Building OD Capabilities

1. 01
Hello!Welcome to the “Building
Organization Development
Capabilities” session
Presented by Wing Antariksa
JKT - 2015
BUILDING
ORGANIZATION
DEVELOPMENT
CAPABILITIES

2. Questions:
01
What are the roles of OD Professional in the Organization?02
What are the required capabilities of an OD Professional?03
How to build OD Capabilities
Organization Development is a dynamic values-based approach to systems change in
organizations and communities; it strives to build the capacity to achieve and sustain a new
desired state that benefits the organization or community and the world around them.
To build OD capabilities, require extensive practice
of OD methods, approaches, and tools.
02
04
What is OD Professional (and Practitioner)?

3. OD PROFESSIONAL:
…a NOMADIC status in the
organizations
There is no agreed/single standard of professional qualification or
accreditation to demonstrate competence
01
02 Practitioners are from a variety of career paths
03
In many organizations around the world, the HR function is monopolizing/
acquiring the OD function
04
‘OD Professional is a ‘journeyman’ with a broad range of skills,
qualifications and experience
03

4. 04
…however, the term organization development
practitioner refers to at least three sets of people
The most obvious group of OD
practitioners are those people
specializing in OD as a profession. They
may be internal or external consultants
who offer professional services to
organization clients, including top
managers, functional department heads,
and staff groups.
1
People specializing in fields related
to OD, such as organization design,
total quality, information technology,
and business strategy.
2
Applies to the increasing number of
managers and administrators who
have gained competence in OD and
who apply it to their own work
areas.
3

5. 01
02
03
04
05
TRUSTED &
CREDIBLE ADVISOR
CHANGE
FACILITATOR
COMMUNICATION
PROMOTER
BUSINESS
PARTNER
ORGANIZATION
EXPERT
ROLES OF OD
PROFESSIONAL
05

6. D I D Y O U
K N O W ?
Many of the techniques and interventions
invented and practiced by OD professionals
have become “mainstream.”
(Christopher G. Worley, Ph.D.)
ORGANIZATION SURVEY
FLIP CHART
TEAM BUILDING
06

7. Inappropriate organization structure
STARTINGPOINT
OFOD
Poor alignment to organization’s strategy
Poor Team Performance
Unclear Goals
07
Inter-Group ConflictLow Productivity

8. BUILDING OD
CAPABILITIES
1
2
3
4
Identify organizational and individual capability requirements and align strategy, people and processes to optimize effectiveness and
achieve organization goals. Design interventions to drive the appropriate culture, behaviors, skills, and performance and provide
insight and leadership on change management strategy, planning and implementation (Taken from CIPD & ODNetwork)
BUILDING OD
INTERVENTIONS
MANAGING
CHANGES
DEVELOPING TRUST
RELATIONSHIP
FACILITATING &
PARTICIPATING
Provide information and input to
the design of OD interventions.
Recognize the key levers of change and
recommend appropriate plans
Develop options & proposals for the
most appropriate focus of the
intervention
Develop org. wide interventions that align
& integrate structure, capacity, systems,
process and culture
Co-ordinate and roll out internal
communication messages.
Anticipate and support the organization
through barriers and resistance to change.
Highlight enablers and develop risk
mitigation plans to deal with
barriers/ resistance.
Engage and challenge leaders to
understand the rationale for change,
aligned and fully in support of the strategy.
08

9. THE ‘SELF AS AN INSTRUMENT’
Among the many competencies required
of us (OD practitioners) the use of self as
an instrument is at the heart of our
uniqueness and effectiveness. Cheung-Judge
(2001)
A key dilemma, however, for the development of OD professionals is what
might be described as a nomadic status in organizations., most OD specific
academic training and networks are still US based
(Valerie Garrow, 2009)
09

10. “the development of OD practitioners
must include practical experience and
application of the material.”
10

11. RECIPE FOR SUCCESS =
ASKING
Asking key
stakeholders,
especially people
closest
to the work and our
customers what they
need to be successful
Includes the fine art
of separating the
non-value added
feedback from the
substantive
feedback and
ensuring you really
understand what
people are saying
Quickly involves being
proactive about what
you can change but
also what you cannot
and why.
People are smart and
if you do not tell the
truth they will see
through it.
LISTENING ACTING
Learning and thanking
helps us build the
institutional knowledge
needed to grow and not
repeat our mistakes.
Thanking people is a critical
step for helping them see
the connection between
their feedback and the
actions taken.
LEARNING
&
THANKING
11

12. THANK YOU
SO MUCH FOR WATCHING
LET’S TALK
NOW
12

13. ORGANIZATION
DEVELOPMENT TOOLS
13

14. 0601 Developing
relationship with
sponsor
02 Negotiate &
finalize contract 03
Collect &
analyze
information
04
Expose &
understand the
data
05 Settle plan &
involve client
Action Research is at the core of an individual's OD practice. It is the standard process used in an
organization change contract. Through Action Research the practitioner begins to understand the
system in which s/he is involved, and the client group begins to take responsibility for the system in
which they live. The consultant and the client group work together to realize the goals of the change
contract.
Data
Gathering &
Diagnosis
FeedbackContracting
Entry
Planning
Change
Intervention
Evaluation
07Apply method
or process
Determine the
results/
achievement
The Traditional Action Research Model
From G. McLean & R. Sullivan (1989). Essential Competencies of Internal and External OD Consultants (p. 14). Unpublished manuscript. 14

