PayPal Senior Manager of L&OD APAC
- 13. First Solar Senior Manager of Training & OD APAC
- 14. Dexon Head of HR
- 16. Berjaya Corporation Asst GM of L&OD
- 24. James & Kayla
- 25. Definition
- 26. Organization Development Organization development (OD) is an effort that focuses on improving an organization’s capability through the alignment of strategy, structure, people, rewards, metrics, and management processes. It is a science-backed, interdisciplinary field rooted in psychology, culture, innovation, social sciences, adult education, human resource management, change management, organization behavior, and research analysis and design, among others. - Association of Talent & Development
- 27. HR as a People Leader How HR can be a business leader beyond People leader?
- 28. HR Involvement in the Business Beyond Talent
- 29. Culture Productivity & Innovation Strategy Engagement Organization Growth Business Profit Organization Growth Culture and Profit Finance Customer Performance Capabiity People Culture
- 30. Culture Productivity & Innovation Strategy Engagement Organization Growth Business Profit Divison of Roles Finance Customer Performance Capabiity People Culture Business Leader HR as People Leader
- 31. Culture Productivity & Innovation Strategy Engagement Organization Growth Business Profit Talent & People Finance Customer Performance Capabiity People Culture Business Leader HR as People Leader Supply Talent Pay Talent Train Talent Reward Talent
- 32. Culture Productivity & Innovation Strategy Engagement Organization Growth Business Profit Finance Customer Performance Capabiity People Culture Business Leader HR as People Leader Supply Talent Pay Talent Train Talent Reward Talent Indirect Involvement Not a Business Leader.
- 33. 33 People Leader
- 34. Culture Productivity & Innovation Strategy Engagement Organization Growth Business Profit OD Involvent Finance Customer Performance Capabiity People Culture Direct Involvement of Organization Development in Business
- 35. Culture Productivity & Innovation Strategy Engagement Organization Growth Business Profit OD Involvent Finance Customer Performance Capabiity People Culture Direct Involvement of Organization Development in Business Business Leader HR as People Leader
- 36. Culture Productivity & Innovation Strategy Engagement Organization Growth Business Profit Finance Customer Performance Capabiity People Culture Business Leader HR as People Leader Facilitate Corporate Strategy Process Improvement Innovation Culture Improve Customer Services Action Learning Talent Management Career Development Future Talent Pipeline Direct Involvement of Organization Development in Business Direct Involvement Thru OD Interventions
- 37. 37 One Level Up People Leader Business Leader
- 38. Questions ◈ How do you see the role of HR in your organization? ◈ Do you believe HR professionals have the potential to become strong business leaders? ◈ What steps can HR take to gain equal respect and credibility in board or management meetings?
- 39. The Scope of HR Development
- 40. Two Divisions HR Development Focus on the Future Development Training Organization Development Talent Management Strategy Management Process Improvement Career Development HR Operations Focus on Day-to-Day Operations Recruitment Performance Management C&B Payroll ER/IR
- 41. B. Organization Development Improving organizational effectiveness and well-being through macro & micro changes Three Key Divisions A. Learning & Development Improving knowledge and skills necessary for an organization or employee’s future role C. Career Development Improving individual career planning and management
- 42. A. Learning and Development ◈ Coaching & Mentoring ◈ Management Development ◈ Action Learning ◈ On Job Training ◈ Orientation Programs ◈ Competency Development
- 43. B. Organization Development Team Level ◈ Facilitate Dialogue Sessions ◈ Team Building ◈ Process Consultation ◈ Meeting Facilitation ◈ Brainstorming ◈ Interteam Conflict Management ◈ Strategic Alignment Assessment
- 44. Organization Development Process Level ◈ Continuous Process Improvement/Total Quality Management ◈ Six Sigma ◈ Business Process Reengineering ◈ Benchmarking/Best Practice
- 45. Organization Development: Organization level ◈ Organization Design ◈ Learning Organization ◈ Culture Change – Innovation, Collaboration, Agile, etc ◈ Succession Planning ◈ Mission, Vision, and Values/Philosophy Development ◈ Strategic Planning ◈ Coaching & Mentoring Culture ◈ Performance Consulting ◈ Event Management
- 46. Organization Development: Global level ◈ Cross-cultural Training ◈ Global Learning Organization ◈ Virtual Team Building ◈ Cultural Self-Awareness ◈ Storytelling and Sharing ◈ Job Assignment ◈ Blending
- 47. C. Career Development ◈ Create Career Path ◈ Develop Competencies, Skills and Knowledge ◈ Inputs from High Performance ◈ Create a System for Career Development ◈ Enable Job Rotation, Shadowing ◈ Career Development Conversation ◈ Support from Supervisors ◈ Career Mobility
- 49. Structure of HR Development (OD)
- 50. Model 1 Independent from HR CEO HR Operations CEO/COO HR Development
