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Human Resource Development ASSIGNMENT

This document is an assignment on organizational transformation submitted by Ritika Sharma to Dr. Nirmala. It discusses the meaning of organizational transformation, the role of human resources in transformation efforts, and concludes that most transformations fail due to a lack of support for cultural change. The key roles of HR in transformation include providing employee training, facilitating communication, tracking progress, and aligning talent management programs to support the new organizational culture and goals.

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Ritika sharma
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75 views

Human Resource Development ASSIGNMENT

This document is an assignment on organizational transformation submitted by Ritika Sharma to Dr. Nirmala. It discusses the meaning of organizational transformation, the role of human resources in transformation efforts, and concludes that most transformations fail due to a lack of support for cultural change. The key roles of HR in transformation include providing employee training, facilitating communication, tracking progress, and aligning talent management programs to support the new organizational culture and goals.

Uploaded by

Ritika sharma
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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ASSIGNMENT

HUMAN RESOURCE DEVELOPMENT

SUBMITTED TO: Dr Nirmala

SUBMITTED BY: Ritika Sharma

Roll No: 30

SECTION: B

UNIVERSITY SCHOOL OF MANAGEMENT

KURUKSHETRA UNIVERSITY,KURUKSHETRA

SESSION: 2020-2022
ORGANISATION TRANSFORMATION
MEANING:
Organizational transformation is the process of transforming and
changing the existing corporate culture to achieve a competitive
advantage or address a significant challenge. It can be an exciting time
for any organization. It is visible action taken by organizational leaders
to move from the present to the future in order to achieve a specific
outcome or benefit. It typically involves many, if not all, of the people in
the organization and has the potential to refocus and reenergize the
entire workforce.
The challenge for many organizations though is knowing there is a need
for organizational transformation, but not being certain of what the
corporate culture needs to be transformed to. For example, you may
have formal mission statement and company values defined, but when
it comes to having organizational leaders articulate the organizational
culture in a clear, succinct way, they struggle.
Yet this is the first and most important step to achieving organizational
transformation: understanding your existing culture. Here, we’ve
broken down the difference between mission, values, and culture to
help you get started. Once you can distinguish between these terms
and clearly define your organization’s current culture, you will be able
to move forward with confidence.

Mission
First, the mission or vision - two words that can be used
interchangeably without problem. A mission is fairly straightforward: it
is your organization’s reason for existing and the charter under which
leadership operates. In other words, what purpose does it serve?

Values
Values are the principles by which the organization abides. For
example, if the values include “empowerment” and “integrity”, then
it’s likely that employees demonstrate respect for each other in their
daily interactions, assume responsibility for mistakes, and hold
themselves accountable for results. If values include “excellent
customer service,” then a focus on the customer (internal and/or
external) influences everything an employee does in his or her
workday. While values are important for formally defining culture
and influencing, remember that organizational culture is more
complex than a few broad, sweeping words.

Culture
You can think of culture as your organization’s personality, as defined
by the sum total of all behaviors of the individuals within that
organization. The key to thinking about organizational culture is
looking at how things are done. Those working in a culture may or
may not be able to articulate exactly what the culture is, but they will
convey it through statements like “Everyone here works long hours”
or “We just seem to rely a lot on one another.”
Keep in mind that an organization’s written values may be
aspirational and not an honest representation of its current culture.
Closing the gap between an organization’s professed values and its
actual culture is often the point of cultural transformation.

The Role of Human Resources in Organizational


Transformation:

The role of Human Resources in organizational transformation efforts


is an important one. HR acts as a powerful change agent and advisor
to company leaders. According to Gartner research, 66 percent of
organizational change factors relate to talent, requiring the full
involvement of HR to pull together the people and resources needed
to make transformation efforts a success. Though it may be tempting
to think of HR as the prime driver of organizational transformation,
senior leaders are responsible for establishing the vision and
championing organizational change, with HR acting as a critical
enabler of change.

Here are four key areas in which HR plays an important role in


supporting organizational transformation and helping to make
it a reality.

1. Employee Training and Development


2. Workplace Communication
3. Tracking Progress and Sharing Feedback
4. Linking Talent Management Programs
Employee Training and Development
The role of HR is to understand the unique learning needs of the
workforce. During an organizational transformation, HR ensures that
leaders receive the necessary training to be more effective in leading
change and that all employees have opportunities to expand their
skills in relevant areas, such as teamwork, communication, or
customer service, just to name a few. Employees need new skills and
knowledge to change their behavior, and HR can identify training
partners and solutions that will address learning requirements as the
organization evolves. With a culture transformation, for example, HR
can evaluate and identify an enterprise-wide solution that
incorporates coaching, targeted skill-building, and training
reinforcement to ensure lasting behavior change.

Workplace Communication
Effective communication is necessary for any initiative to take hold
within an organization, and HR is an important catalyst for ensuring
that all individuals involved have the information they need. HR also
supports workplace communication by ensuring that the appropriate
feedback loops are in place so that individuals have opportunities to
express their views and ask questions. HR can enhance two-way
communication in support of organizational transformation in the
following ways:

 Helping to craft employee communications from senior leaders


 Participating in town halls and team meetings
 Advising leaders, from the CEO to the frontline, and helping
them to deliver consistent messages at every level of the
organization.

Tracking Progress and Sharing Feedback


HR helps to develop, drive, and monitor the agenda for change,
keeping leaders informed and helping those who derail get back on
track. Different functions and teams will have different experiences
as organizational transformation gets underway, and HR is well-
positioned to monitor each team’s success, making sure that
implementation across departments and functions is consistent.
Because HR is often central to transformation activities, HR
professionals are able to see each team’s progress with clarity and
can deliver feedback that will help managers guide their teams more
effectively.

Linking Talent Management Programs


During an organizational transformation, HR needs to ensure that
each stage of the HR Cycle—including recruitment, rewards and
recognition, and performance management—aligns with the goals of
the transformation. When talent management programs are aligned
to the new state of the organization, people have greater clarity
regarding performance expectations and opportunities for growth.
Some examples of how HR can link talent management programs to
organizational transformation efforts include:

 Ensuring that recruitment efforts and job postings incorporate


the skills and competencies required for success in the new
organizational culture
 Revising succession plans to ensure individuals who embody the
new company culture are positioned for leadership roles
 Integrating new organizational values into the performance
review process.

CONCLUSION:
Over the past five years, and especially due to the COVID-19
pandemic, rapid business transformation has become a necessity
for organizations to keep up with the evolving workplace. Yet, a
recent study shows that over 70% of large-scale transformations
fail and transformation risk continues to be a top concern for
most executives. This global problem is why we invested in world-
class research from top transformation experts to create the new
Organizational Transformation (OT) Series. This new, self-paced
virtual course is helping empower leaders and their teams to
create a culture that supports transformation and ultimately
future growth and success.

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