Last week I had an opportunity to debate “Who is the People Director of the Future” (www.peopledirector.org) with a group of HR leaders from a variety of private and public sector companies, many of which are household names. Although I am an advocate for the often-maligned HR function, I found it was quite easy to…
Most of the studies on trust in organisations have taken a cross-sectional approach (snapshot view) and looked at it at a single point in time. However, trust is a dynamic phenomenon and cross-sectional studies of trust are inadequate to meaningfully capture changes in trust and understand how it fluctuates over time in response to events…
How do employees view the trustworthiness of their organisation during change? What informs their judgments of organisational trustworthiness? What can leaders do to sustain trust during turbulent times of organisational change? What can HR/OD practitioners do? This research explores the employee view of organisational change, and in particular its impact on perceptions of trust. Three…
In fact, it is bonkers. And before I provoke a storm of interdisciplinary warfare between opposing camps of practitioners, let me backtrack for a moment and start with a couple of definitions: Organisational Development: “a systematic approach to improving organisational effectiveness – one that aligns strategy, people and processes” – Roffey Park’s definition Organisation Design: “a dynamic process of…
May be I’m a facilitation snob, but over the last few months I’ve seen quite a few facilitators who are well-meaning but to a greater or lesser extent, unskilled. That’s not to say that there isn’t latent potential in these facilitators, but it is, as yet untapped. As we recruit for either full time or…
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The gap between HR and employees is “as great as ever” according to new research published last week in Singapore The authors conclude: “Huge differences between HR and employee perceptions on key human capital management issues means work remains to be done – and that companies are operating without fully engaged workforces.” The truth can hurt, but…
‘This article first appeared in e-O&P Vol 21 No 1, Spring 2014 and is reproduced by kind permission of AMED www.amed.org.uk’. I see myself as someone who is an Organisational Development (OD) practitioner, who also has an interest in Conscious Business (CB). In conversation with peers in both spaces, my curiosity is drawn to how they…
The BBC has announced its new Director General in the wake of the Jimmy Savile scandal and Justice Leveson is about to publish his report into media standards. Whereas the City has been at the centre of debate over corporate ethics and accountability in recent years, now it is the media industry’s turn to be…
In 2003 Roffey Park’s Management Agenda reported that 32% of respondent organisations have internal consultancy teams, and that the majority of those who do not, believe their organisation would benefit from creating one. Whilst most work on consultancy draws upon the external consultant as an example, writers accept that there are particular issues faced by consultants operating…
A research report focusing on the different approaches for developing and retaining organisational knowledge, including the different roles and responsibilities for effective knowledge management. It features six organisational case studies – including BBC, KPMG and PPP Healthcare – which highlight practical approaches to building sharing and retaining knowledge. The report also gives some insight into…
Report highlights Tracing the evolution of the model The impact of organisational demographics, culture and structure on success Role and development of the HR business partner Essential elements of implementation How to realise long term benefits from HR business partnering Maximising the value of HR business partnering is a timely and important piece of research.…
