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Purpose of the OD Intervention
The ASP Software’s internal customers have experienced communication breakdowns and poor service due to the present functional paradigm, in which each HR manager is in charge of a different function. HR can better understand and serve each internal customer department's needs by switching to a comprehensive client management services model. This will also increase the business's strategic value and boost staff retention. At ASP Software, the main goal of reorganising the human resources department (OD Intervention) is to change it from a functional model to a whole client management services model, which is more in line with the organization's overarching strategy.
OD Intervention Process
An OD intervention proposal for ASP Software begins with a thorough assessment of the current HR department structure, processes, and services to identify areas of inefficiency, communication gaps, and service issues (Khewsomboon 2017). This is necessary to implement this organisational change efficiently. Second, developing a vision, purpose, and goals for the new client management services model to define the condition of the HR department going forward. Then, it's crucial to clarify how the new model would improve their performance in the workplace and aid the organisation as a whole (Huffington 2018).
This entails creating a strategy for effective communication before creating a transition plan for the new model that specifies timetables, roles and duties, and training regimens. Finally, it's important to implement and continually check things. To make sure that the new model is accomplishing its objectives and satisfying the needs of the organisation, this includes obtaining input from staff members, managers, and other stakeholders (Burke 2022).
Lack of a strategic orientation
The HR team is more concerned with day-to-day operations than the wider picture and the majority of the management team is not involved in the strategic parts of the business, which prevents it from providing as much value as it might.
Productivity and morale issues
ASP Software just underwent a reorganisation process, which affected staff morale and productivity. There are rumours of team changes and layoffs, which has made workers anxious and apprehensive.
Ineffectiveness in the HR Division
Internal client managers have been dissatisfied with the level of assistance they have been getting from the HR division. The managers at ASP Software must interact with several individuals for various HR duties, which slows and aggravates the hiring process because the HR department is unable to manage it effectively.
Critical need for talent retention
Because the software sector is usually fast-changing & dynamic (Dima et al. 2018), ASP Software is continuously searching for fresh talent and experimenting with various pay structures to maximise employee loyalty, retention, and productivity. The organisation has to fill positions considerably more quickly than it is presently doing, conduct interviews with applicants, and distribute job offers.
Opportunities for OD Intervention
Because the customer support team was unaware of the new software features, there were complaints from customers. To enhance departmental coordination and communication, the organisation must be restructured (Harney and Freeney 2018).
Staff members were having trouble using the software, which reduced productivity and raised customer complaints. In order to better comprehend the software and enhance staff performance, training programmes might be implemented (Sendawula et al. 2018).
Since the ASP Software’s functional development team and the customer support team did not effectively communicate, this led to customer complaints because the customer support staff was unaware of the new software capabilities (Cornelissen 2020).
The Team-building intervention may be a useful strategy for resolving the problems the ASP software team is experiencing. The goal of the intervention should be to increase team members' communication, cooperation, and trust in one another (Odor 2018). The following is a suggested plan for the intervention:
- Determining the team's strengths and weaknesses: To begin, do a team evaluation to determine the group's advantages and disadvantages. Interviews, questionnaires, or other types of evaluation techniques can be used to do this (Al Masaeid 2020).
- Organising team-building exercises: Create exercises that focus on the areas that need development based on the evaluation results. Team members may develop deeper relationships and collaborate more successfully by engaging in activities that promote trust and cooperation (Singh, R. and Ramdeo 2020).
- Team dynamics coaching may include giving instruction in effective communication, handling conflicts, and leadership. The coaching should concentrate on assisting team members in comprehending one another's skills and shortcomings as well as how to best take advantage of those abilities to accomplish team objectives (Al Masaeid 2020).
- Follow-up and continuing support: This might include continuous evaluation of team performance, further coaching or training sessions as necessary, and regular check-ins with team members (Al Masaeid 2020).
Specific Goal of the Intervention
- To improve communication, encourage team members to openly and honestly express their opinions and ideas.
- Foster a spirit of cooperation and collaboration among team members to enable them to collaborate more successfully and efficiently.
- Promote chances for them to get to know one other personally, developing a sense of trust and mutual respect, to strengthen relationships.
- Foster healthy team culture and provide employees opportunities to feel valued and appreciated to increase motivation.
- Give team members problem-solving abilities that will enable them to handle challenging circumstances and disagreements more skillfully.
