emba thornhill 6
TRANSCRIPT
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Human Resource Development and
the Management of Change
EMBA 642
Management of ChangeThornhill et al Chapter 6
- Robin Snell
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Coverage - 1st half of Chapter 6 (pp. 154-170)
A. Exemplary case: Human ResourceDevelopment (HRD) at Xerox DocumentCompany, 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 workrestructuring and job design
E. The contribution of HRD to changes in other
human resource management functions
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Main Points of first half ofChapter 6
HRD is at the heart of managing change,because any change process requirespeople to act +/or think differently
Many companies mistakenly neglect theimportance of HRD as a vehicle ofstrategic change .
HRD can contribute to all levels ofstrategic change
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Coverage - 2nd half of Chapter 6 (pp. 170-184)
Three visionary means of achievingeffective, continuous change management(F, G & H).
F. Manager Development - the developmentof managers as developers of othersG. The Learning Organisation - is it a
realistic strategic vision?
H. The Strategic Human ResourceManagement Learning Cycle as a means ofsupporting organisational learning
I. Are these visions feasible?
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Aims of part two of Chapter 6
To raise three CRITICAL QUESTIONSregarding the three visionary means1. Manager Development - what would
motivate managers to see themselves asdevelopers of others?
2. The Learning Organisation - what wouldmake this compatible with the way people,
cultures and organisations operate?3. The Strategic HRM Learning Cycle - what
would relax senior managers
defensiveness, and allow this to happen?
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A1. HRD at Xerox DocumentCompany (1)
A UK subsidiary of Xerox Corporation, employing2300 staff.
The company business strategy is to gain
competitive advantage through customersatisfaction (supported by company-wideprogrammes). Teamworking supports this.
Four programmes have built the company
commitment to teamworking: Team Xerox Self Managed Work Groups Employee Motivation & Satisfaction survey
X Team Initiative
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A2. HRD at Xerox DocumentCompany (2)
Decisions have been progressively devolvedto the level of the team
The X teams programme is designed toenable 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
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A3. HRD at Xerox DocumentCompany (3)
Volunteering teams must find a sponsor (oftentheir line manager). 36 teams have registered.
They must conduct a self-assessment against 4
sets of criteria: customer assurance
process management
team motivation & satisfaction
empowerment
They must get the sponsor to approve their self-ratings, which are them validated by an assessor
10 teams have had their ratings validated.
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A4. HRD at Xerox DocumentCompany (4)
Only if a team has received a validatedrating 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, sixteam have got a 4 rating.
Teams must decide how to improve theirperformance (e.g. through re-engineering,skill development, etc) and then re-assessthemselves.
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A5. HRD at Xerox DocumentCompany (5)
The sponsors role is to: help with the self-assessment
provide clear direction, goals, performance measures
engage in coaching, facilitating & counselling
The X team programme builds on the company'slong-established values, but has had a big impacton the knowledge, skills & attitudes (KSAs) of the
workforce, because of: job redesign (job enrichment)
emphasis on the interpersonal skills of managers
empowerment
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A6. HRD at Xerox Document
Company (6) : multi-skilling approach
Skill A Skill B Skill C Skill D Skill E Skill F
Staff 1
Staff 2
Staff 3
Staff 4
Staff 5
Staff 6
Each X Team has a Learning Matrix for all its members
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A7. HRD at Xerox DocumentCompany (7)
The teambuilding programme has been supportedby many HRD initiatives. Team building days
Each team audits the skill development of members,using the Learning Matrix.
The HRD department has adopted a Skills Partnershipmission, 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 formaltraining programmes and planned self-developmentand planned on-job developmental experiences
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A8. HRD at Xerox DocumentCompany (8)
A concerted effort to identify performancediscrepancies and Training needs through the X team itself
the sponsor annual performance review, which has a set of
competency dimensions
leadership attributes (e.g.)
decision making quick study
Cultural dimensions (e.g.) open & honest communication
organisation reflection & learning
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A9. HRD at Xerox DocumentCompany (9)
Training for Sponsors of an X Team:
a detailed support pack gives guidance ofresponsibilities and self-assessment
Own needs are identified by consultationwith the team facilitators and with the XTeam
Needs met through mentors, shadowing,formal courses, etc., as appropriate.
