Andre John Haddad
Industrial Psychologist

(November 2000) 

If our department is seen as “overhead,” its end is in sight.  There are alternatives.
Providers of corporate services—ranging from Information Systems, Human Resources, and Finance, to Internal Audit and Communications—are facing a tough challenge: how to become a full partner in their organization, not just a cost of doing business.

Most organizations function in difficult, complex environments and conditions. Those muted sounds of frustration, discontent and even exasperation are caused most often by changes assaulting citizens, organizations, employees as well as management – every single day.

With the advent of instant communications, changes are generated at an even greater pace than ever before imagined. As a consequence of this turbulence, managers struggle to be pertinent. We are being challenged to meet the ever-growing set of expectations and needs of front-line units. Despite our best efforts to improve, we have come to a juncture where significant changes are required. Although we still believe in improving our function, we understand that a number of important changes have become obligatory and urgent.

The following imperatives require analysis and debate:
a) Radical realignment of the work of managers and professionals.
b) New measurements of competence, performance and worth.
c) How employees relate to each other, to their management, and especially to the organization.
d) How new intellectual wealth is developed and paid for.