5-Implementing Organizational Change Theory into P.docx

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Implementing Organizational Change: Theory into Practice
Bert Spector
Chapter 5
People Alignment
Copyright © 2013 Pearson Education, Inc. publishing as
Prentice Hall
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Learning ObjectivesDefine people alignment and its role in
implementing strategic renewal and organizational
change.Understand how to match selection and recruitment with
the shifting requirements of behavioral change.Analyze how an
organization can help employees gain the new skills required of
the change effort.Present the particular choices available to
organizations as they seek to align employee competencies with
the requirements of the organization as part of their change
effort.Analyze the role of removal and replacement in

implementing change.
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Building a Vocabulary People alignment: organizational effects
taken to match the skills and behaviors of employees within the
organization with the business’ strategy.
“In order to develop required human resource competencies,
organizational leaders need to align the selection, training,
development, and removal of employees with the behavioral
requirements of the desired change.”
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“People alignment––getting the right people on the bus and the
wrong people off the bus—is a key to effective change
implementation.”
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Make/Buy Options for Changing Human Resources
Make:
Training
Alter incentives
Buy:RecruitmentSelection
Advantage:
Uses existing knowledge/

skill base
Advantage:
Can quickly add required
skill/knowledge
Disadvantage:
May be slow; not all
current employees
willing or able
Disadvantage:
May undercut morale/
commitment of
existing employees
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Advantage:
Uses existing knowledge/
skill base
Advantage:
Can quickly add required
skill/knowledge
Disadvantage:
May be slow; not all
current employees
willing or able
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Components of Training for Change
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“Training can help convey to employees how their competitive

environment is changing and why their own behaviors need to
be altered”Component: Focus:By:
Knowledge Development
Developing understanding
within employees of new strategy and requirements for change
Classrooms, lectures,
discussion groups,
and so on
Skill
Development
Developing capability within
employees to enact required new behaviors
Role‐playing,
experimentation,
real‐time feedback,
and so on
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Building a Vocabulary Experiential training: focuses on
behaviors and allows employees to “try out” new behaviors and

receive feedback Training fade-out: the failure of behaviors
learned as part of a training exercise to transfer to on-the-job
experience or that disappear over time
“Training can, under the right circumstances, help employees
gain new behavioral competencies.”
“Watch out for fade out—whatever is learned in a training
opportunity can lose its impact over time.”
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Development and Performance Feedback
Development
One of the most important opportunities for developing
new competencies and skills among existing employees arises
from a simple but powerful mechanism: feedback. The challenge
in using feedback to development new competencies is two fold:
To make sure that the feedback is offered in a way to maximize
its impact on behaviors.
To make sure that the feedback moves employees toward new
behaviors rather than reinforcing old behaviors.
Performance Feedback
In a change implementation process, expectations and
definitions of outstanding performance are in flux. It becomes
valuable, then, for employees to evaluate the performance of
employees, as:
It allows an assessment of the current state.
It helps identify skill gaps.
It identifies poor performers and potential future leaders.

It targets required
development and training efforts.
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Building a Vocabulary Performance appraisal: a formal,
regularly scheduled mechanism deigned to provide employees
with performance feedback, typically resulting in a performance
rating 360 degree feedback: performance feedback gathered
from peers, subordinates, supervisors, and customers
“Formal performance appraisals often fail to bring
about the desired behavioral change.”
“Self-appraisal and data from multiple sources can help increase
the validity and effectiveness of performance feedback.”
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Building a Vocabulary Succession planning: a formal process in
which top executives regularly review all managers at or above
a certain hierarchical level, looking at both performance and

potential, and devise developmental plans for their most
promising individuals.
“Behavioral change requires attention to the behavioral pattern
of those at the top of the organization as well as lower-level
employees.”
“Companies can manage the careers of executives in order to
create a continuous stream of leaders from inside the
organization capable of overseeing and leading effective
change.”
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Practices for Developing Executives Capable of Adaptation and
Leading Change
PracticesOutcomesStructural and design changesDelayering,
increased span of control, matrix, or
horizontal structures—all of these work to develop
generalists far earlier in their careers and place a greater
premium on interpersonal competenciesExplicit international
movementAssigning managers to work in a nonnative culture
for a significant period of time develops cross-cultural
awareness and skills that can be vital in a culturally
diverse environmentCareer mazesExplicit lateral movements
replace rapid upward
functional mobility with a far broader set of experiences.
Functional blinders are removed, general management
skills are enhanced, and commitment to the organization
as a whole is enlargedSlower velocity to allow greater
learningSo-called fast-track managers often fail to stay in one

position long enough to deal with the consequences of
their actions (and the reactions of employees).
Learning about and dealing with the consequence of
actions requires greater length of tenure in a position.
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Building a Vocabulary Person–task fit: screening and selecting
individual employees based on their ability to perform certain
tasks and full specific jobs Person–organization fit: screening
and selecting employees based on congruence between patterns
of organizational values and patterns of individual values
“Employees attracted to and selected by the organization in an
earlier phase are not necessarily the right employees for the
newly defined strategies and goals of the changing
organization.”
“Selecting the ‘right’ employees—that is, employees who
possess the values and competencies required of the change—
will reduce time, cost, and other revenues required in later
developmental interventions.”
Related to Selecting the “right person”:

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Person–Organization Fit Screening Techniques
Text in this color
Paper-and-pencil tests
Standardized,
quantifiable, self-administered
instruments
Advantages:
Easy to administer and score Inexpensive to use in large scale
Simple to compare Valid job success predictor
Disadvantages:
Produces homogenous work force May be resisted/resented by
minority applicants
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Text in this color
Behaviorally anchored
interviews
Applicants recount specific
examples of past experiences
Advantages:
Focuses on specific behaviors Valid Supplement to other
methods Validity increases when multiple
interviewers score results
Disadvantages:
Deals with recounted rather than
actual behaviors Can be slow and expensive
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Text in this color
Behavioral simulation
Applicants engage in
role-playing exercise
while observed by screeners

Advantages:
Deals with actual rather than
recounted behaviors
Disadvantages:
Can be slow and expensive
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Behaviorally Anchored Interview Questions Describe a time
when you were placed on an ineffective work team and how
you dealt with it.
• Tell me about a specific employee with whom you had
difficulty managing
and how you dealt with it.
• Describe how you handled going into a new work situation.
• Describe how you went about learning what was going on in a
unit to which
you were just moved.
• Tell me about a change process you were involved in and what
role you
played.
• Tell me about the best performing team you ever worked on
and what your

contribution was.
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Building a Vocabulary Removal and replacement: a change tool
that targets individuals who cannot or will not adopt behaviors
required of the redesigned organization Fair process: a widely
shared perception that decisions are being made on the basis of
valid criteria
“Don’t count on workforce reductions and employee layoffs to
produce the human resource competencies required to support
strategic renewal and sustain outstanding performance.”
“It is often easier to teach new skills than to develop new
values.”
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Factors that Determine Fairness in Removal and Replacement
“Unless Talent Management decisions are viewed by employees
as being fair in process, valid in content, and appropriate in
sequence, the decisions can undermine commitment to change

implementation.”Engagement—involving individuals in
decisions that impact them, both at the front end (collecting
valid data) and the back end (allowing individuals to refute
ideas and assumptions)Explanation—making transparent the
thinking that underlies decisionsExpectation clarity—making
clear the criteria that have been and will be used for decision
making
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All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
Prentice Hall
5-20
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