Redefine Human Resources Center
||National Bank (Central Europe - 2400
||Increase effectiveness of human
BACKGROUND: This Central European bank was founded in the
1920's, and survived many major economic changes. At the end of the socialist
period, it was purchased by a banking conglomerate. The directors perceived the
existing Human Resource (HR) department as an expensive luxury.
SITUATION: Human Resources staff were concerned that they
might be split up and that they would lose their resource center and support staff,
which they considered essential for effective HR work.
SYSTEMIC DIAGNOSIS: The Human Resources group described a
"level 4" organizational structure (using terminology inspired by Dr Clare Graves),
with little delegation of power. However, most bank customers are "level 5"
entrepreneurs, while the HR staff had bonded as a "level 6" team (see article:
& Identity). People who prefer a level 6 organizational
structure will predictably prefer certain types of motivation, success, values, management,
etc; and have predictable conflicts with people who prefer level 4 and level 5
structures. A summary:
Level 4 - stability and security; management by
Level 5 - material success; management by proven
Level 6 - quality of life; management by consensus
The HR staff wanted to continue working together. Goal
diagnosis exposed an immediate requirement for the group to apply their
problem-solving skills to provide a service to bank management.
Failure or delays in doing so would likely result in the HR department being disbanded
(which is particularly painful for a level 6 organization for whom quality
interpersonal working relationships are often more important than the
Systemic analysis helped the HR staff focus on how to demonstrate
to the new bank management that a central HR department is more valuable and
effective than if separated
into small HR groups. Strategic planning lead to a vision of the HR team as stable
resource of "problem solvers" that could work throughout the bank
from their existing central location and resource base.
The first step required that the team members commence
discussions with upper management to identify the managers problems and
potential solutions. The second step was to create proactive relationships
between the HR staff and the individual managers and the third step was to
optimize, align and integrate the HR support processes.
The redefined HR structure allowed additional human
resources initiatives. Methods for providing quality services to
management were identified. The HR team plans to
further utilize systemic coaching.
NOTES: Following systemic diagnosis, solutions often appear obvious.
The HR team had felt torn between supporting bank staff (level 4), bank customers
(level 5) and their
"quality circle" (level 6). Their time and energy could be better
utilized in providing tailored solution-focused systemic solutions.
Both performance and productivity requires clear goals.
Systemic Solutions offers
strategic planning and relationship management for individuals, partners,
departments and organizations.
Case History 1: Mentorship
in Upper Management
Case History 2:
Manage Families in Organizations
History 3:Manage Conflict in Organizations
Interview with Martyn Carruthers
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