Posts Tagged ‘instructor’

Organizational Development


The field of Organizational Development (OD) is so fascinating that I decided to start a blog about it. There are many definitions of OD. As I was first introduced to the field many years ago, I tend to agree with this definition: …”a planned, organization-wide effort to increase an organization’s effectiveness and viability.”  http://tiny.cc/54uah

Another field that goes hand-in-hand with OD is Organizational Change Management (OCM). A definition: “Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management.”  – http://tiny.cc/49hfj – There are many change models which can be used for successful change management –  http://tinyurl.com/nx9l2bx  – I have used several throughout the years, including Prosci ADKAR and Kotter’s 8-step models.

Even though the term ‘Organizational Change Management’ was never mentioned when I was first introduced to OD, it was part of my training, as well as performance management and other subsets of OD.  I tend to group all of the subsets together under one category (OD) when I speak about the field I have such passion for. OD kind of fell in my lap early in my career as a blue-collar worker. The following describes the two experiences which carved out my career.

In the early 80s, I was hired for blue-collar work in a small juice-processing plant which Procter & Gamble had just bought to test market a new product. During my time there, the company engaged and empowered all of us to take ownership of our product. We not only worked together as a team to address production, process and quality, but were also involved with taste tests in the lab, marketing for the product (TV commercials) and cross-training. Those of us in the group who wanted to cross-train for existing plant leadership roles were encouraged to do so. I was one of them.  We were also taught about the different transitions a company goes through during change.  As a team, we were involved with organizational development from the ground up.   My first involvement with OD made such a huge impact on me that a few years later after I had to relocate to another manufacturing plant, a second opportunity to become involved with OD presented itself. I jumped at the chance.

My second chance of OD involvement came during mid-late 80s.  I worked for a small family owned manufacturing company, again as a blue-collar worker. The company was in the beginning stages of change as Emerson was in the process of buying this company in order to save it from a hostile takeover. During this time, Corporate decided to start a pilot which involved  several employees from all levels of the organization. This pilot group was to address process improvement, quality, cross-training, problem-solving, etc. I was chosen to be part of this pilot. We were considered the main action team. The company gave us the tools we needed by training us in the following areas:

Communications

  • Verbal
    • Listening Skills
    • Presenting Skills
  • Nonverbal (body language)

Problem solving

  • Cause and effect sessions
  • Fishbone problem solving tool
  • The 5 Whys
  • Brainstorming
  • Rapid problem solving

Team Building

  • Action Teams
    • How to be a good leader
    • How to be a good follower
    • Engaging employees
    • Conducting team meetings
    • Rapid team building

Quality

  • Internal Customers
  • External Customers

Process Improvement (Lean)

Project Management

Training (Facilitation)

While on this team, we were engaged and empowered. Our first project dealt with one product line for which we changed the manufacturing process from batch to line process. This involved moving machines and other equipment. Once we started the project, we were given the authority to stop the production line if any one of us found a quality or process problem. We wanted to bring awareness to these issues. We identified problems and quickly solved those through problem-solving teams. This particular project took us several months to complete, but we were successful. We were engaged, empowered, and accountable. We made a difference for the company. The rest of the machines in the plant were eventually moved, in staged efforts, to allow for the process change for all of our products.

During a timeframe of  several years, the team membership of this group changed to engage other employees, who formed subset teams for areas we identified for improvement. We addressed cross-training, various process improvements, performance management, timeliness, quality, and culture, among other things. Eventually, this team was phased out. This was my second experience with OD. Shortly thereafter, I would crave the excitement of the field so much so that I eventually went back to school while working fulltime and obtained my B.S. and M.S. in fields which aligned with OD. I went from blue-collar work to white-collar work in order to seek out opportunities where I could really make a difference.

This takes me to the present. I have been a professional for several years now. I have drawn from my past experience in OD and my continuous learning of the field to implement many initiatives which improved organizational effectiveness. After all of these years, the passion for this field is still like a fire in my belly. I did not choose OD as a career, the field chose me. There are numerous opportunities to make a difference, so my journey is never-ending. My blog will include many aspects of the field. In addition, I may include my responses to various discussion board questions relating to OD. Regardless of the content, I hope you enjoy my blog!

