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What sort of implications for HR Maybe some of the following: 1. Build change competencies into the leadership development agenda starting with first line leaders 2. Intentionally to distinguish those who have higher change capability than others in your talent management processes so that you will always have a list of talents that you can give to senior leaders when they want to form a temporary change team 3. Develop a programme to use emerging talents to involve in leading change and use their experiences both as leadership development programme as well as an assessment process to input in the talent management data. 4. Adjust performance management system to ensure those who are pulled out to do the change work will be rated realistically. © Quality & Equality Ltd 24
Implication for HR development 1. Deepen your knowledge in working in complex Change – so that you can play both an educational and steering role to your business leaders. 2. Deepen your knowledge in system theory - so that you would know how to help leaders to adjust the internal organisation when organisation goes through externally driven change (systemic alignment) 4. Become more curious how to get a handle on human dynamics and psychology of change - so that you can support the organisation to approach change in a much more "engagement focus" "people centric" way. 4. Develop enough “OD process skills” to help the organisation to navigate through change in a sustainable way © Quality & Equality 25
Page 1 and 2: The 2012 Scottish HR Conference 1.
Page 3 and 4: The edge is a risky place to
Page 5 and 6: Programme Outline 1 2 3 4 Contextua
Page 7 and 8: technological advancement fierce co
Page 9: Communication Empathetic communicat
Page 12 and 13: Three decades of ‘Hyper’ -organ
Page 14 and 15: Impact on the world of work ! Inces
Page 16 and 17: 1934-1945 Work Attitude and Motivat
Page 18 and 19: Static change - is about moving fro
Page 20 and 21: Traditional Leadership Response 1.
Page 22 and 23: The leader’s focus needs to shift
Page 26 and 27: Implication for HR Profession on us
Page 28 and 29: Macro level issues 1. What is the c
Page 30 and 31: 2. Why this change List all reasons
Page 32 and 33: 2. How would this change affect our
Page 34 and 35: 4. What level of gain are we aiming
Page 36 and 37: 5. What type of change Transformati
Page 38 and 39: High (Overhauling) 6. Based on th
Page 40 and 41: 7. Stocking taking Question : Has y
Page 42 and 43: System Perspective OD Arena Environ
Page 44 and 45: Four frames model for strategic cha
Page 46 and 47: Vision Skills Incentives Resources
Page 48 and 49: Micro Level 1. Who are the key grou
Page 50 and 51: 2. Readiness and capability plannin
Page 52 and 53: 2. Early Adopters Champions Followe
Page 54 and 55: 3. Dovetailing benefit case / logic
Page 56 and 57: 4. For each key group, do we have e
Page 58 and 59: 6. Personal change capacity Underst
Page 60 and 61: Reluctant Player (C player) The
Page 62 and 63: What is the HR role in personal cha
Page 64 and 65: Where are we Do we need to chunk th
Page 66 and 67: Session 4 Deepening HR change capab
Page 68 and 69: Addressing resistance during change
Page 70: Change and multiple realities Multi
Page 73 and 74: A sample of reac
Page 75 and 76:
Working with resistance involves ou
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Activity 4.1 © Quality & Equality
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Engagement the big factor that
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Why engagement maKers in change
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The neuroscience of engagement ! St
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Away The scarf model Towards (Thr
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Utilise engagement framework Princi
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Session Five Deepening HR change ca
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The Human Transition Process Ending
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Phases of Transition Endings Loss
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The Tension of Transition Future re
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The three states not only do not sh
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Interim issues that organisation ne
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The questions that a change leader
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Practical implications for HR E
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Temporary Change Structure
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There is another important group th
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Change Team Member Specification Bu
Page 111 and 112:
Reference group(s) (offer second op
Page 113 and 114:
Champions and Sponsors • The role
Page 115 and 116:
Activity 5.1
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In complex and chaotic change conte
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Is our understanding of our ‘deep
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Change leader as an Instrument •
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OD Practice Trademark The total sys
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Design Premise Use of Self Living s
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Compassion - at root, means to suff
Page 129 and 130:
Hospicing the OLD • pay aKenC
Page 131 and 132:
Easing the difficulty of change Hir
Page 133 and 134:
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