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Nurturing the H in HR: using action learning to build organisation development capability in the UK Civil Service

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  • Richard Hale
  • Martin Saville

Abstract

In the UK, the Civil Service Reform Plan is being implemented with urgency. This requires Civil Service departments and agencies to reform their structures and ways of working in order to deliver effective services in a climate of economic austerity and rapid social and technological change. Historically, Human Resource (HR) professionals have provided services based on the HR Business Partner model which has meant a focus on strategic and operational HR services. As part of these changes, HR managers and other professionals are now required to develop their capabilities in providing Organisation Development (OD) advice to their internal clients. In order to make this happen, the Civil Service's expert OD and Design Service launched an OD Capability Building programme and engaged OD specialists Mayvin to deliver it. The programme incorporates the postgraduate level-accredited Action Learning Question method developed by Dr Richard Hale called, in this context, OD Questions (ODQs). Participants on the OD Capability Building programme are required to complete an ODQ over a five- to six-month period. This entails scoping an OD challenge with key stakeholders, conducting some research and making recommendations for change or implementing such change. The participants work in 'action learning sets' and support each other with their problem solving and learning. A final report is written up by each participant leading to the award of postgraduate-level credits. Examples of ODQ areas include: How can I support a newly appointed Director General to align his team to address their challenges at a time of rapid change? How can I help my client department to improve employee engagement? How can I develop my own capability in working as a business partner and adding value alongside my client?

Suggested Citation

  • Richard Hale & Martin Saville, 2014. "Nurturing the H in HR: using action learning to build organisation development capability in the UK Civil Service," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(3), pages 333-351, November.
    • Handle: RePEc:taf:alresp:v:11:y:2014:i:3:p:333-351
    DOI: 10.1080/14767333.2014.965021
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    References listed on IDEAS

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    1. Mike Pedler, 2012. "All in a knot of one another's labours: self-determination, network organising and learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 9(1), pages 5-28, March.
    2. Richard Hale, 2013. "The leadership crisis -- can Action Learning Questions provide any answers?," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 10(2), pages 178-187, July.
    3. Joanna Kozubska & Bob MacKenzie, 2012. "Differences and impacts through action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 9(2), pages 145-164, April.
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    Cited by:

    1. James Traeger & Carolyn Norgate, 2015. "A safe place to stay sharp: action learning meets cooperative inquiry in the service of NHS OD capacity building," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 12(2), pages 197-207, July.
    2. Richard Hale & Carolyn Norgate & James Traeger, 2018. "From nurturing the H in HR to developing the D in OD – systemic benefits where action learning and organisational development combine," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 15(2), pages 154-167, May.

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