Adaptive Change Models in HR

CHROs Must Embrace Future Readiness to Thrive in a Rapidly Evolving HR Landscape. The HR landscape is shifting faster than ever, driven by technological advances, workforce demands, and economic uncertainty. CHROs must evolve from traditional HR leaders to strategic architects of organizational adaptability. Here's how: First, focus on workforce agility. The days of static job roles are over. CHROs need to anticipate shifting skills requirements and foster a culture of continuous learning. This means investing in reskilling programs, using predictive analytics to identify emerging skill gaps, and encouraging cross-functional mobility to ensure employees can adapt to evolving business needs. Second, embrace technology strategically. AI and automation are transforming how HR functions, from recruitment to performance management. CHROs must lead the charge in selecting and integrating tools that enhance efficiency without sacrificing the human element. Thoughtful implementation of tech ensures better employee experiences while maintaining trust. Third, build a resilient organizational culture. Economic uncertainty, remote work challenges, and social change demand a culture that prioritizes inclusivity, well-being, and purpose. CHROs should foster psychological safety, design flexible work policies, and embed a sense of meaning in everyday tasks to retain and engage talent. Fourth, develop foresight through data. CHROs must transition from reactive to proactive by leveraging data to predict trends and guide decision-making. People analytics can provide actionable insights into turnover risks, workforce productivity, and engagement. Finally, champion adaptive leadership. Organizations thrive when leaders model adaptability and empower their teams to navigate change. CHROs must coach leaders to embrace uncertainty, communicate transparently, and inspire resilience. Future-ready CHROs are not merely adapting—they're shaping the future. Their proactive approach ensures their organizations can pivot, thrive, and lead in the face of the unknown. Learn more at https://buff.ly/3BOBKgb.

People Analytics + Org Design = Sustainable Performance When productivity stays flat while workload climbs, it’s rarely about effort. It’s a sign the system is straining under the weight of its own interactions. I use a flow that supports adaptive change: Data - Diagnose - Design - Development - Determine. - Data: Team workload scores rise 25% over two quarters, but output per FTE remains unchanged. - Diagnose: The data points to entanglement, overlapping roles, unclear boundaries, and decision loops that slow momentum. Patterns, not people, are producing the drag. - Design: Visualize the work, create Experience Maps. Clarify interfaces, reduce unnecessary handoffs, and simplify where interdependencies have become constraints. - Development: Work with managers and teams to experiment with new ways of coordinating, shifting from control to coherence. - Determine: After six months, teams recovered about 8 hours per person per week, throughput improved 10%, and “I can get my work done effectively” scores rose 12 points. The cycle matters: Data signals tension. Diagnosis explores the pattern. Design creates new conditions. Development builds adaptive capacity. Determine shows what shifted and what the system still needs to learn.

It is an honour to have the impact of my research recognised in the 2024 Business Research awards at Durham University Business School 😀 My recent focus has been on the limitations to prescriptive linear approaches that do not reflect the complexity and multiplicity of most transformation initiatives. In contrast to a linear approach, through empirical research I have developed a Business Transformation Framework for a people-centric approach to change. The framework is built on the key concepts outlined in my latest book on 'People-Centric Organizational Change' and as an iterative cycle it is appropriate for ensuring agility and adaptability, since each element of the framework constantly informs the orientation of previous and subsequent phases. The framework is supported with eight key principles which comprise: Build Engagement; Foster Collaboration; Encourage Dialogue; Promote reflection and Inquiry; Stimulate Innovation; Enhance Wellbeing; Develop Managers; and Build Transformation Capabilities. There are several factors which need to be considered when applying the framework and the supporting principles in practice including the following. - Foster a culture that embraces people-centric change This takes time and the message needs to be constantly reiterated in person by leaders and managers role modelling the behaviours that they want their workforce to demonstrate by adopting a ‘do as I do’ way of behaving and working. - Implement training and development practices Training and development practices can help to change behavioural elements of the culture. To ensure new behaviours stick training and development interventions need to be followed-up with ongoing support and coaching. It is also important to recognize when the new behaviours are being enacted and provide subsequent positive feedback to individuals. Observing people doing things right and rewarding their positive behaviours is important. - Adapt the Business Transformation Framework to local contexts and provide opportunities for applying it and learning from the application Ensure that people at all levels have the opportunity to become familiar with using and adapting the Business Transformation Framework, as appropriate, with the support from managers as well as development interventions such as training and coaching.   Kogan Page HR Insights Emma Dodworth CIPD #Peoplecentricchange #peopleandchange #businesstransformations #leadingchange #researchimpact