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Strategic Organization Development

Strategic Organization Development. Philip T. Anderson, PhD. Current vs. Future State of HR. Strategic Partner. Change Agent. 15. 20. 25. 40. Employee Advocate. Administrative Expert. Current vs. Future State of HR. Strategic Partner. Change Agent. 15. 20. 25. 40.

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Strategic Organization Development

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  1. Strategic Organization Development Philip T. Anderson, PhD.

  2. Current vs. Future State of HR Strategic Partner Change Agent 15 20 25 40 Employee Advocate Administrative Expert

  3. Current vs. Future State of HR Strategic Partner Change Agent 15 20 25 40 Employee Advocate Administrative Expert

  4. OD Responsibility Level & Process Facilitator Global - COE Regional - Head HRBP Client - HRBP Manager

  5. Organization Development Roles & Responsibilities • The OD COE has a dual responsibility • Global implementation of strategic interventions • Cultural assessment and alignment • Performance Management • Succession Planning • Leadership Bench strength • Support to HRBPs on regional and client interventions • Process improvement tools • Intervention design • Knowledge transfer of OD skills

  6. The Global OD Process

  7. Global OD Role • Proactive and driven by global strategy • Solutions are centrally developed and implemented globally: • Core Curriculum Development • Leadership Development • Succession Planning • Performance Management • Etc. • Primary stakeholders • Company Leadership Team • Board of Directors

  8. Leadership Team Business Strategy Measures Of Effectiveness OD Team Emerging Needs/ Feedback Solutions HR Business Partners Global OD Model

  9. Global OD Services • Program Management of global initiatives - • Core Employee Development • Succession Planning • Performance Management • Leadership Development • Consultation with senior leaders regarding - • Customized interventions • Assessment tools • Services contracted with HRBPs (based on the capacity of the OD COE) - • Regional OD intervention design

  10. Global OD Process Needs of Key Stakeholders and Cultural Drivers Exec/Op Committee; Brand Identity HR Business Partners; Heads of COEs Prioritize Projects; establish goals; Execute Proposed Projects Analysis of OD needs and Capabilities Mission; Business Model Structure; Processes; Resources; Outside partnerships Internal Capabilities

  11. Regional/Client OD Process

  12. Regional/Client OD • Proactively driven by regional strategy • Off-the-shelf and unique tools to satisfy emerging needs may be brokered through COE • Other OD consulting services may be contracted on an ‘as needed’ basis • Prioritization will be based on strategic importance • Regional and client interventions are funded by the region/client requesting assistance

  13. Regional/Functional Business Leaders Business Strategy OD Services HR Business Partner Support Services Contract Services OD Team Regional/Client OD Model

  14. Leadership Team Regional/Functional Business Leaders Business Strategy Measures Of Effectiveness OD Services Business Strategy OD Team HR Business Partner Emerging Needs/ Feedback Solutions Support Services Contract Services OD Team HR Business Partners Comparison of Global & Regional Models Regional Global

  15. Regional OD Services • Assessment/diagnosis of OD issues • OD tools for leaders (in concert with COE) • Consultation on - • Interventions related to their region’s/function’s strategic plan • Client interventions regarding: • Human resource issues • Interpersonal issues

  16. Regional/Client E&OD Process Organization Performance Problem Identified E&OD Issue? No Find alternate Solution Yes Assistance? Perform Assessment No Yes Contact COE Yes Assistance? Exit Yes No No Did it Work? Perform Assessment Evaluate Effectiveness Plan/Implement Intervention Perform Diagnosis Business Leader HRBP/OE Develop Change Mgmt Plan Joint Activity (Ldr, HRBP, OE)

  17. Employee Survey Program

  18. Use of Employee Survey • Potential OD uses - • Assess key employee behaviors relevant to strategy (culture) • Personalizes leadership and core competencies • Provides snapshot of behavioral gaps and where they exist • Drive Organization Development strategy • Assess key cultural indicators

  19. Global OD Process Culture Assessment Needs of Key Stakeholders and Cultural Drivers Leadership Team; Board of Directors Brand Identity HR Business Partners; Heads of COEs Prioritize Projects; establish goals; Execute Proposed Projects Analysis of OD needs and Capabilities Mission; Business Model Structure; Processes; Resources; Outside partnerships Internal Capabilities

  20. Questions…

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