Organizational Development

UNDERSTAND
The UW Vision states that "discovery is at the heart of our university." Discovery is
also at the heart of organizational development -- discovering leverage points,
strengths, and potential among organizations, teams, and individuals.

Successful organizational development (OD) is collaborative and future-oriented.

Through OD, organizations can improve effectiveness, achieve goals, build capacity,
and creatively manage challenges and change.

OD consultants focus on developing the structures, systems, processes, and people

within the organization through a variety of activities, including organizational
assessments, executive and employee development and coaching, mediation and
conflict resolution, operational review and process improvement, retreat planning
and facilitation, strategic and operational planning, team development and
facilitation, and customized training.

ACT
The University Consulting Alliance is group of management, organizational
development, and human resource consultants both employed by the University of
Washington and subcontracted by UW Professional & Organizational Development.

Services are available only for University of Washington clients.

EXPLORE
Could your organization benefit from working with an OD Consultant from POD?
Frequent YES responses mean an OD consultant could likely help your team achieve
its goals.

Is there a sense of unrealized potential at my organization?

Does my organization lack direction due to inadequate structure or guidance from

upper management?
Does my organization cling to obsolete products, services, or practices?
Are we experiencing low staff morale or high turnover?
Has the organization grown or shrunk very quickly?
Is it in an "identity crisis," lacking a clear sense of purpose?
Are there conflicts about my organization's future direction?
Has my organization experienced major changes in its environment, such as a move
to new facilities?
Has my organization implemented a new technology?
Is my organization bogged down with inflexible rules or directives?
Are there people in the organization who are stopping or hindering progress?
Has my organization's external environment changed dramatically?
~ adapted from Principles of Organization Development, ASTD Info Line

What is an Organizational Development consultant and why would you need one?
The one constant in organizational life is change. Staff, faculty, and students at the
University of Washington have dealt with enormous change in the last five years,
and organizations within the UW must continue to change to maintain the
University's reputation of excellence. An OD consultant can help you plan your
change and minimize risk.

An OD consultant works to bring about positive changes by:

Meeting with you to discuss the reasons for the consultation

Gathering data about the problem
Analyzing the data
Reporting the results back to you
Suggesting ways and guiding the organization to implement the desired changes

What might an OD consultant suggest as a way to create change?

There are a variety of strategies that lead to change in an organization. They can be
directed toward individuals, work groups, or the entire organization. Some
commonly-used OD strategies include:

FOR THE ORGANIZATION

Vision, mission and values development

Goal setting
Organizational restructure and redesign
Commitment to new programs
Commitment to new ways of managing
Communication and teamwork skills
BETWEEN EMPLOYEES

Values clarification
Conflict resolution
Norm setting
Role clarification and negotiation
Improving communication abilities
FOR INDIVIDUALS

Job redesign
Training and management development
Career development
Individual observation and feedback
Individual skill coaching

Serving as a sounding board for decisions

Technical skills training
Administrative skills training
Management/supervision training
Decision making and problem solving
Project planning and implementation

ADVANCE YOUR HR EXPERTISE:

Explore key practices for developing organizations and creating a true learning
culture
Build a knowledge base of adult learning concepts, as well as how to create,
implement and measure employee development programs
Learn to facilitate organizational change
Learn HR theory and practices, and how they impact individuals and organizations
Develop HR policies and practices that align with the larger business strategies of
an organization
Develop the critical thinking skills to conduct research and measure human resource
performance within the organization
Refine your ability to apply ethical thinking and judgment to a wide range of HR
situations
Build leadership skills in order to motivate others toward organizational growth and
change
Increase your familiarity with the increasingly complex and powerful technologies
used in measuring HR performance and forecasting needs
Strengthen the communication skills you need to effectively share information,
persuade others and manage conflicts
Examples of human resource development include formal activities like classroom
training, college coures, and a change effort planned by the organization. An
example of an informal activity is a manager coaching his or her employee.

Human resources is the set of individuals who make up the workforce of an

organization, business sector, or an economy. "Human capital" is sometimes used
synonymously with human resources, although human capital typically refers to a
more narrow view (i.e., the knowledge the individuals embody and can contribute to
an organization). Likewise, other terms sometimes used include "manpower,"
"talent," "labor," or simply "people. "

Human resources development (HRD) as a theory is a framework for the expansion

of human capital within an organization through the development of both the
organization and the individual to achieve performance improvement. Adam Smith
states, "The capacities of individuals depended on their access to education. " The
same statement applies to organizations themselves, but it requires a much broader
field to cover both areas.

Human resource development is the integrated use of training, organization, and

career development efforts to improve individual, group, and organizational
effectiveness. HRD develops the key competencies that enable individuals in
organizations to perform current and future jobs through planned learning activities.
Groups within organizations use HRD to initiate and manage change. Also, HRD
ensures a match between individual and organizational needs.

