‘Work-life balance’. What's that all about? Picture this: I have my work perched at one end of the see-saw that somehow represents my life and my…erm…my life perched precariously at the other. On the face of it, it signifies that my work is completely and utterly devoid of anything that comes close to life and, similarly, that my life is hermetically sealed off from work. I guess I could re-draw the image so that there’s a blurry, permeable bit between the two ends but, even so, it still depicts my work and my life as a polarity, distinctly different and at opposite ends of a spectrum.
OK, I’m being a bit playful here. I get the idea – to help ensure that we pay attention to different aspects of our lives, in particular to avoid work taking over our whole lives. There are echoes of biblical principles of Sabbath in this, safeguarding a space for spiritual, psychological, physical and social refreshment, enrichment and restoration. It poses important questions in modern day, post-modern life, especially against a backdrop of increasing mental and physical health costs of a non-stop lifestyle, e.g. how to do ‘Sabbath’ meaningfully in the midst of 24hr connectivity?
Now here’s a weird thing. When I typed ‘work-life’ into my phone, it auto-corrected to ‘worm-like’. I know what you’re thinking: I really need to get out more – and you may well be right. But what occurs to me is that a worm lives most of its life inside a tunnel in total, relentless darkness. By contrast, there’s something for us here about how to discover and create light, freedom, meaning and purpose in whoever we are, in whatever we are doing. The question then is how to be alive in its widest, deepest, most holistic sense in all aspects of our lives - including in our work. How do we do it?
Do you work in organisation development (OD) or human resources (HR)? Or do you work in leadership and management and feel curious to know what these fields are, what they cover and what the differences are between them? Do you feel confused by distinctions when when, after all, they are both concerned with human aspects of organisations? I will attempt to introduce both fields below and to explain common focus areas, differences between them and what kinds of people tend to be drawn to them.
What is OD?
OD is a broad field of thinking and practice. Different organisations use this term differently, to mean different things. OD practitioners often have a psychological and systemic orientation and focus their attention on areas such as leadership, culture and engagement. They are interested in questions like, ‘what human-related factors are influencing this organisation's success?' ‘why are things as they are?’, ‘how could we be more innovative or effective?’
Their core skills include relationship-building, questioning, reflecting, influencing, reframing and sense-making. OD practitioners are often found working alongside top teams, providing internal consultancy, guidance and coaching. They aim to raise awareness, stimulate fresh ways of thinking, challenge the status quo, build capacity for the future, enhance organisational experience and effectiveness.
Key words associated with this field: e.g. strategic, leadership, culture, values, relationships, teamwork, engagement, inquiry, challenge, opportunity, influence, concept, change, innovation, dynamics, perspectives, reframing, sense-making, capacity,
learning, development, impact.
What is HR?
HR is a fairly well-defined field of thinking and practice. Different organisations use HR in different ways. As a general principle, however, HR practitioners often have a legal, policy and process orientation and focus their attention on areas such as employment and performance management. They are interested in questions like, ‘what staff resources do we need?’, ‘how can we attract, recruit and retain the best people’, ‘how can we ensure people perform well?’
Their core skills include relationship-building, influencing, applying legal/policy frameworks and assertiveness. HR practitioners are found operating at a number of different levels. These range from HR strategizing through business partnering through policy implementation to payroll. They aim to ensure that staff resources are well deployed and that people are treated fairly and consistently.
Key words associated with this field: e.g. employment law, policy, structure, competencies, jobs, talent, contracts, frameworks, staff, recruitment, selection, contracts, management, performance, appraisal, reward, retention, employee relations, discipline, grievance, salary, payroll, benefits.
What do OD and HR have in common?
OD and HR are both interested in the relationship between people and organisations. They both regard people as a key contributor to an organisation’s success. They both have a humanistic outlook, an ethical belief that people should be treated well.
What are the differences?
It’s difficult to draw direct comparisons and contrasts because OD practitioners work mainly as coaches and consultants to leadership teams whereas HR practitioners operate at many different levels, ranging through strategic HR, business partnering and transactional-administrative tasks. However, there are some general common characteristics outlined in the table below, bearing in mind these vary from practitioner to practitioner and from organisation to organisation. These differences create potential for synergy and, sometimes, sources of tension.
What could a typical OD role look like?
This varies from role to role and organisation to organisation. In my own experience, I've been responsible in OD roles for strategy and change, values and culture, leadership and management development, staff and team development, internal communication and staff engagement, performance management and development. However, the following are common:
Develop effective leaders and leadership teams through coaching, consultancy and facilitation.
Support effective change leadership through providing guidance and building leadership capability.
Work alongside leaders to develop an inspiring, engaging and effective organisational culture.
Create leadership development opportunities (e.g. seminars/training, mentoring, action learning).
Oversee the L&D function, focusing on management, staff and team development.
When does OD work with HR?
OD and HR practitioners most commonly work collaboratively in areas including the following:
Change leadership and management.
Performance management and development.
Talent management and development.
Induction and training.
If you've had different experiences of OD and HR, or hold different views about what they are and the differences between them, please do share your views here too! I would be interested to hear more.
Nick is a coach, trainer and OD consultant with over 15,000 followers on LinkedIn. How can I help you? Get in touch! email@example.com