The Impact of Organisational change

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SUBJECT THE IMPACT OF CHANGE ON THE ORGANISATION

Overview

In response to recent environmental and organisational trends, workplace management within the organisation is undergoing significant change. As a result of this, it has become apparent that a new HR Policy around these issues must be implemented. The organisation needs to consider its strategy to maintain and attract competitive personnel. In light of this, the attached report will outline impacts associated with the new trends, and outline an ongoing HR policy in response to these trends.

SECTION 1.0 � Trend Analysis




The following environmental and organisational trends will be analysed for both positive and negative impacts on workplace management

• Flexible work forms

• Changing nature of jobs

• Diversity at work

• Leadership

• Ethics.

1.1 � Flexible Work Forms

The relationship between work hour flexibility and life balance has generally focused on the flexibility in start/finishing times (flextime) and flexibility in total hours (part-time/casual employment). The key issue with flexible scheduling appears to lie in the perception of control. When flexible schedules are primarily in the interests of the employer, there is no significant improvement in life balance. By contrast, when flexible scheduling options (such as flextime or alternate work schedules) are promoted, there is a perception of schedule control, there is an increase in perceived flexibility was strongly and positively related to life balance.

If the organisation is going to effectively address the life balance issues it is important for us to understand which factors are important and which factors are not. Organisational culture is the most important correlate of life balance and that significant attention should be directed to this area. The other important factor to emerge is work time demands. Total working hours, frequency of after hours calls, and number of abnormal working days represent variables that are significant to life balance. Work time demands are therefore another area that justifies significant attention.

As well as identifying work time demands as an important factor, our organisation needs to consider more than just total working hours when trying to address issues with life balance. Conflict tends to occur when work intrudes into time that is normally associated with other activities. The organisation therefore needs to consider not only the number of working hours, but also the predictability of working hours when implementing time related work policies. The flexibility of working hours is potentially another factor that the organisation should consider when implementing policies, as well as reviewing the length and predictability of work hours.

The fact that the work time demands of IT professionals were shown to be significantly different to non-IT professionals illustrates the importance of understanding not only which factors are important in life balance, but also how they relate to the nature of work that is done within the organisation. In diverse organisations there may be a variety of occupational roles, each with its own unique set of issues. As an example, employees in the accounts department and IT department may both have major issues with life balance, but they may have issues for very different reasons. The accountants may be struggling because of the long hours that they are required to work, whereas the IT professionals may be struggling to cope with the constant disruption to their evening or weekend activities. The challenge for organisations is therefore to recognize these occupational differences and implement tailored policies rather than trying to apply the one-size-fits-all solution.

The organisation should therefore consider occupational differences when implementing any flexible working policies.

The Changing Nature of Work

There are several external forces are frequently identified as contributors to the changing nature of work. These are the demography of the workforce, the globalization of markets, and the laws and regulations governing work and employment relations. The changing demography of the workforce includes the growing presence of women, especially young mothers, in the labour market; increasing racial and ethnic diversity, including a declining majority of white workers; an increasing number of dual-career families; increasing levels of educational attainment; and the aging of the workforce. These demographic trends are well documented; not only do they increase the heterogeneity of the working population, but they also create pressures for expanding existing lines of work and for creating new ones to address the needs of a labour force that were previously handled outside the paid economy, through the family and the community.

Globalizing product markets creates greater and more uncertain competitive pressures, larger labour markets, and the tendency toward specialization in an international division of labour. In order to regain competitiveness, American and European firms have embarked on a quest for increased flexibility. Key components of this flexibility include lean production and quality management, downsizing, the outsourcing of business services, the use of contract labour, and the growing acceptability of strategic alliances, even among competitors.

A full treatment of the effects of the laws and regulations governing work and employment lies well beyond the scope of this analysis. Although we recognize that legal structures and their enforcement play important roles in the workplace.

Diversity at Work

In order to maintain our competitive position, we must provide a work environment of inclusion that enables all employees to use their talents and abilities to their fullest potential, regardless of ethnicity, religion, gender or disability. We simply cannot afford to ignore or underestimate the importance and value of diversity to our business success. Our customers recognize that a work force enriched by diversity is one that contributes to the overall success of the company.