HRD as a process occurs within organizations and encapsulates:

Training and development (TD), the development of human expertise for the
purpose of improving performance
Organization development (OD), empowering the organization to take advantage of
its human resource capital.
TD alone can leave an organization unable to tap into the increase in human,
knowledge, or talent capital. OD alone can result in an oppressed, under-realized
workforce. HRD practicitioners find the interstices of win/win solutions that develop
the employee and the organization in a mutually beneficial manner. HRD does not
occur without the organization, so the practice of HRD within an organization is
inhibited or promoted upon the platform of the organization's mission, vision, and
values.
Source: Boundless. Development of Human Resources. Boundless Business.
Boundless, 21 Jul. 2015. Retrieved 30 Apr. 2016 from

https://www.boundless.com/business/textbooks/boundless-businesstextbook/human-resource-management-12/the-functions-and-goals-of-hr82/development-of-human-resources-396-622/
Organizational Development Services
Organizational Development Services can be used by managers and employees as a
way to enhance individual performance or a groups dynamic.
There are a lot of factors that go into doing a job well. Organizational Development
Services are designed to help evaluate an individual or group holistically that is,
we take all of those factors into account from personal abilities to relationships
within the work environment, and everything in between.

The evaluation helps us identify specific ways to enhance or improve performance.

While our training classes are one tool used to address specific needs, there are a
variety of things that we can do to help employees achieve both individual and
team performance goals.

Levels of Organizational Development Services

Individual Services

Performance Coaching
Design of Developmental Plans
360 Feedback
Personality Type Assessments
Performance Improvement
Group/Team Services

Team Building/Development
Work Process Mapping
Diagnosis of Performance Issues
Conflict Resolution

Measurement Development
Organizational Services
(i.e. a college or division with multiple groups or teams)

Employee Recognition
Change Management
Strategic Planning
Employee/Customer Surveys
Process Improvement
Retreat/Meeting Facilitation
Most services are free to University clients. However, some costs may apply if
external resources or proprietary materials are required to provide the service. In
those instances, service agreements are negotiated in advance of all organizational
development activities.
History[edit]
The name of the discipline has been debated, with the Chartered Institute of
Personnel and Development in 2000 arguing that "human resource development" is
too evocative of the master-slave relationship between employer and employee for
those who refer to their employees as "partners" or "associates" to feel comfortable
with.[2][3] Eventually, the CIPD settled upon "learning and development", although
that was itself not free from problems, "learning" being an over-general and
ambiguous name, and most organizations referring to it as "training and
development".[2]
Practice[edit]
Training and development encompasses three main activities: training, education,
and development.[2][4][5]
Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.[5]
Education: This activity focuses upon the jobs that an individual may potentially
hold in the future, and is evaluated against those jobs.[5]

Development: This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the future,
and is almost impossible to evaluate.[5]
The "stakeholders" in training and development are categorized into several
classes. The sponsors of training and development are senior managers. The clients
of training and development are business planners. Line managers are responsible
for coaching, resources, and performance. The participants are those who actually
undergo the processes. The facilitators are Human Resource Management staff. And
the providers are specialists in the field. Each of these groups has its own agenda
and motivations, which sometimes conflict with the agendas and motivations of the
others.[6]
The conflicts that are the best part of career consequences are those that take
place between employees and their bosses. The number one reason people leave
their jobs is conflict with their bosses. And yet, as author, workplace relationship
authority, and executive coach, Dr. John Hoover[7] points out, "Tempting as it is,
nobody ever enhanced his or her career by making the boss look stupid." Training
an employee to get along well with authority and with people who entertain diverse
points of view is one of the best guarantees of long-term success. Talent,
knowledge, and skill alone won't compensate for a sour relationship with a superior,
peer, or customer.[8][9]
Typical roles in the field include executive and supervisory/management
development, new-employee orientation, professional-skills training, technical/job
training, customer-service training, sales-and-marketing training, and health-andsafety training. Job titles may include vice-president of organizational effectiveness,
training manager or director, management development specialist, blendedlearning designer, training-needs analyst, chief learning officer, and individual
career-development advisor.
Talent development is the process of changing an organization, its employees, its
stakeholders, and groups of people within it, using planned and unplanned learning,
in order to achieve and maintain a competitive advantage for the organization.
Rothwell notes that the name may well be a term in search of a meaning, like so
much in management, and suggests that it be thought of as selective attention paid
to the top 10% of employees, either by potential or performance.[10][11]
While talent development is reserved for the top management it is becoming
increasingly clear that career development is necessary for the retention of any
employee, no matter what their level in the company. Research has shown that
some type of career path is necessary for job satisfaction and hence job retention.
Perhaps organizations need to include this area in their overview of employee
satisfaction.[citation needed]

The term talent development is becoming increasingly popular in several

organizations, as companies are now moving from the traditional term training and
development. Talent development encompasses a variety of components such as
training, career development, career management, and organizational
development, and training and development. It is expected that during the 21st
century more companies will begin to use more integrated terms such as talent
development.[citation needed]
Benefits of Training & Development[edit]
Training is crucial for organizational development and its success which is indeed
fruitful to both employers and employees of an organization. Here are some
important benefits of training and development[1]
Increased productivity[1]
Less supervision[1]
Job satisfaction[1]
Skills Development[1]