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Introduction
The decision to execute the concept of work redesign is challenging. It must involve
top management who are visionary, persuasive, and consistent. The need for work
redesign may be initiated by financial challenges, often a reduced budget. Other
reasons include:
Prior to initiating work redesign, it is very important to be clear about why the
organization is promoting a concept or solution called “work redesign”. As a leader or
HR professional supporting initiating this sort of change, you need to be prepared to
address the questions identified below.
• What is the driving purpose of the redesign? In particular consider scope and
impact.
• What is the desired result or outcome? In particular examine potential
financial savings, efficiency or improvement to employee well being.
• How will we engage individuals and teams within the process of review?
• People- The characteristics, attributes and skills of the people working in the
environment, PEOPLE make an organization and need to be our number 1
priority
• Systems/Process- The structure, equipment, methods and technologies used
to get the work done
• Results- How we know and let others know that we are successful
• Culture- How we relate with one another, customers and do our work
together
This comprehensive model examines the current and future state, and lays the
foundation to enable ongoing systematic improvement.
Procedure
1. Identify a change management team with leader. An Organizational
Effectiveness (OE) consultant will partner with leadership and HR to facilitate
group meetings and develop a contract for the change. Other experts may be
brought to team as needed.
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Make sure to involve those that are engaged in the work on team and that a
clear outcome is identified. This team will also make recommendations related
to communication needs and operational considerations as the change moves
forward.
3. Create an infrastructure to sustain the change. Use this time to step back
and look for new solutions.
• Prepare organizational chart for the future
• Consider span of control for managers
• Review key functions: services, culture etc.
• Review key processes: identify new workflow or business changes, are work
processes continuously improved?
• Review system: Are methods and procedures carefully defined? Determine
measures of success or desirable outcomes.
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- Current effectiveness of potential individual leaders
- Levels of role complexity
- Potential for future roles in organization
- Impact analysis related to diversity