Introduction

“Ulrich (1997) designated a key role for HR as ‘Change Champions.”

Strategic Management of Resources, Unit 8 Pg. 460. Organisation change is

everyone’s responsibility but the Human Resource Department has a

“specialist” role in facilitating change in organisations. For organisations to

change they need to evaluate their position and create a vision for where

they want to be. The role of Human Resource departments in organisational

change related directly to the structure of the organisation, the people and

the processes.

The Role of Human Resource Departments

The Human Resource department is responsible for the architecture of the

organisation. The design should complement the operations and functions of

the organisation so that it can achieve its business objectives. At Scope the

Human Resource department was instrumental in changing the structure of

the organisation in an attempt “to help boost profitability” of the Charity.

They matched their human resource strategy and the Charity’s strategy to

create a more appropriate organisational structure for the Charity. The

Charity needs to be responsive to the factor within the external environment

and as such a more flexible structure would be appropriate. The Human

Resources department will have been engaged in re-designing of jobs,

preparing exit packages for redundant workers and drafting a new

organisational structure for the Charity.

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Human Resource departments also play an important role in the

management of people in organisations. Mr. Sparkes strategic aim for the

Charity was to create and promote a diverse organisational culture. The

Human Resource department will have to ensure that the Charity is

adequately and competently staff. In an attempt to bring about change the

Charity should employ financial resources geared towards the training and

career development of persons with disabilities. This could be done be

instituting on the job trainee programmes or internship programmes

specifically for disabled school leavers. This will complement the initiatives

of the Charity as Mr. Sparkes indicated in the case “If disabled people are to

achieve equality, they have t have a choice and control over what happens

to them, not be the subjects of charity or services.” He also spoke about

“removing barriers to employment for disabled people” which he initiated at

his Charity to encourage more employers to practice diversity. Change

initiatives need to be developmental and Scope provided the foundation for

employment diversity by making themselves role models in the process. Mr

Sparkes also customised the Charity’s recruitment policy in favour of

disabled persons as highlight by the “reserved-post policy for certain

positions.”

By institutionalising policies with organisation Human Resource department

can bring about change in organisations. These policies and procedures

could be put in place to government all operating systems with the Charity

as well as employee behaviour, which will be consistent with culture change.

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Policies could be instituted for recruitment, diversity, training, procedures for

conduct (such as an employee manual) and operations within the Charity.

These will not only govern the Charity’s operations but also encourage and

foster culture change. Human Resource department can also aid the change

process by providing assistance programmes for employees such as housing,

medical, further education and employee assistance/ counselling. These

services could be administered to all staff, especially the disabled by the

Human Resource Department.

Mr. Sparkes noted commented that “It was what I’d been looking for, An

organisation with real vision, not just a great service provider and

campaigner, but as an engine for societal change.” His move to scope was a

personal strategic move because he would have found an organisation suited

to his preference and competence. The former chief executive also

strategically recruited Mr. Sparkes because they too realised the urgent need

for change in the Chairty, it highlights, “The previous chief executive, Tony

Manwaring, recruited Sparkes specifically to spearhead organisational

change, the idea being that it is about people so you start with the top HR

appointment and take it from there.” Mr. Sparkes will have gained the

appropriate sector skills in terms of the competence and experience suited

for the position. This would have also boosted his transition to become the

Charity’s next chief executive as a result of this change initiative and

commitment to people.

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Conclusion

In an attempt to bring about change the Human Resource department at

Scope needs to adopt these support measures to encourage commitment

and sustainability.

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Bibliography

Strategic Management of Human Resources (Anon), University of

Sunderland, 2004 (Course Manual).

Bateman, S.T. & Snell, S. A.,1999. Management, Building Competitive

Advantage. 4th ed. Irwin McGraw-Hill.

Leopold, J., Harris, L. & Watson, T., 2005. The Strategic Managing of Human

Resources. FT Prentice Hall.

McShane, L.S. & Von Glinow, A.M., 2000. Organisational Behaviour. 1st ed.

Irwin McGraw-Hill.

Scope for Action. 26th April 2007, People Management

Electronic Sources

Anglia Ruskin University, Harvard System of Referencing Guide, July 2007.

Available at

http://libweb.anglia.ac.uk/referencing/files/Harvard_referencing.pdf, accesses

2008 June 29th

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Reference List

Strategic Management of Human Resources (Anon), University of

Sunderland, 2004 (Course Manual Unit 8.(Pg, 460)

Scope for Action. 26th April 2007, People Management