Culture change is one of the most important agendas in HR and Management. This also makes your CV brilliant if you have a successful case around culture change as HR Business Partner.
This article was written to argue the ownership of culture change. The article claims that culture change does not work if it is solely owned by HR. The business leaders have to own culture change in order to drive the change successfully.
I could not agree more. But I want to introduce this article because the article summarises what a culture is. Let me give you an extract:
True culture change means altering the way the organization lives and breathes. It shapes the way people make decisions, get their work done, what they prioritize, and how they interact with colleagues, clients, and customers.
To summarise, a culture shapes behaviours around
- The way people make decisions
- The way people get their work done
- What people prioritize
- How people interact with colleagues, clients and customers.
This is why work around culture change is difficult. Let’s look at decision making. Decision making is influenced by a few factors. The major factors are 1) decision making quality of leaders 2) approval process of an organization. You can influence or alter decision making quality of leaders possibly through offsite training and/or on-the-job experience. This is a classic product of HR. However, approval process lies in the field of Organizational Development and most of HR Business Partners are not trained as OD specialist. It will be much better to combine interventions on the above two factors, but the second factor can easily be ignored because of the above limitation. As a result, the impact will be likely to be undermined.
So what do we need? I think that an internal workshop around OD for HR Business Partners will do. Any thought on this?
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