- 51. Model 2 Equal Partner of HR Operations CEO HR VP HR Dev HR Operations
- 52. HR Operations (Chief Human Resource Officer) Recruitment Performance Management Employee Engagement and IR Compensation and Benefits HRIS and IT HR Development (Chief Learning/OD Director) Corporate Strategy Management Business Process Improvement Organization Design and Structure Talent Management and Succession Planning Leadership Development Innovation and Continuous Improvement Integration and Collaboration Strategic Human Resource (VP of Human Resource)
- 53. Model 3 Part of HR CEO HR Director Recruitment/Performance Management/IR & ER/Learning & OD/ C&B/Payroll
- 55. Model 4 Integration Model of HR Ops and HR Dev HR Director Learning Facilitation Process Improvement Recruitment Benchmarking ER Team Building C&B, Payroll Performance Org design Strategy Management
- 56. The Development of OD
- 57. Maps
- 59. Key OD People Kurt Lewin: Action research Chris Argyris: Double lope learning Peter Senge: System Thinking and Learning Org Warren Bennis was a prominent leadership scholar. Rosabeth Moss Kanter organizational change, innovation, and gender equality in the workplace Tom Peters and Robert H. Waterman Jr. Characteristics and practices of successful organizations John Kotter is renowned for his work on leading organizational change. David Copperrider: Appreciative Inquiry
- 60. Functional Name and Job Titles
- 61. Functional Name Organizational Development Organizational Effectiveness Talent Development Learning and Development People and Culture Human Resources Development Change Management Strategic HR Employee Experience Leadership Development
- 62. Job Titles OD Specialist Organizational Effectiveness Manager Talent Development Manager Learning and OD Manager Change Management Consultant Leadership Development Specialist OD Project Manager OD Director People and Culture Specialist OD Analyst
- 63. OD Models
- 65. PDCA by Dr Deming Source: https://kanbanize.com/lean-management/improvement/what-is-pdca-cycle
- 66. Deming 14 Points Source: https://asq.org/quality-resources/total-quality-management/deming-points
- 67. Human Performance Technology Source: https://www.youtube.com/watch?v=-umJYQfEwng
- 69. ORID Focused Conversation Source: https://participedia.net/method/4652
- 70. John Kotter’s Change Management Source: https://www.researchgate.net/figure/John-Kotters-Eight-Step-Process-for-Leading-Change-Source- Change-Management-best_fig2_337815090
- 71. Lean 8 Wastes Source: https://kissflow.com/project/agile/8-wastes-of-lean/
- 72. Problem Solving Processes Source: https://www.creativesafetysupply.com/articles/8d-for-problem-solving/
- 73. McKinsey 7s Source: https://crowjack.com/blog/strategy/change-management-models/mckinsey-7s-model
- 75. Lean Value Stream Mapping (VSM) 5S Kaizen Kanban Just-in-Time (JIT) Value-Added Analysis Standard Work Root Cause Analysis Continuous Flow Total Productive Maintenance Andon Quick Changeover (SMED) Visual Management Error-Proofing (Poka-Yoke) Overall Equipment Effectiveness (OEE)
- 76. Roles of OD
- 77. OD Roles ◈ Considered to be the function as facilitators rather than subject matter expert ◈ Work and collaborate with clients ◈ Create interdependency by moving the client ◈ Allow clients to own and manage process and outcomes ◈ Transfer skill to client
- 79. “ Managing the Consulting Process Business Acumen and Consulting Skills Building Relationships EQ, Stakeholder Management, Networking, Profiling of People Effective Communication Presentation, Feedback, Delivery of Bad News, Verbal Communication, Tactful Managing Projects Facilitation, Collaboration, Project Planning and Execution
- 80. “ Analyzing and Diagnosing Data Data Analysis and Collection, Organization & Process Diagnosis Designing Appropriate Intervention Change Management, Intervention Process, Influencing and Persuasion Facilitating and Process Consultation Facilitation, Process Consulting, and Project Management Developing Client Capability Instructional Design, Training, Lecturing, Coaching Evaluating Organization Change Analyzing Change Results, Report Writing, Evaluation Methodology
- 81. The Roles of OD Practitioners
- 82. 9 Roles Facilitator Collaborator Integrator Diagnostician Change Agent Coach/Mentor Training & Development Culture Shaper OD Consultant
- 83. Roles of OD Specialist A. Facilitator: OD specialists act as facilitators, guiding individuals and teams through the change process. They facilitate meetings, workshops, and interventions, creating a safe and inclusive space for dialogue, collaboration, and problem-solving. B. Collaborator: OD specialists work closely with leaders, managers, and employees to understand their needs, challenges, and aspirations. They collaborate with stakeholders to develop interventions and initiatives that address organizational issues and promote positive change. C. Integrator: OD specialists integrate different perspectives, systems, and functions within the organization. They ensure alignment between various departments, processes, and strategies to create a cohesive and harmonious organizational environment.
