Fast Tracking the Envisioning Process

When we discuss with clients the need for envisioning at the start of the HR transformation process, any resistance usually falls into one or other of these two reactions:

The first, and most worrying, reaction is that there is no need to envision because 'we all know what HR transformation is all about'. This is worrying because in our experience we have yet to be involved in any major change programme (HR or other business changes) where there is a common and absolute agreement on the nature, purpose and vision of the change. It may be because individuals know what they want to achieve. But unless the organisation has a highly autocratic culture, there will be a need to engage with others to build a shared vision and a coalition of support for change. If you find yourself identifying with this reaction, we would encourage you to let go and to recognise that there is nothing to be gained in pressing on regardless — even if it does mean that the vision for HR transformation becomes a shared rather than a single vision and involves some degree of compromise.

The second reaction is that the envisioning process will take too long and end up in navel gazing, without much action. This is always possible, of course, but with good process and facilitation skills momentum can be gathered. Momentum building is extremely important from the outset, as envisioning can lead to prevarication. We have yet to be involved in an HR transformation programme that has dwelt too long on envisioning.

Indeed, using the tools set out above, the envisioning process does not need to be either a confrontational or long drawn out affair. A good example is how a large global business was able to reach a high level of agreement on 'current HR' and the 'new, envisioned world of HR' within a 4-week period. (Figure 1 illustrates this 'fast track' process.) This is not to say that no further work on the HR transformation vision was needed. But, applying the 80/20 rule, there can be sufficient definition to take the next practical steps in the transformation process; that is, to build a case for change.

Figure 1: Fast track envisioning process—example.

We believe that if there is good cooperation from key stakeholders, a robust HR transformation vision can be reached within a few weeks, culminating in a stakeholder workshop.