Document Sample
D. Le Houillier, BDT-HRD - Geneva

The following text is drawn from an article written by Mr Mario Maniewicz in September 2001. B.

implementation at organizational level.




A change management training/action programme. From theory to practice

"to ensure that the organization has the required number of staff, with the right profile and at the right time." "The challenge for the HR management function is to be able to transform rapidly in order to allow the organization to build a truly integrated system that encompasses staff planning and redeployment, training and human resources development functions, in order to allow the organization's human profile continuously to adapt to its changing needs."

FOR WHOM: A. B. Initially, HR units HR experts

WHY? So that management teams in telecommunication organizations can have access to a broader range of HR services centred on transformation management. Telecommunication organizations are undergoing major transformations in order to cope with deregulation, globalization and competition, and HR units find themselves at the very heart of the changes that their companies have to manage. They must be capable of guiding, supporting and accompanying all of the management teams in the various services in the planning, introduction and implementation of the transformation process. The traditional role of HR units has always been to take care of staff administration, i.e. recruitment, classification, remuneration, working relations, and also training. In the 1980s, organizations began to move towards organizational development. However, it took over ten years for the various units within organizations to fully understand and "buy into" organizational development. Little by little, OD came to be known and appreciated, and the HR function has been enriched by a service that corresponds to the new organizational environment, since organizational development consists in

ITU, and more specifically its Human Resources Division, considers it very important to assist its members in working towards the above objective, and to that end is designing a programme to enable the various HR services of the member enterprises to re-think all aspects of their respective decisions with a view to remaining at the cutting edge in their field. They will then be in a better position to respond to the demands of their internal clients and to guide them more effectively through the major change process they must undertake. NEW: A programme in two parts From diagnosis to implementation WHAT A. An approach involving strategic discussion at the regional level and


planning, guiding and managing, in a structured manner, all of the changes the organization must undertake not only in order to survive, but to be successful in a global environment with new rules of the game. The role of HR, whether in terms of its more traditional function or in this new context, has thus evolved and become increasingly that of a facilitator and adviser, not so much with regard to content as on the approaches to adopt and processes to favour, and more of a catalyst for change than a custodian of the rules and of "what must be done". HR units should promote new ways of doing things in the interests of improving the management of their organizations and enabling them to adapt to the changing telecommunication environment. The traditional management models no longer provide a guarantee of success and have to be redefined if they are to be effective in the new economy. Change has become essential. The structures and processes that currently characterize HR units do not enable them to provide the kinds of service that their internal clients are entitled to expect. The success of any HR unit depends on that of its customers, and hence on its ability to play a role they perceive to be essential. With the support of ITU's Human Resources Division, interested HR units will enter into a process of reflection and possibly of "re-engineering", reviewing, among other things, their mission and vision, and subsequently equipping themselves to face the new challenges. Just a few of the questions that need to be asked and subjects that need to be addressed by HR officers: Who are their customers? What are their customers' needs, both now and for the future? What challenges do their customers face? What are the problems confronting HR units?

What role do we wish to play as HR officers? And how do we wish to go about it? What structure should we adopt to serve our customers better? What processes do we need to change? What competencies must we have in order to help our customers cope with all the changes? Are our systems interdependent? Developing new strategic response systems, changing behaviours, building new capacities and organizational competencies, simplifying organizational processes, streamlining structures, etc. these are some of the things which the HR unit has to apply itself, in order then to be in a position to guide its customers in similar transformation processes; because every unit in the organization must have satisfied customers (quality and value-formoney products/service), motivated staff, effective and efficient organization and stakeholders/ministries/decision-makers who are satisfied with current and future performance. The HR unit must lead by example by reflecting on and making changes within its own ranks before guiding others in the same direction. This approach will lend it greater credibility and legitimacy. Some workshop discussion topics are listed below. The human resources function Functions: Recruitment, classification, remuneration and social benefits, work relations, health and safety at work, workforce planning, training. Organizational development: Change management. Organizational diagnosis. Strategy for continuous improvement. Competencies-based approach.


Structure: Customers, products and services. One-stop shopping. Task-oriented organization Customer-oriented organization. Specialized functions. Role of advisers: Expert? facilitator? Control, advise or administer?

Do, accompany or enable? HR systems and tools: Performance management. Classification. Remuneration. Communication. Mobility.



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