Organization, Change & HR Models

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This presentation is a collection of PowerPoint diagrams and
templates used to convey 40 different Organization, Change, HR &
Leadership models and frameworks.
Organization, Change
& HR Models
Diagrams and Templates of Organization, Change
& HR Models and Frameworks

© Operational Excellence Consulting. All rights reserved. 2
Contents (1 of 2)
1. SHRM Competency Model for HR Professionals
2. Ulrich’s HR Competency Model
3. Ulrich’s Matrix on the Four Roles of HR
4. The Harvard Model of Strategic HRM
5. AHRI Model of Excellence
6. People Capability Maturity Model (PCMM)
7. Ulrich’s Stages of Employee Connection to the Organization
8. The Talent Management Framework
9. Four Stages of Contribution Model (Novations)
10. Ulrich’s Five Rules for Leadership
11. The ATD Competency Model
12. The Training Needs Analysis Framework (Blanchard & Thacker)
13. The ADDIE Model
14. The Conscious Competence Learning Model
15. Kirkpatrick’s Four-Level Training Evaluation Model
16. High-Impact Learning Organization
17. Senge’s Five Disciplines
18. Drucker’s Management By Objectives
19. De Bono’s Six Thinking Hats
20. Beer & Nohria’s E & O Theories
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Contents (2 of 2)
21. Hofstede’s Cultural Dimensions
22. Lencioni’s Five Dysfunctions of a Team
23. Tuckman’s Model of Team Development Stages
24. The Emotional Competence Framework
25. Kubler-Ross’ Change Curve Model
26. Bridges’ Transition Model
27. Lewin’s Three Stage Change Model
28. The ADKAR Change Model
29. The McKinsey 7-S Framework
30. Kotter's Eight Phases of Change
31. The Power/Interest Grid for Stakeholder Prioritization
32. Szpekman’s Communication Framework
33. The Johari Window
34. Ofman’s Core Quadrants Model
35. Covey’s Seven Habits Model
36. Covey’s Time Management Matrix
37. Baldrige Excellence Framework
38. EFQM Excellence Model
39. Balance Scorecard
40. ISO 9001:2015 Quality Management System

The SHRM Competency Model provides the foundation for talent management
throughout the HR lifecycle and helps organizations ensure that HR professionals
are proficient to solve today's most pressing people issues and strategies
Source: Based on Society for Human Resource Management (SHRM), 2016
SHRM Competency Model for HR Professionals
RELATIONSHIP
MANAGEMENT
ETHICAL
PRACTICE
COMMUNICATION
CONSULTATION
LEADERSHIP
& NAVIGATION
HR EXPERTISE
(HR KNOWLEDGE)
GLOBAL
& CULTURAL
EFFECTIVENESS
BUSINESS
ACUMAN
CRITICAL
EVALUATION
SHRM
COMPETENCY
MODEL

Ulrich’s HR Competency Model
Source: Dave Ulrich and Wayne Brockbank, 2012
Capability
Builder
Change
Champion
Technology
Proponent
HR
Innovator
& Integrator
Credible
Activist
Ulrich’s HR Competency Model

The Harvard Model of Strategic HRM integrates both HR and
business strategies and enable the organization to achieve its goals
Source: Beer et al, 1984
Stakeholder
Interests:
• Shareholders
• Management
• Employees
• Government
• Unions
Situational
Factors:
• Workforce
characteristics
• Business strategy
and conditions
• Management
philosophy
• Labor market
• Unions
• Task technology
• Laws and social
values
HRM Policy
Choices:
• Employee
influence
• Human resource
flow
• Reward systems
• Work systems
Long-term
Consequences:
• Individual well-
being
• Organizational
effectiveness
• Societal well-being
HR Outcomes:
• Commitment
• Congruence
• Cost effectiveness
The Harvard Model of Strategic HRM

The AHRI’s Model of Excellence defines what HR practitioners should know, what
they are expected to do, and what their peers and leaders expect them to be, in
terms of behaviors and capabilities
Source: AHRI, 2015
AHRI Model of Excellence
Organisational
Capability

People Capability Maturity Model (PCMM) is a roadmap for
implementing workforce practices that continuously improve the
capability of an organization’s workforce
Level 5
Optimizing
Level 1
Initial
Level 2
Managed
Level 3
Defined
Level 4
Predictable
Change
Management
Inconsistent
Management
People
Management
Competency
Management
Capability
Management
Continuously
Improving
Practices
Measured &
Empowered
Practices
Competency-
Based Practices
Repeatable
Practices
Source: Software Engineering Institute
People Capability Maturity Model (PCMM)

