In today’s challenging times there is fast growing recognition that Organisation Development (OD) and HR should work together with line managers to produce sustainably high performing and change-able organisations. But quite how this relationship should work is source of great debate. Dr Naomi Stanford outlines key aspects of this debate and offers some challenging propositions. In particular she argues for a raising of standards in both disciplines, and flags up the need for a body dedicated to the professionalising of OD.

In today’s challenging times there is fast growing recognition that Organisation Development (OD) and HR should work together with line managers to produce sustainably high performing and change-able organisations. But quite how this relationship should work is source of great debate. Dr Naomi Stanford outlines key aspects of this debate and offers some challenging propositions. In particular she argues for a raising of standards in both disciplines, and flags up the need for a body dedicated to the professionalising of OD.

Human Resource Management (HRM) and Organisation Development (OD) come from different roots. HRM’s origins date back to the early 20th century when it was a largely transactional function focused on the administrative and compliance aspects of the “hire to retire” cycle.

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