Aligning Organization DevelopmentWith Business Goals

July 29, 2015

Meet the Team

Andrew SlikeEngagement Manager

Dustin MahergAssociate

Brandon ScottImplementation Leader

Theresa HoopesAssociate

Introduction

Andrew SlikeEngagement Manager

What You can Expect

Summary

Collective Advancement Communication Transparency

Definition of Terms

Organizational Development – System-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness (Cummings and Worley, 2009).

Alignment – A descriptive term to symbolize a range of management-driven processes based on planning and directing training projects toward strategic goals (Anderson, 2009).

Change Management – A set of tools or structures intended to keep any change efforts under control (Kotter, 2008).

Theory

OD Theory as it Relates to OD Interventions

Theresa HoopesAssociate

Organization Development Defined

Cummings and Worley (2009) defined organization development as a “system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness” (p. 2).

“Organization development is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory…is the process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge.”

Cummings, T G. & Worley, C. G. (1997). Organization Development and Change

Brazzel and Jones (2014) The NTL Handbook of Organizational Development and Change

OD Interventions

“Today’s OD is a maturing practice characterized by:Practice at multiple levels of the systems. OD practitioners work with individuals, teams, team-to- team and group-to-group relationships, organizations (including work processes and systems), and inter-organization relationships that form around shared Interests and goals.”

Brazzel and Jones (2014. The NTL Handbook of Organizational Development and Change

OD Interventions

Brazzel and Jones (2014. The NTL Handbook of Organizational Development and Change

Leadership and Individual Coaching Leadership Development ProgramsOrganizational EffectivenessProcess and Performance ConsultingOrganizational Design and RestructuringTeam Building and DevelopmentReengineering and Continuous ImprovementStrategic PlanningChange Management and Transition PlanningReward System and Performance Management DesignEmployee Engagement

Kurt Lewin’s Change Management Model

http://ypalchemy.com/topics/Bx68PnkNyrJXJy45.html

Unfreeze

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Determine what needs to changeo Survey the organization to understand the

current stateo Understand why change has to take placeo Ensure there is strong support from upper

managemento Identify and win the support of key people

within the organizationo Frame the issue as one of organization-wide

importance

Unfreeze

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Create the need for changeo Create a compelling message as to why

change has to occuro Use your vision and strategy as supporting

evidenceo Communicate the vision in terms of the

change requiredo Emphasize the "why“o Manage and understand the doubts and

concernso Remain open to employee concerns and

address in terms of the need to change

Change

http://www.mindtools.com/pages/article/newPPM_94.htm

Communicate ofteno Do so throughout the planning and

implementation of the changeso Describe the benefitso Explain exactly the how the changes will

effect everyoneo Prepare everyone for what is comingo Answer questions openly and honestly

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Deal with problems immediatelyo Relate the need for change back to

operational necessitieso Provide lots of opportunity for employee

involvemento Have line managers provide day-to-day

directiono Generate short-term wins to reinforce the

change

Refreeze

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Anchor the changes into the cultureo Identity what supports the change.o Identify barriers to sustaining changeo Ensure leadership supporto Create a reward systemo Establish feedback systemso Adapt the organizational structure as

necessaryo Provide support and trainingo Keep everyone informed and supportedo Celebrate success!

Kotter’s 8 Step Process for Leading Change

Knowledge and Skills

Knowledge and Skills for both Consulting and Business Leaders

Dustin MahergAssociate

Knowledge and Skills

1. Ask the Right Questionso Become the organization’s GPSo Alleviate the pain pointso Work in the squeeze zoneo Make lemonadeo Mine and distribute the besto Plan for the future today

Kwinn, A., & Clark, R. (2005). Aligning Training to Business Results. Business Acumen , 34-38

Knowledge and Skills

2. Monitor organizational policies and procedureso Schedule periodic reviewso Consider the following when reviewing:

a. Alignment with organizational strategy b. Updated employee training to reflect any changesc. Enhance any opportunitiesd. Eliminate process steps that do not add valuee. Identify and document anything not formally

documentedf. Assess implications and make changes as necessary

Ngah, J. (2003). Aligning the Business. Internal Auditor , 61-64

Knowledge and Skills

3. Align learning goals with business performanceo Integrate training and communicate wello Combine training to activities that reinforce the business

plan

Volt, B. (2007). Aligning Training and Business Goals and Objectives. Electrical Wholesaling , 66

Knowledge and Skills

4. Run learning as a businesso Manage cost for greater efficiencyo Focus on the business value and add metricso Ensure integration with overall business strategy

Wearing, C. (2003). Aligning Learning to Business Goals. National Underwriter , 21-22

Barriers

Brandon ScottImplementation Leader

Barriers to Organizational Business Alignment

Barriers

Alignment Defined

Alignment Purposes and Goals

Supporting and Reinforcing Alignment

Potential Barriers

Transparent Communication

Insufficient Modeling (Upper Management)

Support from Middle Management

Disconnect between Internal Systems

Preexisting Organizational Infrastructures

Business Pressure

Potential Barriers

Difficult Employees

Low team member confidence; low morale and support

Cover or Overt Competitiveness

Organizational Culture

Conclusion