Leadership

Good leadership within the organisation is imperative to have the following impact on the company

• Recognise individual and team contributions

• Give positive feedback

• Celebrate accomplishments

• Reinforce teamwork

• Plan, set team goals

• Empower followers

• Encourage initiative

• Delegate authority

• Coach, monitor

• Provide constructive feedback

• Take initiative - take calculated risks, experiment

• Be encouraging of creativity and innovation

• Develop a vision Open to change

• Able to visualise the future, be guided by it and communicate it powerfully to others

• Display commitment through action

• Encourage followers

Ethics

The impact of an ethics policy shall be to serve as the means to enhance the status and promote the advancement of all employees; nurture employees technical and managerial knowledge and skills; improve employees professional careers through the sharing and dispersing of technical information; promote the organisation as a whole; further the understanding of the organisation and foster understanding and respect for individuals within it; develop and improve educational standards; and assist in the continuing development of ethical standards for employees in the organisation. This will lead to a happier and fairer workplace for all employees and ensure that good staff is retained and that those employees who do not meet the ethical standards are let go with little impact on other staff members.

HR Policy Ongoing

.1 Flexible Work Forms

Interesting and intrinsically rewarding work is the chief determinant of whether people stay in a job or leave. Alternative ways of working such as casual dress, flexi-time or working from home, while increasingly necessary, are poor substitutes for challenging responsibilities. Staff are most likely to stay if their work has a powerful impact on the business and involves state-of-the-art technology. Where routine is inevitable, mix it with more interesting tasks, and devise a skills development plan to provide light at the end of the tunnel. Provide a work process that gives employees authority and control over the work they do, how they do it, the reward they receive for doing it well, and the performance measures by which they are judged. Employers concerned about the new legislation should think seriously about how flexible working could be implemented in their firms. We recognise flexible working as a successful way of attracting and retaining the best staff, regardless of their marital or parental status.

The organisation needs to implement the following policies

• Hire for long-term fit, not short-term need

• Offer ‘cafeteria-style’ work options, not ‘one-size-fits-all’ jobs

• Provide interesting work as well as flexible work arrangements

• Invest in long-term staff career development, not episodic training

• Keep key employees by giving them a measure of freedom.

The Changing Nature of Work

The key benefit of workplace flexibility is that it allows the organisation to use human resources where and when they are needed. Practices such as job rotation, multi-tasking and teamwork benefit employers because the more workers know about the entire work process, the more easily they can be moved to make up for absenteeism or shifts in demand. As well the organisation can use workers’ wide knowledge of the production process in trouble-shooting. These practices also benefit workers, preventing them from being locked into one job and affording them a measure of mobility. To varying degrees, such practices also provide employees with increased responsibility and control in the workplace. Workers thus benefit through greater participation in decision-making in the operation of the firm and thereby a greater sense of making a difference at work, although at the possible cost of increased pressure embodied in heightened responsibility. The provision of such practices can in turn reinforce productivity gains for the employer and serve to attract skilled workers.

The following policies must become the “norm” for the organisation, in order to take full advantage of the spectrum of jobseekers in the current marketplace

• Job sharing

• Part time/full time/casual permanent employees

• Graduate positions

• Traineeships (including mature age).

Diversity at Work

Our organisation’s goal is to promote fair employment practices and to maintain a workplace that encourages employees to reach their highest potential. This goal provides value to the strategic objectives of the company, and the personal objectives of the workforce. Each of us has a role to play to meet this goal. With this in mind, each manager is responsible for achieving our affirmative action goals and for ensuring equal treatment of all employees and job applicants with regard to employment decisions.

In demonstrating its commitment to a discrimination free workplace and to the principles of Equal Employment Opportunity, the organisation has implemented the following practices-

• Merit based recruitment, tenure and promotion - if you have the skills, qualifications and experience required for a particular position, you will have an equal opportunity of being considered for that position. The person selected will be the one who best meets the requirements of the position.

• Training and development - you will be given equal opportunity of access to appropriate training and development based on identified business needs.

• Employment benefits - you will have equal access to the employment benefits relating to your position and employment type.

Equally, organisation expects all employees to behave at all times in a way, which is professional and respectful of their colleagues.

The employees of our organisation are the cornerstone of our continued success, and should be encouraged to fulfil their career goals working at our organisation. To that end, it is our policy to fill vacant positions from our internal resources. External placements should occur after determining that no interested, qualified employee is available.

