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| 1. Q£º | What is OD & OE? What¡¯s the difference between OD and HRD? |
| A£º | An effective organization is one that is designed so it achieves its business goals. Organizational Effectiveness is the job of the most senior leaders. They are responsible for reading the business environment, knowing the organization's core competencies and then shaping the organization as needed.
The more effective the design (and, therefore, the ability of the leaders) the greater the "win" because of less waste, lower internal costs, higher productivity and greater customer satisfaction.
Organization Development is the term used to describe the activities that take place to increase the organization's effectiveness. Conducting OD activities is the primary job of the leaders and the people who support them, including managers and consultants. Through an analysis of the organization's situation, a single (or a series) of actions are taken to make the organization more effective. These actions are called interventions and, to paraphrase Richard Beckhard and Wendy Pritchard in Changing the Essence, The Art of Creating and Leading Fundamental Change in Organizations
Any OE effort or implementation of OD interventions is intended to change something within the organization. When an element within an organization is changed, people must modify how they do things. Sometimes they are even asked to change how they think or feel.
Organization development (OD) is the planned process of developing an organization to be more effective in accomplishing its desired goals. It is distinguished from human resources development (HRD) in that HRD focuses on the personal growth of individuals within organization while OD focuses on developing the structures, systems, and processes within the organization to improve organization effectiveness.¡±
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| 2. Q£º | How to manage and develop core talents? |
| A£º | People management and system development, which are both based on performance and talents resources, will focus on vision, mission, strategic objectives and core value of the organization. They include the following contents:
Strategic people standardization - Bring the people management and development into the core of strategic business.
Recruitment and selection - ensure the proper people to take the proper position
Core talents - Identify and develop the excellent leaders and management talents
Performance management -Set up and achieve high performance of individuals, team, and company
Training management- ensure the return from the investment of people training and development
Compensation and reward ¨C Ensure to appraise and encourage the excellent performance and leadership.
Different organization has different definition for core talents, for example, a company definite the excellent 20 percent of all employees except CEO as the core talents, including the senior, middle, front line management and other staffs. Also, they divide their core talents into three groups: key talents, potential talents for promotion, excellent potential talents.
The basic process of talents management and development includes:
• Evaluate the overall performance
• Select the core talents matching organization¡¯s strategy and value through 360 degree survey and assessment meeting;
• Set up and implement development plan, including the on-job and off-job training series project,
• Achieve the overall objectives in:
- Identifying and exploring excellent staff systematically
- Maintaining high potential leaders and core talents, preparing for future development of the organization
- Exploring and meeting the talents need of organization in both short term and long term development
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| 3. Q£º | What kind of the methods does training needs analysis adopt? |
| A£º | Many tools and methods exist in training needs analysis. For example, reviewing the present documents and reports, (such as satisfaction survey, performance report, sales revenue report, problem-staff report, finance performance, productivity etc.); talking to department manager about the present problems in the organization; concluding the employee¡¯s performance related problems (Rumler Model); exploring the true reason by focus-group etc. Here, we will introduce one of the tools-- Rumler Model:
-Knowledge/Skills
Does the employee have the necessary knowledge and skills to perform?
Does the employee know the performance is important?
Can the employee perform in physical, psychological and emotion?
-Task Conflict
Can the employee learn the necessary action investment easily?
Can¡¯t the task conflict with others?
Is the process reasonable?
Is there a proper resource to implement? (Time, tool, staff, information)
-Behavior Standard
Does the behavior standard exist?
Do the employees know the expected output and behavior standard?
Do the employees believe the standard reachable?
-Results
Does the related result support the behavior?
Is the result meaningful from the employees¡¯ point of view?
Is the result timely?-Feedback
Do the employee receive the information?
Is the information they received related? Correct? Timely? Understandable? Clear?
Fully understanding the problems in business department is the key of training needs analysis. The participants should learn to find problems and get effective data by questions and try to find the reason by scientific analysis.
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| 4. Q£º | I wish to learn the necessary competence for professional HR staff: |
| A£º | Professional HR staffs often take different roles at work that will decide the necessary competence they should have. Each role has its special competency index. For example:
£Becoming a process specialist:
• Practicing Reward Management
• Hiring The Best
• Optimizing OC Transactional Services
• Improving Employees¡¯ Performance
£Becoming An Employee Champion:
• Promoting Employee Relation
• Building Organization Capability
• Living The Seagram Value
• Demonstrating Personal Credibility
£Becoming A Change Agent:
• Championing Change
• Fostering A Shared Mindset
• Growing Leadership Bench
• Building A Learning Culture
£Becoming A Strategic Partner:
• Understanding the Business
• Developing Business Partnership
• Creating the Strategic HR Plan
• Driving Strategic Initiatives
The competencies for each role have their detailed index. If you need to consider your development in the company, we would like to do the 360-degree survey for you.
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| 5. Q£º | How to combine our training needs with the company¡¯s strategy? |
| A£º | Our Training Needs Analysis (TNA) workshop will use real cases to help HR staff understand and taste how to combine the training plan with company¡¯s strategy. If you want to learn more, please join in TNA workshop.
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