Tammi Peters, M.S. HRD ~ Organizational Development Professional

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Talent Management-Retention


My recent post on a Talent Management discussion board addressed the following:

How to retain your key people, without increasing the monetary rewards?  

My answer –

The current economic situation brings about an interesting dilemma for companies focusing on retention. The following paragraph is from an online article addressing retention and flexibility. I chose the source not only because of the discussion about flexibility, but because of the first 2 ½ sentences. Our mindset we developed over the last two years needs to change to deal with the improving job market or we will have a difficult time retaining key people.

“From what I’m seeing, we’ve turned a corner in the job market. Firms are publicly stating their intention to hire. And, the “Look, people are just lucky to have jobs,” mantra of the last two years has given way quickly to …..We need to offer workplace flexibility so we can attract and retain our people.” This is great news for me, but it’s dangerous for employers.”  http://tinyurl.com/4g4pg6p

Although monetary awards are important, they are not the end-all.  To retain employees, find out what their motivating factors are. For some great examples, read 10 Things Employees Want Most: http://tinyurl.com/2dqg8ne

Some companies have hired employees the last two years who previously had more challenging roles with more responsibilities than those of the new positions. The past roles may have been eliminated due to economics. These folks may have taken a reduction in salary, as well. How do we retain employees without increasing monetary rewards? That depends on the direction of the current job market, the internal motivational factors of these employees, and the financial health and potential growth of our own companies. Can we afford not to take a look at our current salary structure to make sure we are aligned with the improving job market? Can we afford to lose our talented workforce to opportunities which might exceed our current salary plan? Can we offer non-monetary rewards to retain these employees or is that not enough? Many folks took on positions solely for the paycheck, due to lack of available jobs. Many are now leaving for opportunities which offer the higher salary and/or challenges once offered by past employment.

What strategies can we use to address retention? Relationship building, performance feedback, engagement, empowerment, challenging work opportunities, and a career direction plan offer results – just to name a few.  The culture of a company needs to support the efforts, as well. Building relationships should be a given for every company. If your leadership teams are not building relationships with the rest of your employees, it is time to have a talk with them. Same goes for the CEO/President-get to know your employees! Create collaborative environments for all levels of employees to interact with one another and with leadership. Create efficient performance feedback processes which accurately measure performance and gives opportunities for improvement. Utilize social media and other tools. Relationship building and performance feedback are extremely important for retention!

I believe every employee wants to add value. Matching the skill sets and aspirations with current work opportunities would be an answer for retention. For example, leadership skills of employees can be polished, regardless of current role, if managers were coached to find creative ways for employees to lead initiatives. Another example-instead of a manager always creating the informational PowerPoint and presenting the monthly report to c-level leadership, rotate the responsibility to those employees who want to get involved, regardless of their current role. I worked for a company where a Sr. Manager did this for her group. I coached some of her employees in presentation skills to prepare them. These employees were motivated to utilize/polish their skills. They were engaged and empowered.

Engaging people to help identify gaps in their skill set to create a career path can help retention. I implemented a global-wide Talent Management and Succession Plan to address core competencies of key people for business continuity. This created an opportunity to address retention of employees, as well. The skill set gaps were identified and addressed. Employee aspirations were also identified. Job descriptions/role profiles were reviewed for accuracy. In order to address retention, it is our responsibility to develop a plan which addresses career development.

In summary, there are many ways we can retain employees.  I included just a few suggestions in this posting. There are several non-monetary ways to address retention. It is our responsibility to make sure our culture is aligned to support these efforts. Companies are also facing retention challenges due to the current economic recovery. We must be open to explore our options. Can we afford small monetary rewards or offer higher salary? These are dilemmas facing some companies today. Many more companies will be facing these dilemmas tomorrow. Is your company ready?

March 2, 2011 update: A great article which aligns with my Talent Management post,  Are You Ready For War for Talent 2.0?  http://tinyurl.com/4u627ap

March 8, 2012 update: Another great article,  Low-Cost Ways To Show Employees They’re Highly Valued. http://tinyurl.com/6rdfonm

Tammi Peters, M.S. HRD ~ Organizational Development Professional