EMBA Thornhill 6

7/30/2019 EMBA Thornhill 6

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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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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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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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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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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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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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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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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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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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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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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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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

Documents

EMBA Thornhill 6