The power of Systems Thinking is by no means limited to the financial success of your organisation.
The 4D transformation model takes into account the vital role that HR plays in driving and sustaining change.
The benefits of this approach to organisational culture and employee engagement are numerous. At Quo-Change, we work to ensure that
the positive effects of change are felt not just by the organisation as a whole, but by the individual too.

Change intervention

HR occupies a wonderful vantage point to see and drive truly transformational change in their organisation. Yet so often, HR is unable to take advantage of the birds eye view or gets prevented from doing so. We work with the HR leaders to help them to understand and increase their own effectiveness. We focus on real and specific problems to ensure that the development process delivers value quickly to the individual and the organisation.

A detailed audit can be carried out in ‘due diligence’ rigour to understand the current HR provision and its effectiveness. To bring about transformation in HR service and effectiveness, a change intervention can be applied which adopts the principles of systems thinking.

Why should HR care about customer first?

The outcomes of 4D transformation delivers improvement in everything that matters to HR

  • Measures: the measures that a HR function strives to improve all transform
  • Organisation improvement: It is a collaborative and efficient approach to organisation design that works

4D enables HR to transform itself

  • HR services: HR processes improve from hire to retire
  • HR value: HR become more effective at driving improvement and change

HR has an important role to play in the change

  • HR policies may need to change to remove barriers and accelerate change
  • The outcomes of the changes will need embedding into new approaches and HR policies
4D transformation delivers improvement in the measures that matter to HR
  • Engagement scores improve
  • Attrition reduces
  • Absence reduces
  • Cost of recruitment decrease
  • Speed of recruitment increases
  • Time to competence increases
  • Employment brand improves
  • Return of investment in training and development increases
  • Number of grievance and disciplinary cases reduces
  • Number of disputes reduce as trade unions work in partnership more readily
  • Number of promotions of internal talent increases as talent is more easily identified and released
  • Readiness for succession to critical roles accelerates as leaders develop more quickly
  • Labour cost ratios improve
Key points
  • The people implications of change are integrated into the design ensuring a sustainable improvement in culture, engagement, capability.
  • It delivers cultural transformation very quickly. Step change in results can take a matter of weeks
  • It combines transformational change and leadership development. Leaders are supported to be active, hands-on drivers of the transformation, with their teams. This ensures learning is optimised and the change is sustainable.
  • It does not force a choice between cost or quality or engagement. The method improves service and reduces costs and increases engagement.
  • Leaders are left 'better off' and autonomous in 4D methodology. They are able to deploy improvement themselves and also use it improve performance in the wider system e.g. suppliers.
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