Strategic HR: ECT Implementation, Leadership, and Culture Change

This report discusses approaches to ensuring the success of learning 2.0, emphasizing the importance of strategic approaches driven by senior management and clear communication. It highlights key factors in implementation, including communication, management strength, and organizational culture, and stresses the need for employee engagement. The report assesses the balance between culture, leadership, and resources within the organization, noting deficiencies in cultural support and leadership. It suggests prioritizing discussions with employees to gather input and confidence, supported by data, flexibility, and a focus on core messages, while also underscoring the competitive threat posed by competitors who have already adopted learning philosophy 2.0. The report concludes by emphasizing the necessity of adopting the approach to realize the president's goals.

Running HEAD: HUMAN RESOURCES 1
Human Resource
Name
Institution

HUMAN RESOURCES 2
1. Approaches to ECT success
To ensure success of learning 2.0 the ECT should adopt strategic approaches. Strategies requires
that the change is driven by the senior management who show a strong commitment to the
change. Everyone should recognize the importance for change and an unambiguous message of
what is needed to be done in order to implement the change is needed.
Delegation for change so that it can be applied throughout the organization yet it requires
the changes to fit within the business overall strategy plan
Long term initiatives which has a strong cognition and clear sponsorship from the top
management so that there is continued support for the change. Also requires setting milestones
and metrics to show that change is working as preferred.
2. Implementation key factors
Communication: Implementation will be successful when good communication is
adopted (Mitchell, 2013).
Implementation management: strength of management is critical in implementation
process.
Culture: Organizational culture includes attitudes, values, beliefs and behaviors of its
employees (Woodside, 2010). The culture of an organization is unique and diverse as people’s
personalities. When organization employees believe that change is something to be avoided and
resisted, then implementing the change is often radical and difficult to achieve. If the employees
believe that all change should be implemented by force “from above”, then change is absolutely
supported.

HUMAN RESOURCES 3
Engagement: implementation is not necessarily an event but a process. With this Staff
engagement it yields additional input information and helps build their commitment to the end of
the plan.
3. Culture, leadership and resources to support this change
The organization is not well balanced between culture, leadership and resources as
evident by the happenings in it. The organization does not have the culture to support the
change. This is because the employees are not supporting the change being advocated by Jan
O’Brien in his endeavor of implementing the learning 2.0.
Leadership is mild since Jan O’Brien lacks support from her department showing
leadership to direct her department is not there. Her lack of confidence to present the case
direction shows lack of leadership since leaders are supposed to be confident.
Resources is evident due to the large number of employees in the organization. The
company has 8000 employees and is capable of position creation and able to deal with threats
pose by their competitors.
4. How to make case direction
Prior discussion with the company employees would be of importance since I will get to
know their take on the approach and be able to sufficiently present the case to the
leadership team. Since the approach require collaboration for it to work efficiently
employees should be at stake when presenting the case
First prepare myself with supporting data so as to gather confidence when presenting
the case to the team. I would be flexible and make the case simple concentrating on the core
message. Showing that the change will be both employees centered and production centered.

HUMAN RESOURCES 4
Arguing that our competitors have introduced learning and philosophy 2.0 which
would be a threat to the company.to realize the goals of the president the approach have to be
adopted.
References
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing
Management (through 2013), 20(1), 32.
Woodside, A. G. (2010). Chapter 1 Introduction: Theory and practice of organizational culture,
B2B relationships, and interfirm networks. In Organizational Culture, Business-to-
Business Relationships, and Interfirm Networks (pp. 1-9). Emerald Group Publishing
Limited.