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B1. HRD Defined
HRD is the set of processes that aredirected towards equipping employeeswith 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 notcompeting alternatives They go hand in hand
Choose and train the best
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B2. HRD is the Linchpin of HRM
If training and development is not a highpriority, if it is not seen as vital to theimplementation of business strategy, then
the company is unlikely to have anycommitment at all to human resourcemanagement. (see diagram on p. 161)
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B3. HRD is often Neglected !
Consider whether Hong Kong has similarproblems 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 accountinglogic
lack understanding of or concern for HRD
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B4. The Relevance of HRD tothe Management of Change
HRD is a key component of wider HRMstrategies designed to: create new working practices
build motivation and commitment
build a flexible, empowered workforce
Neglect of HRD leads to: decline in a companys ability to innovate
decline in a companys ability to respond tochange
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C1. Contributions of HRD to BusinessStrategy Implementation & Formulation (1)
This is called first-order strategic integration
Strategic HRD (SHRD) involves alligning HRDactivities with the company's vision, mission,
and strategic goals, so that enhancing the KSAsof employees at all levels grows both theindividual and the organisation.
SHRD can ensure that employees possess thenecessary KSAs to manage new demands arisingfrom changes in the competitive environment
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C2. Contributions of HRD to BusinessStrategy Implementation & Formulation (2)
How SHRD can help implement businessstrategy:
1. Identifying what do our people need to be
good at? (and then helping to provide theseKSAs)2. Fostering a learning climate that prepares
people to cope with uncertainty and mindset-shift
(PTO)
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C2. Contributions of HRD to BusinessStrategy Implementation & Formulation (3)
How SHRD can help implement businessstrategy:
3. Through running training programmes (e.g.
superior quality service) to support awider change programme
4. Supporting the development of change
agents and transformational leaders (PTO)
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C3. Contributions of HRD to BusinessStrategy Implementation & Formulation (4)
How SHRD can help implement businessstrategy:
5. By adjusting training to the companys
business life-cycle induction & career development when co. isgrowing
outplacement & job enlargement training
when the company is downsizing6. By remedying top managers KSA
discrepancies: leadership, vision,communication, team building, etc
(PTO)
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C3. Contributions of HRD to BusinessStrategy Implementation & Formulation (5)
How SHRD can help implement businessstrategy:
7. By forewarning top management of
likely KSA discrepancies that wouldblock an envisaged business strategy(e.g. shift to emphasise quality) and by
meeting these needs in advance8. Enabling employees to become moreinnovative and drive business strategy fromthe bottom-up
D1 C t ib ti s f HRD t W k
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D1. Contributions of HRD to WorkRestructuring and Job Design (1)
How SHRD can help with second-order strategicintegration
Enables the implementation of cost reductionstrategies by helping remaining employees learn to
do more with less Enables rapid adjustment to changes in market
conditions, and the implementation of customerresponsiveness 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
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D2. Contributions of HRD to WorkRestructuring and Job Design (2)
All this restructuring and job redesign, entailingjob enlargement and job enrichment, will giverise to training & development needs:
Technically-oriented KSAs, (quality, inventorymanagement, maintenance, etc.)
Conceptually-oriented KSA (problem-solving,risk assessment).
Behavioural KSAs for teamworking and managingothers: leadership, giving & receiving feedback,appraisal etc.
