HR Driving Change : reflections on a daring project with visual tools 

 The challenge 

 I will describe a real project that I am carrying out in this period connected with the organizational change 

 and the human resources development in an SME operating in the ICT field . 

 These are the characterizing elements : 

 •   Solid company , recognized in its territory 

 •   Still owned by the founders after forty years of life 

 •   Close to the generational transition 

 •   Operating in a more turbulent environment than ever 

 The project has as objectives : 

 •   encourage sustainable growth of the organization , make it " future proof " and independent from   the guidance of historical entrepreneurs 

 •   make the company attractive for professional profiles that are highly coveted on the market 

 •   structure the human resource management governance 

 For myself , who leads a small consulting firm , such an ambitious project is a great challenge ( but also , 

 potentially , a nightmare ) . 

 The top management requires the change , but it is difficult to leave the logic and tools used for decades 

 and the " we have always done so " resounds in the company . 

 Although there is great human respect for workers in the company , it is difficult to use innovative working 

 methods . 

 There is a short - term orientation to thinking .   The project must obviously be carried out while the company works , and the SMEs do not have many 

 resources ( of time and money to invest in these projects ) .     The selection 

 Specifically , approaches and two typical tools of Design Thinking were used .   Principles : 

 •   Maximum involvement : it was decided to build , at least partially , the strategy with a mixed Top- Down and Bottom - Up approach asking people , even operational ones , to provide contributions ; 

 •   Small bets : in the preliminary phase we wanted to involve a limited number of people within a pilot   project and then let them act as " radiators of change " . 

 Visual tools : 

 •   Lego ® Serious Play ® Workshop - this facilitation method that uses Lego ® bricks with a metaphorical   approach , not only allows you to see the result of what is being done ( in 3D ) but permits to by - pass   some brakes related to the rationality allowing a constructive participation in the identification of   solutions ; 

 •   Creation of “ atypical personas ” for an organizational analysis - on average , in an organizational   analysis , the professional figures are used as a cluster and therefore the employment contract is used   as a reference ; here we tried to shift the focus on the " psychological contract " between company   and personnel and then analyze everything in terms of mutual expectations and use these clusters . 

 Application 

 What has been done - what is being done : 

 1 . A short questionnaire submitted to all company staff to summarily investigate the main expectations 

 that workers have towards the company in relation to the way they work , relations and growth within   the organization ; 

 2 . Workshop with the Lego ® Serious Play ® Workshop methodology ( described above ) aimed at the 

 heads of the Organizational Unit to create a Business and Management model through which a   representation of these models was requested in the AS IS and TO BE version ; 

 3 . Workshop with the Lego ® Serious Play ® Workshop methodology aimed at members of the pilot 

 project in which we asked : 

 o Possibly change the organization 's AS IS vision ;   o Building the road between AS IS and TO BE ;   o Define the actors who could support this growth and change ( definition of the Personas in 

 relation to mutual expectations . 

 Now , with a more traditional approach , talks are being conducted with all the staff in order to be able to 

 deepen everything that emerged in the workshops and go into detail on the individual expectations .     Intuition and approach 

 The choice to use a non - traditional approach and visual tools related to Design Thinking was made to 

 avoid getting stuck in resistance to change . 

 The risk , given the context described above , was that of " hoping for different results by always doing the 

 same things " . 

 The traditional approach based on in - depth study and then implementation did not seem suitable .   Start with an analysis of the environment and strategy ( with Top Management ) , the structure and staff 

 ( mainly with Middle Management ) and the organizational climate ( with the whole company ) , and then   move on to an implementation seemed unsuitable for the big change challenge . 

 Quick wins are needed to enable change and find trustworthy followers .   The strong involvement and theuse of disruptive tools seem to be appreciated : the project is still ongoing 

 and therefore it is not possible to make an in - depth evaluation of the choice made . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: HR Driving Change : reflections on a daring project with visual tools 

 The challenge 

 I will describe a real project that I am carrying out in this period connected with the organizational change 

 and the human resources development in an SME operating in the ICT field . 

 These are the characterizing elements : 

 •   Solid company , recognized in its territory 

 •   Still owned by the founders after forty years of life 

 •   Close to the generational transition 

 •   Operating in a more turbulent environment than ever 

 The project has as objectives : 

 •   encourage sustainable growth of the organization , make it " future proof " and independent from   the guidance of historical entrepreneurs 

 •   make the company attractive for professional profiles that are highly coveted on the market 

 •   structure the human resource management governance 

 For myself , who leads a small consulting firm , such an ambitious project is a great challenge ( but also , 

 potentially , a nightmare ) . 

 The top management requires the change , but it is difficult to leave the logic and tools used for decades 

 and the " we have always done so " resounds in the company . 

 Although there is great human respect for workers in the company , it is difficult to use innovative working 

 methods . 

 There is a short - term orientation to thinking .   The project must obviously be carried out while the company works , and the SMEs do not have many 

 resources ( of time and money to invest in these projects ) .     The selection 

 Specifically , approaches and two typical tools of Design Thinking were used .   Principles : 

 •   Maximum involvement : it was decided to build , at least partially , the strategy with a mixed Top- Down and Bottom - Up approach asking people , even operational ones , to provide contributions ; 

 •   Small bets : in the preliminary phase we wanted to involve a limited number of people within a pilot   project and then let them act as " radiators of change " . 

 Visual tools : 

 •   Lego ® Serious Play ® Workshop - this facilitation method that uses Lego ® bricks with a metaphorical   approach , not only allows you to see the result of what is being done ( in 3D ) but permits to by - pass   some brakes related to the rationality allowing a constructive participation in the identification of   solutions ; 

 •   Creation of “ atypical personas ” for an organizational analysis - on average , in an organizational   analysis , the professional figures are used as a cluster and therefore the employment contract is used   as a reference ; here we tried to shift the focus on the " psychological contract " between company   and personnel and then analyze everything in terms of mutual expectations and use these clusters . 

 Application 

 What has been done - what is being done : 

 1 . A short questionnaire submitted to all company staff to summarily investigate the main expectations 

 that workers have towards the company in relation to the way they work , relations and growth within   the organization ; 

 2 . Workshop with the Lego ® Serious Play ® Workshop methodology ( described above ) aimed at the 

 heads of the Organizational Unit to create a Business and Management model through which a   representation of these models was requested in the AS IS and TO BE version ; 

 3 . Workshop with the Lego ® Serious Play ® Workshop methodology aimed at members of the pilot 

 project in which we asked : 

 o Possibly change the organization 's AS IS vision ;   o Building the road between AS IS and TO BE ;   o Define the actors who could support this growth and change ( definition of the Personas in 

 relation to mutual expectations . 

 Now , with a more traditional approach , talks are being conducted with all the staff in order to be able to 

 deepen everything that emerged in the workshops and go into detail on the individual expectations .     Intuition and approach 

 The choice to use a non - traditional approach and visual tools related to Design Thinking was made to 

 avoid getting stuck in resistance to change . 

 The risk , given the context described above , was that of " hoping for different results by always doing the 

 same things " . 

 The traditional approach based on in - depth study and then implementation did not seem suitable .   Start with an analysis of the environment and strategy ( with Top Management ) , the structure and staff 

 ( mainly with Middle Management ) and the organizational climate ( with the whole company ) , and then   move on to an implementation seemed unsuitable for the big change challenge . 

 Quick wins are needed to enable change and find trustworthy followers .   The strong involvement and theuse of disruptive tools seem to be appreciated : the project is still ongoing 

 and therefore it is not possible to make an in - depth evaluation of the choice made .
### Output: 