- The intervention's ultimate purpose is to enhance team performance and assist the team in more effectively and efficiently achieving its objectives (Al Masaeid 2020).
ASP Software anticipates that the team's performance will increase tangibly as a result of the team-building intervention (Rothwell et al. 2021). They could anticipate that the intervention will boost sales, cut expenses, and boost customer happiness. They also anticipate a strong return on investment and cost-effectiveness of the intervention (Swenson and Conbere, 2021).
The team members anticipate that the team-building intervention will provide them with the abilities, information, and resources they need to function well as a unit. They could anticipate that the intervention will help them communicate better, comprehend each other's roles and duties better, and work together more effectively to solve difficulties. They also anticipate an entertaining, dynamic, and engaging session (Swenson and Conbere, 2021).
Role of OD Specialist
The OD specialist's participation would be crucial in resolving the problems the firm was experiencing working closely with ASP Software. The consultant would need to evaluate the present organisational culture and pinpoint any cultural elements that could be causing the problems the firm is having. The consultant would be responsible for fostering communication across the organization's various teams and divisions. Finally, the consultant would have to track development throughout the intervention process and adapt as needed.
Handling Change Management
There is a higher risk that participants may acquire negative attitudes or scepticism about the change initiative while the OD intervention is being implemented. There will also likely be a lack of engagement or involvement, as well as opposition to or conflict with those who are leading the change effort. decreased performance or productivity as a result of worry or confusion about the transition. The dread of the unknown, anxiety about the future, a sense of loss of control, or a lack of autonomy among employees are common causes. Others could see risks to their job stability or chances for professional progress (Waddell et al. 2019).
In this situation, some tactics for overcoming resistance to change may be as follows:
- Ensure that workers are aware of the change initiative, the need for it, and how it will help both the group and the individual.
- Provide options for feedback and frequent updates.
- Involve workers in the change process by requesting their opinions, suggestions, and feedback.
- Encourage people to take part in focus groups, questionnaires, or other forms of feedback.
- Equip staff with the abilities and information required to thrive in the new setting.
- To assist staff in adjusting to changes in technology or business procedures, provide training and growth opportunities.
- Al Masaeid, T.F., 2020. Organisational Development Interventions to solve performance management challenges. PalArch's Journal of Archaeology of Egypt/Egyptology, 17(6), pp.7575-7586.
- Burke, W.W., 2022. Organization development. In Oxford Research Encyclopedia of Psychology.
- Cornelissen, J.P., 2020. Corporate communication: A guide to theory and practice. Corporate Communication, pp.1-336.
- Dima, A.M. and Maassen, M.A., 2018. From Waterfall to Agile software: Development models in the IT sector, 2006 to 2018. Impacts on company management. Journal of International Studies, 11(2), pp.315-326.
- Harney, B., Fu, N. and Freeney, Y., 2018. Balancing tensions: Buffering the impact of organisational restructuring and downsizing on employee well‐being. Human Resource Management Journal, 28(2), pp.235-254.
- Huffington, C., 2018. A manual of organizational development: The psychology of change. Routledge.
- Khewsomboon, W., 2017. Utilizing organization development interventions (ODI) on organizational culture of collectivism to enhance employee engagement: The case study of a human resources service company based in Bangkok, Thailand. Organization Development Journal, 35(4), pp.61-80.
- Odor, H.O., 2018. Organisational change and development. European Journal of Business Management, 10(7), pp.58-66.
- Rothwell, W.J., Imroz, S.M. and Bakhshandeh, B. eds., 2021. Organization Development Interventions: Executing Effective Organizational Change. CRC Press.
- Sendawula, K., Nakyejwe Kimuli, S., Bananuka, J. and Najjemba Muganga, G., 2018. Training, employee engagement and employee performance: Evidence from Uganda’s health sector. Cogent Business & Management, 5(1), p.1470891.
- Singh, R. and Ramdeo, S., 2020. Leading organizational development and change: Principles and contextual perspectives. Springer Nature.
- Swenson, D.X. and Conbere, J.P., 2021. Stakeholder Management in Organization Development. Organization Development Review, 53(4).
- Waddell, D., Creed, A., Cummings, T.G. and Worley, C.G., 2019. Organisational change: Development and transformation. Cengage AU.