Transforming

Organization

Through HR

Omokunbi Adeoti,HRMP,GPHR,ACIPM,ANITAD

What is Organizational Change?

The process by which organizations move

from their present state to some desired

future state to increase their effectiveness

Why transform organizations?

Key business challenges

Customer change behaviors

Systemic Change

Optimizing cost management

New development in technology

The individual

Changing regulations

Market growth

Interconnected paradoxes

The Playing Field

New Business Challenges

Matrixed

Organization

Demand /

Innovation led

growth

Customer

Experience

Rapidly Evolving

Business Model

Analytical Insights

Thought Diversity

Multi-Dimensional

Portfolio

Change Drivers

"Change drivers" are those large scale forces that produce change at

lower levels of system organization. Typically, these change drivers

consist of

a. Global

b. Demographic

c. Economic

d. Technological

e. Information and other factors such as Legal requirements that create

a changing environment to which organizations must adapt.

Emerging Organizational Transformation

Trends…

Redefining the business and focusing on the customer Most of organizations are making significant changes in how they view and think about

their business and their customers eg,

“A bank that doesn't think like a bank. A bank that knows that yesterday isn't tomorrow ... A

bank that doesn't deal in mortgages, but in the pursuit of owning a home. A bank that

doesn't deal in loans ... but in dreams of the future. A bank that isn't changing to fit the

future, but to create it ... constantly reinventing itself through its customer ...

Teaming and supporting non hierarchical structures Organizations today are leveraging more on teams to for business solutions particularly

across boundaries and is gradually transforming the traditional structure we are

accustomed to

There is less focus on formal structure ,titles rather a flatter organization, more agility and

flexibility

Emerging Organizational Transformation

Trends…

Leadership and shared values shared values become the shaper of organizational and individual behaviors

Operational principles become the lifestyle, embedding the culture

Openness and Transparency typically emerges so do natural leaders by virtue of

team roles

Change in language This reinforces changes

Terms such as Manager replaced with Leaders, coaches, employees now with

associates etc.

1. Operational Excellence

& Service quality 2. Enable Business Change

3. Building capability for

Strategy execution (HCM) 4. Facilitating & Informing

Strategic Choices

HR provides

value for money HR adds value

HR drives value HR creates value

Source: Cabinet Office

Organizational Transformation – What must HR do?

Considerations

The Import for HR…… HR is now more business focused then ever before

• Functional responsibilities shift to the Line

– many of the traditional human resources functions, such as hiring, reviewing,

firing, training, career development, and program development, are now being

shifted to line managers and employees.

– HR acts more as facilitator of the process and coach to managers/business

leaders to ensure quality output for these processes

– Employees/associates are enjoined to own their career

• Human Resources As a Business Partner

– HR is now matrix to organizations such that there is a dedicated expert to

support the business objectives by ensuring the right fit for the function and

engraftment of company values/culture /operational pricinples

The Import for HR…… • A Focus on Career and Competency Development( critical focus on

Talent Development and Management

– There must be in place the process and system that tracks employee/associate

career and development.

– This system must at all times provide a competency levels of the workforce and

how aligned to the critical skills required to achieve business objectives

• Hire for skills and pay performance

– Definitely the skills level is what makes a difference

– Systems must not only track skills there must be integration of performance.

– Performance management not only focusing on typical appraisals but 360

degree view that ensures continuous improvement of employee

• Creating a more egalitarian work place

– More and more clamor on access to information

– Transparency of process

The challenge…

The drivers for change will continually force demand for

change on organizations

• Are line managers prepared to take ownership as these changes

evolve?

• Can intelligent systems be developed to further enhance HR

strategy and service delivery in the achievement of organizational

goals through effectiveness process, people and systems?

– Career Management in flat structures

– Measuring Performance of Teams Vs Individuals and yet tracking individual

competencies

– Goal setting and tracking in heavily matrix organizations

– Rewards management in the changing evolution of organization