Human Resource Center
Human Resource Center
 Manager Resources
 Organizational Development Minimize

Organization Development (OD) is a conceptual, organization-wide effort to increase an organization's effectiveness and viability. OHR's Organization Development (OD) team has facilitators who partner with other internal divisions, like HR Services, to work with individuals, teams or groups, and agency leadership to help define vision, create strategy and improve processes. For example, OD works with City agencies and departments to take action on Denver Employee Survey (DES) results.

A major theme in all OHR’s OD services includes how to help managers and employees keep a big picture perspective of the organization and its challenges.  As the City’s workforce has diminished in size, it faces the challenge of providing services to citizens ever more efficiently.  This requires individuals, work groups and agencies to share goals and resources with the whole organization in mind rather than limiting their needs and identities to the individual work unit.

Benefits of OD include:

  • Increasing agency productivity, resilience and creativity
  • Capturing efficiencies, resulting in cost savings and increased citizen trust in government
  • Decreasing employee and management anxiety and stress
  • Reducing unwanted turnover

Other examples of TOD services:

Individual

  • Process Consultation: assists individual managers on how to design processes and policies in order to reach a desired outcome.
  • Coaching: coaches managers to deal with a specific issue or concern, as well as to define the values, process and assumptions that formulate their decisions.

Team/Group

  • Diagnosis: identifies core issues that block progress toward goals and objectives.
  • Team building: improves interpersonal relations, conflict management, problem solving, decision making, role analysis, negotiation techniques, understanding and managing group process and creating effective team meetings.
  • Strategic planning for teams: creates or affirms team vision and mission, then identifies objectives, goals and strategies to reach them.

Agency/Division

  • Organization diagnosis: identifies core issues throughout the organization that block progress toward vision and mission.
  • Strategic planning for organizations: provides the tools to create or affirm vision and mission, then identifies objectives, goals and strategies to reach them.  Strategic planning includes both organization and business process redesign. 
  • Survey feedback: helps divisions or agencies understand data and how to implement resulting action on results.
  • Process improvement: uses interviews, surveys, workflow analysis and other tools to improve work processes.
  • Change management: helps agencies understand and manage change effectively (may include workshops). 
  • Meeting facilitation: provides pre-meeting assessment, on-site facilitation and follow-up services.

Inter-Agency

  • Organization diagnosis: identifies core issues throughout the City that block progress toward vision and mission (includes relationships and role definition between agencies or departments).
  • Strategic planning: begins with creating or affirming City's vision and mission, and designs a plan for aligning City department goals and objectives, separate projects and initiatives to that vision.
  • Meeting facilitation: provides pre-meeting assessment, on-site facilitation and follow-up services.
  • Inter-group conflict resolution: works with separate entities and functions to develop strategies that successfully manage conflict.
  • Inter-group team building: provides the tools to improve interpersonal relations, manage conflict, solve problems, assist with decision making, role analysis, negotiation techniques, understanding and managing group process and creating effective team meetings.
  • Survey feedback: helps Citywide groups (like committees and task forces) understand data and how to design ways to take action on results.
  • Change management: helps Citywide groups (like committees and task forces) understand and manage change effectively (may include workshops).

Associated OD Definitions

Intervention

One of several possible approaches to assess and address the core issue (which may be different that the presenting one) of an “OD” problem and get to an identified outcome.  Approaches may include strategic planning, change management, executive coaching, team facilitation, focus groups, interviews, training or some combination.

Organization Development (OD) interventions are less about “extinguishing fires” and more about future “fire prevention.”  That could include a focus on work processes, working relationships, or both.  OD uses an assortment of tools that increase an organization’s effectiveness because it:

  •  Facilitates the interaction between people and structure to align with the organization’s goals (sometimes referred to as an “OD intervention).
  • Provides the opportunity for an OD practitioner to “diagnose” core issues, identify priorities, recommend a plan, guide the department through implementation and evaluate results.

Coaching

A partnership with the supportive intent of clarifying expectations, identifying performance gaps and providing guidance to determine solutions and taking ownership for improving performance.

Consulting

Providing assistance or advice to clients in order to help them solve a particular problem or range of problems within a certain area of their business. 

Strategic Planning:

Strategic Planning is the formal consideration of an organization's future course.  Specifically, strategic planning is the process of defining an organization’s direction and making decisions about resource allocation, including its capital and its people.  A SWOT (strengths, weaknesses, opportunities, threats) analysis and the Balanced Scorecard are approaches to strategic planning that are already familiar to most City clients.  A number of other business analysis techniques can also be used. 

Change Management:

Change Management is a multidisciplinary approach to transitioning individuals, teams and organizations from a current state to a desired future state. Typically, there are four components of change management: strategic, technological, structural and changing the attitudes and behaviors of people. Change Management facilitates communication between audiences, uses metrics to measure change readiness and intervention effectiveness, social understanding about leadership styles and group dynamics. It aligns group expectations, communicates with and integrates teams, and skill acquisition. It also uses metrics to design strategies to avoid change failures.

Rob Moody (rob.moody@denvergov.org) with questions about TOD services.


 
 Contact Us Minimize

Rob Moody
Senior Human Resource Specialist
720-913-5619