Career advice

The most common question we get is how people can pursue a career in organizational development. Here are some tips which may or may not work.

Career tips for the organizational development crew

Networking is by far the best way to get a job. As far as how to network:

  • Check out the professional organizations such as ODHRM, ISPI, OD Network, and SIOP.
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Linking job involvement, identity, and segmentation to interrole conflict

The results of a study of 456 employees in an American service organization.

Because most people have multiple roles, such as parent and worker, interrole conflict is an important issue. (Interrole conflict is the conflicts between the expectations of one person’s roles. Identifying with one’s job — “job involvement” — can increase that conflict; while mentally walling off parts of one’s identity (“segmentation”) can reduce it.… Read the rest


Overtime and health among salaried employees


When this article was written, there had been little research on the effects of overtime. There were some links to negative outcomes:

  • Back injuries (Daltroy, Larson, Wright, Malspeis, Fossel, Ryan, Zwerling & Liang, 1991)
  • Higher blood pressure (Andriushchenko, Liubenzon & Liakhov, 1991)
  • Industrial accidents (Leigh, 1986; Thomas, 1992)
  • Less time dedicated to health promotion activities (Alexy, 1991)
  • Health problems due to increased exposure (Wang, Chang, Kao, Huang, Lin & Yeh, 1986).
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Articles, How-Tos, HR

An HR Manager’s Guide to Mergers and Acquisitions


Astute leadership can bring out synergies while avoiding collisions and steamrollers.

A KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits; and that study was by no means alone. Most mergers and acquisitions don’t deliver the goods, and many cause harm.

Mergers and acquisitions can be positive — and HR has a large role to play and making them work.… Read the rest


Mergers and Acquisitions: Finding Synergy and Avoiding the Reefs

Companies are joined nearly every day, but often two companies end up weaker together than they were separately. Indeed, a KPMG study showed that 83% of mergers and acquisitions failed to produce any benefits – and over half actually ended up reducing the value of the companies involved.

One of the main problems is that mergers and acquisitions are often planned and executed based on perceived cost savings or market synergies; rarely are the “people” and cultural issues considered.… Read the rest