See egs on the table on p. 168 of Thornhill et al
E The Contribution of HRD to Changes in
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E. The Contribution of HRD to Changes inOther Human Resource Management
Functions
This is called third-order strategic integration
HRD is nearly always a necessary vehicle forenabling changes in other HRM functions.
e.g. training performance appraisers and appraisesin 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 basedreward management systems
e.g. HRD is one key ingredient in a corporateculture change programme, and a major training
programme is often a key symbol of such change
C f 1 h lf f Ch 6 ( 154
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Coverage of 1st half of Chapter 6 (pp. 154-170): HRD and the Management of Change
Exemplary case: Human ResourceDevelopment (HRD) at Xerox DocumentCompany, UK.
HRD as a vital but neglected lever oforganisational change.
The contribution of HRD to business strategyimplementation and formulation
The contribution of HRD to workrestructuring and job design
The contribution of HRD to changes in otherhuman resource management functions
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Task: Answer the First 3 Questionsin the Dales Pickles & Preserve Case
The case is on pp. 180-184 of theThornhill et al textbook
The questions are on p. 184
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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 inchange management
The development of managers (manager
development The learning organisation: is it a realistic
strategic vision?
The role of strategic Human ResourceManagement in supporting organisationallearning
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F1a. The role of ManagerDevelopment in Org. Change
Manager development refersto the learning and growth
of managers based on ananalysis of their learningneeds.
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F1b. The role of ManagerDevelopment in Org. Change
Manager development is animportant factor in organisationalchange, because
The quality of an organisationsmanagers has a big impact onorganisational performance
Managers have a key role indeveloping their own staff (and forthat, they themselves must undergodevelopment)
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F2. Two Key Development Needsof 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
counselling skills
staff appraisal skills
coaching and mentoring skills
facilitating experience sharing among staff
being a positive role model of learning and growth
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F3. Blockages to theDevelopmental Manager Role
But managers may not see staffdevelopment 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
F4a Possible Catalysts for
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F4a. Possible Catalysts forDeveloping the Developmental
Manager Role -1 Managers may have no alternative butto take on this role, as organisations
must change to keep up with changingmarket conditions Organisations are required, under
pressure, to innovate and take risks Managers are often required by
culture change programmes to take ona developmental role.
F4b Possible Catalysts for
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F4b. Possible Catalysts forDeveloping 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, atleast in the West
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G1. The Learning Organisation
A learning organisation facilitatesthe learning of all its members whilecontinually transforming itself
It must constantly adapt to achanging environment
A very seductive idea
Has been heralded as the only meansto sustained competitive advantage
G2 S f t f th
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G2a Some features of theLearning Organisation - 1
The LO derives behaviouralimplications from both successesand failures
Learning is valued as a necessaryongoing process
Learning to learn is seen asimportant
Learning from outside and outside,at all levels of the organisation.
G2b S f t f th
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G2b Some features of theLearning Organisation - 2
Learning from outside andoutside, across specialistboundaries
Learning is continuous, ongoing
Unlearning, and knowledge
management Learning is a means to enable
organisational transformation
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G3a. The Learning Organisation
and Double-Loop Learning Some theorists argue thatlearning organisations are able
to engage in double-loop learningon a collective basis.
So lets look at the concept of
double-loop learning...
G3b Si l L d D bl
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G3b. Single Loop and Double-Loop Learning (1)
Single-loop learning = detecting errors inorganisational processes (e.g. studentsfalling asleep in lectures) and correcting
them (waking them up) Double-loop learning = building new
conceptions of what organisational
processes should be (e.g. co-operativelearning) by challenging existing values,procedures, knowledge and cultural values
(e.g. constructive controversy).
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G3c. Single Loop and Double-Loop Learning (2)
ACTIONS OUTCOMES
EVALUATE
OUTCOMES
RETHINK
ACTIONS
Single Loop
GOALS
Rethink assumptionsBehind the goals
Double Loop
G4 N C diti f th
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G4. Necessary Conditions for theLearning Organisation
Employees who are committed to managing their own continuous
development
who are capable of managing this
Mechanisms that support mutual learning
that capture and share learning
A culture that supports experimentation & risk taking
independent thinking, constructive conflict, pluralism
authority based on expertise rather than position
G5 Barriers to the learning
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G5. Barriers to the learningOrganisation
Bureaucracy Command & control mentality
Monolithic authority (not pluralistic)
The blame culture
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!
