Organisational Development & Enhancement

Improving your Organisation capabilities through:


Human Resource Management

​​What organizations are realizing more and more is that their likelihood of sustained success is most dependent on learning to get the maximum out of their employees. Such a realization has had a significant impact on the practice of human resources management (HRM). Human resources management is the term increasingly used to refer to the philosophy, policies, procedures, and practices related to the management of an organization’s employees. A typical organisation spends a significant portion of its revenues on its employees, yet few organisations evaluate and attempt to establish a link between overall business strategy and personnel strategy.  How can an effective link between the two be established?  We can assist you in answering this question by conducting an Audit of your internal Human Resource Management systems, procedures and processes in order to identify key pitfalls and deficiencies and help you with devising effective strategies to overcome them.


Change Management - Helping organisations go through change as smoothly as possible

INNOVA helps organisations go through process commonly known as change management. Too often corporate boards of directors fear change management because they fear shaking things up, which might make things worse. However when it is time for a change; change management is necessary and often it will be for the better. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? The following outlines different scenarios, namely what can happen when change is and is not managed effectively:

What can happen if change is NOT managed?

  • Productivity declines as people become more consumed with the change being introduced.
  • Passive resistance festers.
  • Active resistance emerges and sabotages the change.
  • Valued employees leave the organization, a very costly proposition in terms of the lost contribution and the cost to replace them.
  • Employees become disinterested in the current state and the future state.
  • Employees begin arguing about change and the direction of the company.
  • People are left to wonder why the change is happening.
  • More people begin taking sick days or not showing up for work.
  • People find work-arounds to avoid implementing the new way of doing things.
  • Employees revert back to the old way of doing things.
  • Changes are not fully implemented.
  • Changes are scrapped and cancelled due to the lack of support throughout the organization.
  • Divides are created in the organization between 'us' and 'them'.
  • The organization builds a history of failed and painful changes.
  • Many types of risk are created - risk to the project, to the organization, to the employees involved and to the individuals supporting or chartering the change.

What can happen if change is EFFECTIVELY managed?

  • Employees have a solid understanding of why change is happening.
  • Employees engage in both the solution and the change.
  • Training is used to build knowledge after employees have made the personal decision to support the change.
  • Resistance is identified and dealt with early in the process.
  • Senior leaders demonstrate their own and the organization's commitment to the change.
  • Communications are segmented and customized for different audiences, answering the questions that they care about.
  • Momentum is built throughout different areas and levels within the organization.
  • Changes are less painful to the organization and to the employees.
  • A coalition of support among senior leaders and managers creates momentum throughout the organization.
  • Probability of meeting project objectives is increased.
  • The organization begins to build a history of successful change, creating a better 'backdrop' for the next change initiative.


Innova can provide practical support in helping you lead your organisations and people though change.


Organisations that are facing difficulties need to adapt and transform themselves. The same is the case with most successful companies and institutions as greatness is a trademark of only those who are capable of reinventing themselves. All great companies and institutions, at least periodically, look for ways to fundamentally enhance themselves. Often the search requires addressing the following three elements: 

  • Achieving success in the medium term by combining existing strengths and building new ones to allow measurable performance in excess of norm
  • Funding the transformation — successfully dealing with near term pressures by freeing up resources in order to achieve quick wins
  • Making sure a team, organization, and culture that has the right combination of ambition and ability to produce results

Tackling all three elements is, obviously, a challenge, but it is a challenge that more and more managers feel the need to confront. Our view is that the challenge can be addressed successfully as most organisations face common difficulties which, with the right level of effort and commitment, can be addressed effectively.  By collaborating with you we can address the causes of these common difficulties in order to enable you to improve your performance and perpetuate success.