- 84. Roles of OD Specialist D. Diagnostician: OD specialists conduct diagnostic assessments to identify organizational strengths, weaknesses, and areas for improvement. They gather and analyze data, utilize tools and methodologies to diagnose organizational dynamics, and provide insights that inform the OD process. E. Change Agent: OD specialists act as change agents, driving and facilitating organizational change initiatives. They help organizations navigate transitions, implement new processes or systems, and facilitate the adoption of new behaviors and mindsets. F. Coach/Mentor: OD specialists provide coaching and mentoring support to leaders, managers, and employees. They offer guidance, feedback, and resources to support personal and professional development, helping individuals unlock their potential and achieve their goals.
- 85. Roles of OD Specialist G. Training and Development: OD specialists design and deliver training programs and workshops to enhance skills, knowledge, and capabilities within the organization. They provide learning opportunities that align with organizational objectives and foster continuous improvement. H. Culture Shaper: OD specialists play a vital role in shaping organizational culture. They promote values, behaviors, and norms that support the desired organizational vision and foster a positive work environment. I. OD Consultant: As consultants, OD specialists offer expertise, insights, and guidance on organizational development practices. They stay informed about industry trends, best practices, and research to provide informed recommendations and solutions to organizational challenges.
- 87. Situations ◈ To develop or enhance the organization’s mission statement (state- ment of purpose) or vision statement for what it wants to be ◈ To help align functional structures in an organization so they are working together for a common purpose ◈ To create a strategic plan for how the organization is going to make decisions about its future and achieving that future
- 88. Situations ◈ To manage conflict that exists among individuals, groups, functions, sites, and so on, when such conflicts disrupt the ability of the organization to function in a healthy way ◈ To put in place processes that will help improve the ongoing operations of the organization on a continuous basis ◈ To create a collaborative environment that helps the organi- zation be more effective and efficient
- 89. Situations ◈ To create reward systems that are compatible with the goals of the organization ◈ To assist in the development of policies and procedures that will improve the ongoing operation of the organization ◈ To assess the working environment, to identify strengths on which to build and areas in which change and improvement are needed
- 90. Situations ◈ To provide help and support for employees, especially those in senior positions, who need an opportunity to be coached in how to do their jobs better ◈ To assist in creating systems for providing feedback on individual performance and, on occasion, conducting studies to give individuals feedback and coaching to help them in their individual development
- 92. Strategy Management Process Improvement such as Lean Manufacturing Event Management Team Bonding Department Conflict Resolution
- 93. Customer Service - Policy, Implementation Human Performance Consulting Action Learning – Quality Dept, Marketing Dept Dialogue Session – Supervisor Dialogue, Town Hall Meeting, Strategy Management, One on One
- 94. Talent Management & Succession Planning Coaching Culture Continuous Improvement Culture Leadership Development Benchmarking Performance Management Culture Cross Culture Communication
- 95. Benchmarking to study SDWT Global Career Development Enrich career experience: Job shadowing and job rotation Establish a Customer Service Team Realign APAC’s Job Titles Annual Pulse Survey’s Action Plan for APAC
- 96. Where and How We Can Implementation OD Initiatives?
- 97. Where & How? ORGANIZATION AND DEPARTMENT PAINS COMPANY STRATEGY PLAN START SMALL, PILOT RUN FRIENDLY STAKEHOLDER PROPOSAL, FINANCE AND RESOURCES SMALL WIN AND WINNING REPORT PROLIFERATION
- 98. Benefits to HR
- 99. Benefits Perform Better Than Competitors HR as the Facilitator, Consolidator and Go-to- Department HR gains power and respect HR seen as a Business Leader
- 100. Benefits HR as “Profit Center” Never Seen HR Dev can do such as amazing things HR Create Business Values and People Values
- 101. Conclusion
- 102. Three Questions
- 103. Three Questions Do you want such an impact on the organization? Do you want to be a business leader on the management team? Do you want to be seen as a profit center?
- 104. Thank You