Organizational Development Trends 2014
Organizational development is a hot area in 2014. After the turmoil of recent years, global organizations have already transitioned out of the recession to quickly respond to vertical growth. Gone are the days of hesitation, now organizational development investment is front and center. Caution has been replaced with accelerated action related to organizational development trends.
Companies are realizing that today’s workforce has changed. The 21-century millennial workforce represents new challenges, more flexibility, higher demands coupled with the lack of specialists and highly skilled workers. This means that trends in organizational development are changing to align with the challenges of the 21-century millennial workforce and today and tomorrow’s business needs.
The 21st-century millennial workforce is compromised of tech-savvy, flexibility demanding, highly collaborative and engaged talent. Passion and purpose drive the 21-century millennial, they are not comfortable with the status quo. Millennials are a major force—but so are older workers, who remain engaged and valuable contributors. Companies are now face with adding new and innovative organizational development capabilities to share knowledge, improve corporate learning and education capabilities and connect with talent.
Recent organizational development surveys conduct in early 2014, with HR, OD and business leaders around the world identify a number of common themes and initiative trends. The research identified the following critical trends organised into three broad areas that are helping drive the human capital agenda for the coming year:
Develop and engage
Broaden professional development at all levels, build workforce mastery by putting the employees in charge of fixing performance failures.
◾Identify capabilities, today and tomorrow. Define competency and proficiency for all positions in the organization, from novice to mastery.
◾Learning revolution. Share company knowledge and know-how to increase business performance as core value
◾Listen and evolve from workforce feedback. Engagement is a two-way street and organizations must commit to “best today”, “better tomorrow”.
Leadership and succession
Leadership development must begin day one, mentoring and coaching of new individuals joining organizations must be given priority. Investment in professional development of existing incumbents must be a focus for organizational development efforts.
◾Establishing a leadership profile for all functions of the organization. Behaviors, habits and skills must be clear and understood
◾Coaching development for leaders, focused on developing inspirational leaders
◾Rethink performance management, the days of annual ranking based upon gut feel are over
◾Succession planning with career development plans, ensuring leaders are shaped to lead the future
Attract and retain
Accessing, attracting and recruiting new talent means reinventing the process. Passion, inclusion and diversity must be the new business strategy, and help existing employees cope with the transition and distractions.
◾Purpose and passion, modeled by leaders, see in the fabric of the culture
◾Beyond “like”, new arsenal in the fight for talent
◾Inclusion and diversity: unlocking the enduring impact of challenge and debate as a business strategy
◾Simplifying complexity in the workplace, eliminating distractions
Transform Organizational Development
New skills and tools for the Human Resources organization. Human Resources as a competitive advantage, enabling HR partners expanding their role as leadership advisors.
◾Big data talent analytics, unlocking the impact of applying data to human performance
◾Transform HR into trusted advisors.
◾HR tools 10.0, leverage cutting edge tools to integrate the business with talent and organizational development