H1 O i i l L i Th h
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H1. Organisational Learning Througha Strategic HRM Learning Cycle
Aim of Strategic HRM Learning Cycle: to develop an organisation that is capable of
implementing strategy and learning byinstitutionalising an organisational learningprocess
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
H2 The Functions of the
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H2. The Functions of theSHRM Learning Cycle
The SHRM cycle identifies the managementpractices and capabilities/incapabilities
from top to bottom of the org., that arehelping or hindering the achievement ofbusiness strategy goals
It assesses the impact of these internalstrengths and weaknesses on businessstakeholders and on staff co-ordination,commitment and competences
It identifies HR-related remedies
H3 I O d t W k th
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H3. In Order to Work,theSHRM Learning Cycle Requires...
Deep examination of the organisationsmanagement philosophy, values and
practice Selecting and developing managers who
possess the competencies to manage
change and promote a learning culture
H4 SHRMSMT t b i
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H4. SHRMlearning cycle
Profilers Brief the SMT SMT sets up ETF
Deeper diagnosis, e.gassessment of impact of badmgt on business prospects
Vision of org, redesignfor better strategyimplementation
Data collection by ETFand profilers about co.sgood & bad mgt practices
Data fed back to SMTwith GM teams observing
Implementation planning
Review of implementationplans by GM and ETF, GMsfeed back to their SMT boss
SMT sets businessstrategy
Follow-up, monitoring by profilers
ETF = employee task force
H5 T i l M t & HR P bl
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H5. Typical Management & HR ProblemsIdentified through the SHRM cycle
Poor teamwork in the top managementteam
Poor communication upwards & downwards
Unclear or conflicting strategic priorities
Inappropriate management style
Poor co-ordination betweenfunctions/divisions
Deficient career development
Lack of management competence
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H6. Positive Outcomes of theSHRM Learning Cycle Process
(one case study)
Managers accepted the diagnosis (evenwhen there were implied criticisms oftheir own behaviour/output)
SMT were committed to SHRM
Better co-ordination between thefunctions
Better performance of the SMT
H7 Disappointments When Trying to
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H7. Disappointments When Trying toConduct the SHRM Learning Cycle
When SHRM learning cycle was tried among variousunits in one case study company, researchers found:
Failure to involve the ETC (employee task force) inthe process
Failure to repeat the cycle after the first timeround it.
Less commitment to the cycle at lower levels
Lack of upward appraisal
Little done about promotion criteria
Little interest shown in job satisfaction
Key managerial deficiencies were not addressed
H8a Why the Barriers to the SHRM
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H8a. Why the Barriers to the SHRMlearning cycle remain (1)
Senior mgt are uncomfortablediscussing 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 toweaknesses without feelingincompetent
H8b Why the Barriers to the SHRM
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H8b. Why the Barriers to the SHRMlearning cycle remain (2)
Senior mgt may want to preserve managerialprerogatives 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 becomecynical, learn to stay silent next time around!
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I1. Are these Visions Possible?
Are the blockagesjust the limitations
of company culturethat eventually canbe removed or arethey human naturetype limitations?
I2 W C b k t th th CRITICAL
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I2. We Come back to the three CRITICALQUESTIONS regarding the three visionary
means1. Manager Development - what would
motivate managers to see themselves asdevelopers of others?
2. The Learning Organisation - what wouldmake this compatible with the way people,cultures and organisations operate?
3. The Strategic HRM Cycle - what wouldrelax senior managers defensiveness, andallow this to happen?
Task: Answer the 4th Question in
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Task: Answer the 4th Question inthe Dales Pickles & Preserve Case
The case is on pp. 180-184 of thetextbook
The question is the last one on p. 184