HUMAN RESOURCES: ORGANIZATIONAL DEVELOPMENT & CHANGE - Essay Example

First, it shows that partnership for organizational change is both strategic and effective when the CEO takes a proactive response to changing market dynamics and is committed to both the organization's performance goals and human resources; and views HR as a strategic partner. Second, it demonstrated the importance of HR's ability to work effectively with senior managers as trusted business partners to be able to initiate and coordinate during the change process. Third, it showed how HR systematically evaluated and adjusted its capabilities in supporting and sustaining the changes, from recruitment to training, compensation, and measuring effectiveness of the new model.

Most importantly, HR also took ownership of organizational change communications to employees by developing a comprehensive plan that even included a communications guide for managers and opportunities for exchange and feedback at all levels. However, although there was mention of the immense workload, there was 'no mention on how the HR department structured itself' to enable it to lead, facilitate change and at the same time handle its pre-existing administrative workload. What expertise and qualifications constituted HR's talent pool Was outsourcing used This information is an essential component to the model of 'operationalizing strategic change'.

Moreover, this model only begins when there is already full CEO support to HR. As other article reveals, HR is not commonly seen as a strategic partner and is not included in the initial change process. Possible bias of the author is negated by objective evidence of the success of the program. The hospital's operating margin has increased from 4.2 percent in 1995 to 17 percent in 1999. Based on hospital surveys conducted employee satisfaction has increased and 99 percent of patients declared that they would return to the hospital and/or recommend it to a friend or relative requiring hospital care. 2. Mohrman, S. A. (2007).

Designing Organizations for Growth: The Human Resource Contribution. Human Resource Planning, 30(4), 34+. Susan A. Mohrman, a senior research scientist at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California. Her research and consulting work focuses on organizational design, knowledge management, human resource management, and organizational change and capability development. Her work has given her a widened perspective and insight to present us with a proposal that powerfully integrates and increases the relevance of HR work today.

She argues that talent management, growth agenda, and the organization's design are not only highly interdependent but they limit one another. Hence, 'organizational design for growth' gives sense, meaning or framework to HR professionals on how their work can contribute strategically. But how can HR contribute if as Mohrman acknowledges, there is a current lack of broad organizational design expertise by HR She asserts that it is imperative for HR to develop the following organizational design competencies: high level understanding of organizational design and various design options; diagnostic capabilities to detect when designs are not supportive of business strategies and to