Organisation Development
Organizational Transformation - WorldFish Center
Strategic Advosry Service for HR - CGIAR
2004
Change Management
One phase of growth leads to a plateau where new ways of responding to external realities become essential to propel the business into the next higher plane. To achieve further growth and achievement, a new set of ambitious initiatives for organizational development becomes necessary. They redefine the values and vision of the Center to achieve higher levels of equity, transparency, and inclusiveness of staff in managing the affairs of the organization. They increase the focus on meeting and exceeding stakeholder expectations and on creating a “meritocracy”, and establish higher levels of delegation and empowerment combined with strengthened teamwork and leadership at all levels.
Organizational Transformation - WorldFish Center
Strategic Advosry Service for HR - CGIAR
2004
Change Management
One phase of growth leads to a plateau where new ways of responding to external realities become essential to propel the business into the next higher plane. To achieve further growth and achievement, a new set of ambitious initiatives for organizational development becomes necessary. They redefine the values and vision of the Center to achieve higher levels of equity, transparency, and inclusiveness of staff in managing the affairs of the organization. They increase the focus on meeting and exceeding stakeholder expectations and on creating a “meritocracy”, and establish higher levels of delegation and empowerment combined with strengthened teamwork and leadership at all levels.
The OneStaff Approach - IWMI's Journey
International Water Management Institute
2004
Change Management
IWMI had two distinct and separate sets of human resource management policies. One for
nationally recruited staff (NRS) and another for staff recruited internationally (IRS). The policies
were complex, vague, and confidential. These two groups of staff were managed separately. Over the years, this created both real and perceived inequities between the NRS and IRS members, fostering an unhealthy and rigid cultural and social divide between the two groups. This divide and the feelings it created was incompatible with the ambitious vision of the new IWMI that called for creativity, teamwork, and partnerships. The compensation and benefits policy of the organization was based on the nature of recruitment rather than the competencies required for a position. This resulted in a strong discontentment among NRS who often thought that they should be compensated on par with
their IRS colleagues. This perception was not necessarily true. IRS were hired through international competition with higher levels of competencies. The challenge was to clearly articulate the competencies required for every role and link it with the nature of employment
and compensation.
Managing HIV/AIDS at I C R A F
ICRAF. 2004
2004
Change Management
The loss of staff located in the high HIV/AIDS prevalence areas like Sub-Saharan African locations due to the scourge of HIV/AIDS. The frustrations of the supervisors due to the lack of policy guidelines on
how to handle HIV-infected staff, frequent hospitalization, absence from work, escalating medical bills, etc. needed concerted action.
Gender and Diversity: Moving Ahead at I R R I
IRRI. 2004
2004
Gender and Diversity
IRRI Management was convinced that it was time to take a fresh look at G&D and a task force was set up in December 2000 to conduct a complete review of G&D at the Institute. Demonstrating IRRI’s renewed commitment to diversity, the seven members were as diverse as could be: men and women, researchers and non-scientists, a spouse, and seven different nationalities. This paper descibes what was done and how.