15. T H E 8 - S T E P P R O C E S S F O R
L E A D I N G C H A N G E
Nearly 40 years of research by leadership and change guru dr. John Kotter have shown that more than
70% of all major transformation efforts fail. Why? Because organizations do not take a consistent,
holistic approach to changing themselves, nor do they engage their workforces effectively.
02 BUILD A GUIDING COALITION
06 GENERATE SHORT-TERM WINS
03FORM A STRATEGIC VISION AND INITIATIVES
07SUSTAIN ACCELERATION
01CREATE SENSE OF URGENCY
04ENLIST A VOLUNTEER ARMY
05ENABLE ACTION BY REMOVING BARRIERS
08 INSTITUTE CHANGE
15

16. Translate the business strategy into HR Road Map
Define mission critical that reflects and supports business needs
Redesign its structure to meet business needs and promote
collaboration
Develop relevant and reliable systems and policies
Accelerate the capability development of HR people
HR people are partnering with the business (line managers) to
provide solution
HR is focusing on end to end processes and its improvement
Integration of entire HR supply chain from HR policy to delivery
are happening
The use of self-service and atomization are increasing
Reliable and accessible HR data and data at ‘finger tips’
Current State Future State
ORGANIZATION
PEOPLE
PROCESS
TECHNOLOGY
Absence of HR Road Map and alignment with business
strategy.
HR function is perceived as ‘emergency responder’ and busy
entertaining ‘ad hoc’ request instead of executing program.
The function is fragmented and silos
Spend most of time on operation, routines, and ad-hoc
Credibility, Capacity, and Competencies are lacking in some
areas
Management do not see HR as contributing to strategic
initiatives
HR processes are typically non-integrated, manual, paper-
based and primarily administrative
HR overall process unable to provide end to end support
Limited HR decision support on the integrated and real time
data
Most of HR initiatives are puzzling around
SAMPLE OF ORGANIZATION DIAGNOSIS (CASE FOR CHANGE)
16

17. 17
ORGANIZATION
EFFECTIVENESS
TALENT MANAGEMENT
Workforce
Planning
Position/Role
Design
PERFORMANCE & REWARD
PLANNING & POLICY HC Strategy/
Blueprint
Competency
Model
Career Model
Target Setting
Performance
Base Pay
Attraction
Span of Control
Synergy
Planning
Knowledge
Succession
Planning
Performance
Monitoring
Grade & Pay
Structure
Onboarding
Cross-
Functional
Learning
Solution
Talent
Identification
Coaching &
Feedback
Benefit &
Recognition
Assessment &
Placement
Leadership
Development
Competitive Pay
Pressure
EMPLOYEE ENGAGEMENT
Grievance &
Discipline
Working
Environment
Termination &
Outplacement
Lagging LeadingAboveBelow Average
Performance
scale
Key: Gaps are measured based on expressed vision and desired state - Leading: refers
to no specific gap; Above: refers to limited gap; Average: refers to improvement
needed; Below: refers to important weaknesses; Lagging: refers to significant
weaknesses
KEYPERFORMANCEDRIVERS
Productivities,Quality,Innovation,Customers
BUSINESSRESULTS
RevenueGrowth,TotalReturntoShareholders,FutureValue
SAMPLE OF ORGANIZATION DIAGNOSIS (AS – IS ANALYSIS)

18. The primary reasons why organizations are
failing and losing money are insufficient
communications and lack of leadership
(PMI’s pulse 2014)
59%
Insufficient
Communications
Lack of Leadership
Communication is critical
to effective organizational
change management56%
0918

19. PARTICIPATION & EMPOWERMENT
09
Increased participation and empowerment have always been central goals and
fundamental values of OD
Participation enhances empowerment and empowerment in turn enhances
performance.
Empowerment is the key to getting people to want to participate in change
01
02
03
19

20. SAMPLE OF COMMUNICATION TOOLS FOR
ORGANIZATION CHANGE INITIATIVE
Purpose
• To establish awareness/promote a
change, and to motivate the target
audience
• To measure communication effectiveness
• To drive action
Content
• The basics – what it is, why it is important,
risks of omission
• How to develop a communications strategy
• How to develop a communications plan
• Tools, templates and sample documents
“People work harder for an organization they feel a part of.”
20

21. • The art and technique of using words effectively to impart
information or ideas.
• The main mechanism that establishes awareness, sets expectations
and creates buy-in for a change amongst those that will be impacted
by the change
DELIVERING THE
RIGHT MESSAGE...
…TO THE RIGHT
PEOPLE...
…AT THE TIGHT
TIME
21
COMMUNICATION TOOLS

22. BENEFIT REALIZATIONRISK OF OMISSION
22
Engage the business towards a common
goal by clearly defining strategy.01
02
Equip people to participate in critical
change activities in a timely and effective
manner
03
Minimize resistance by eliminating ‘fear of
the unknown’ and establishing ownership
Dispel fear or misdirection caused by
rumors04
Confusion resulting from change in the
work process and job roles
Ineffective use of new environment
(processes, technology, etc)
Increased resistance to change
01
02
03
04 Fear of the unknown & Unrecognized
project benefits

23. Newsletter Large & External Reinforcing Disseminate general, non-sensitive messages
Poster Large & External Reinforcing Advertise to build awareness
Correspondence Small & External Specific Use formal mechanism
Press Release Large & External General Advertise, build awareness and promote questioning
Web-Based
Presentation
Large and external or internal Educational requiring a demonstration Coordinate people from several locations and/or time zones
Conference Call Large & External Educational Demonstrate initiatives and promote questioning
Hot Line Large & External Informative Provide specific information and an opportunity for questions
Brown Bag Lunch Small & Internal/External Educational requiring a demonstration Allow for Q&A and face-to-face communications
Your Audience
Size Is…
The Message You
Want to Deliver Is… And You Need to …
METHODS TO DELIVER MESSAGES
23

24. T H E E N D