In keeping with these principles, all employees and contractors are entitled to work in an environment which is free from discrimination, where discrimination means denying an individual fair and equal treatment in employment on grounds other than those based on the requirements of the job. It is our policy to manage our operations with a positive awareness of the spirit and intent of anti-discrimination, EEO and Affirmative Action legislation. In carrying out this policy, we will comply with all current relevant legislation, both State and Federal.

Leadership

The policy for leadership will encompass the following points

• Integrity and Respect - communicating directly and openly; acting ethically and responsibly; acting with honesty and fairness; treating the organisation’s and customer assets and resources with care; and treating all with respect.

• Passion for Excellence - taking responsibility for our services and their continuous improvement; working in teams to bring the best solution; working to eliminate bureaucracy; benchmarking, measuring and reporting on achievements; and developing the capability of our people.

• Accountability - taking ownership and ensuring commitments and deadlines are met; empowering others to achieve clear measurable goals; setting stretch goals; and acting with a sense of urgency.

• Customer Centricity - consistently communicating with and listening to our customers; understanding, anticipating and acting on the needs of our customers; delivering what our customers measure as value; using customer information to improve delivery of products and services; and searching for better ways to service our customers.

• Innovation - having the courage to challenge the status quo; taking calculated risks; acting with speed; being a step ahead in solutions for our customers; seeking simplicity in our solutions and not unnecessary complexity; synthesising global experiences and bringing them to our customers; proactively finding better ways; and leveraging better methods to enhance the result.

Ethics

The corporate purpose of the organisation is to be pre-eminent in the solution of client problems in the field of information systems technology. This demands that we make an absolute commitment to excellence in our contract performance and products. We will achieve our purpose by observing these principles

• We commit to client satisfaction as our most important business objective

• We recognise that organisation’s accomplishments are the work of the people who comprise organisation. We will encourage initiative, recognise individual contribution, treat each person with respect and fairness, and afford ample opportunity for individual growth in organisation

• We in turn will require the highest standards of professionalism and technical competence from our employees

• We will maintain the highest standards of ethics and business conduct and operate at all times within the laws of all countries in which we do business

• We will identify and respond aggressively to new opportunities and commit to success in each undertaking

• Finally, our success as a company requires that we achieve profits and growth commensurate with a leadership position in our industry.

To meet these high standards, the following policies will be implemented

• Employment by other companies. It will be permissible for an employee to hold a second job, as long as it has nothing to do with the companys operations.

• Gifts and gratuities. Accepting gifts, entertainment, or money from outside organisations or agencies that have dealings with the company is usually prohibited. Similarly, offering gifts to others who buy from the company is inappropriate.

• Amount of the gift. Even though the source or recipient of the gift is acceptable, the amount may be too high.

• Type of gifts. Even if the value of the gift or entertainment is acceptable, the type of gift or entertainment may not be. The organisation will actively prohibit use of company funds for gentlemen only or ladies only clubs.

• Romances. Romantic relationships between a buyer for the company and an employee of its supplier will be deemed inappropriate.

• Bribery and kickbacks. The payments are wholly prohibited and offenders will be turned over to the police.

• Discounts. Our policy prohibits employees and their families taking advantage of any “poor service” discounts.

• Business interests. It is forbidden for employees to have personal financial dealings with firms that supply materials to the company or purchase materials from it. Additionally, the organisation prohibits employees from obtaining any personal gain from the use of company facilities, employees, information, or opportunities.

• Investments. Similarly, it is forbidden for employees to invest in firms that supply materials to or purchase them from the company.

• Misuse of confidential information. This would include divulging confidential information to outside organisations, agencies, or individuals; using such information for personal gain; or allowing other employees within the company to use it for personal gain.

• Privacy. Employees will not invade the privacy of others, use passwords of others to gain access to protected information, and read messages intended for others.

• Harassment. The organisation requires all employees to show respect for others. The accessing pornography on the Internet using company facilities, mailing pornographic materials through the company mailroom, or use of the company mailing address to receive responses to personal advertisements.

• Illegal practices. Employees are expressly forbidden from engaging in any activity that is in violation of any law regulating the conduct of the companys business. This includes antitrust rules, misuse of trademarks, stealing trade secrets.

• Other conflicts of interest. No employee may engage in any activity or establishing any relationship(s) that might be construed as a conflict of interest, or that might be a negative reflection on the employees loyalty to the company.

• Disciplinary action. While the severity of the offence will probably dictate the appropriate disciplinary action, violations of our policy will be considered cause for immediate discipline or even dismissal.

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