Whose job is organisational development? It’s a simple enough question but one which can lead to all sorts of complications. You see, the original scope may be in the hands of the leadership but once they cast their plans upon the organisational waters, the development can sink or swim on the tides of training, enthusiasm, inertia or sheer stubbornness.
This means that whilst OD is perhaps traditionally held to be the preserve of the leadership, in actual fact it sits in everyone’s hands. And the task of translating the aims and intentions into reality rests very firmly in the hands of HR and training. Of course, in an organisation that is headed by an outstanding leader, this shouldn’t be a problem. When empowerment and enabling and inspiring are the name of the game then employees are more naturally in tune with the leadership. But even in these organisations it is the way in which the leadership firstly model the way and then communicate their plans which can make all the difference between success and failure.
Let’s be honest here. Even in the best run businesses there are very few reorganisations which pass by without a hitch. The more radical the reorganisation the more likely it is that there is one process, one customer relationship, one supplier interaction which if changed can have unintended consequences. But overcoming that challenge is a valuable learning point and one which will stand the organisation in good stead for the future. It’s not just a cliché to say that how you face up to and overcome problems is almost more important than the problems themselves.
Even assuming that the leadership have scoped and communicated a viable and potentially game-changing development plan, it is still up to HR and L&D to play a vital part in translating that plan into action. From helping team leaders to overcome objections to helping employees to gain new skills the HR/L&D teams are in the thick of the action. New contracts, new procedures manuals, new reporting lines, new departmental relationships; whatever the change it is up to the HR/L&D teams to shake up and resettle the organisation in the new pattern.
This may well require the HR/L&D teams themselves to acquire new skills. Are employees now to be spread over a number of sites or working from home; is distance learning or blended learning a new skill to be mastered; do new processes call for a greater use of social media or IT support programmes? Do the leaders themselves need help in developing their own expertise, perhaps via a programme such as the Leadership Practices Inventory? Whatever the challenge, whatever the change, the HR/L&D team has to be prepared and not just in a passive way. There is no point in sitting around waiting to be told. Active, pre-emptive, professional support has to be delivered in a timely fashion or you will only end up chasing the rainbow.
Who is responsible for organisational development? Well actually everyone is and unless the HR/L&D team are there in support then the future may not turn out to be as rosy as planned.