Talent Management Framework
Source: Bersin & Associates
Talent Strategy & Business Alignment
Capability & Competency Management
Workforce Planning
Leadership Development
Succession Management
Career Management
Performance Management
Learning & Capability Development
Talent Infrastructure
Talent
Acquisition
Total
Rewards
Organization
&
Governance
Business
Metrics
&
Analytics
Talent Management Framework

Source: Novations Group
The Four Contribution Stages explains how careers develop in
distinct stages, each different from the other and each requiring
different activities, skills, and interaction
Contributing
Independently
Contributing Dependently
Contributing Strategically
Contributing Through
Others
Competence Growth
• Willingly accepts
supervision
• Demonstrates competence
on a portion of a larger
project
• Performs effectively on
detailed and routine tasks
• Shows “directed” creativity
and initiative
• Performs well under time
and budget pressure
• Learns how “we” do things
• Assumes significant
responsibility
• Relies less on supervision;
works independently and
produces results
• Builds expertise
• Develops credibility and a
reputation
• Builds a strong collegial
network
• Develops broader business
perspective - help others
understand in the broader
business context and needs
• Contributes to the
performance of others as a
manager, mentor, or idea
leader
• Represents the work group
on important issues
• Builds a strong internal and
external network
• Provides strategic direction
• Builds organizational
capability through work
system and process
improvement
• Exercise power for the
benefit of the organization
• Sponsors and prepares
future leaders
• Represents the organization
to key external groups on
critical strategic issues
Stage 1
Stage 4
Stage 3
Stage 2
The Four Stages of Contribution Model

The ATD Competency Model defines the skills and knowledge
required to become successful trainers
Source: Association for Talent Development (ATD)
ATD Competency Model
Performance
Improvement
Knowledge
Management
Instructional
Design
Coaching Training
Delivery
Integrated
Talent
Management
Learning
Technologies
Managing
Learning
Programs
Evaluating
Learning
Impact
Change
Management
Personal Skills
Interpersonal Skills Technology Literacy
Foundational Competencies
TD Areas of Expertise
Business Skills Industry Knowledge
Global Mindset

The Training Needs Analysis (TNA) framework provides a systematic
approach to identify gaps in employee training and related training needs
The TNA Framework
Source: Blanchard & Thacker
Performance
Gap
Person
Analysis
Organizational
Analysis
Operational
Analysis
Non-Training
Needs
Training
Needs
Identify
Performance
Discrepancy
and its Causes

ADDIE Model is a systematic instructional design model comprising five
phases: Analysis, Design, Development, Implementation & Evaluation
The ADDIE Model
Evaluation
Implementation Development
Design
Analysis

The Conscious Competence Learning Model relates to the
psychological states involved in the process of progressing from
incompetence to competence in a skill
The Conscious Competence Learning Model
Source: Noel Burch (Gordon Training International)
Incompetent Competent
Competence
Consciousness
Unconscious
Conscious
Unconscious
Incompetence
Unconscious
Competence
Conscious
Competence
Conscious
Incompetence

Overview of Kirkpatrick’s Four-Level Training Evaluation Model
Results
The degree to which targeted
outcomes occur as a result of the
training and the support and
accountability package
Behavior
The degree to which participants apply
what they learned during training
when they are back on the job
Learning
The degree to which participants
acquire the intended knowledge, skills,
attitude, confidence and commitment
based on their participation in the
training
Reaction
The degree to which participants find
the training favorable, engaging and
relevant to their jobs
Level 1
Level 4
Level 3
Level 2
Source: Donald Kirkpatrick
Kirkpatrick Model

High-Impact Learning Organization Maturity Model
Source: Bersin & Associates
High-Impact Learning Organization Maturity Model
Organizational
Capability Development
Talent & performance
Improvement
Incidental Training & Job Preparedness
Training & Development Excellence
Organization
Value of
Learning
What ‘Learning’
Mean to
Leadership
What ‘Learning’
Means to the
Individual
Cultural Agility
Continuous
Improvement/
Career Growth
Strategic
Leadership &
Talent Pipeline
Preparing for
My Next Job
Programs &
LMS’s
Going to
Workshops
Utilitarian
Training & Job
Shadowing
Trial & Error on
My Job
Programmatic

Senge’s Five Disciplines of a learning organization focuses on group
problem solving using systems thinking
Systems
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Vision
Team
Learning
The
Learning
Organization
Source: The Fifth Discipline, Peter Senge
Senge’s Five Disciplines

De Bono’s thinking hats represents six ways of thinking about
strategies and helps us to see potential opportunities
Source: Edward de Bono
De Bono’s Six Thinking Hats
The White Hat - Facts
White hat thinking focuses on
data, facts, information known
or needed.
The Yellow Hat -
Benefits
Yellow hat thinking focuses on
values and benefits. Why
something may work.
The Red Hat - Feelings
Red hat thinking focuses on
feelings, hunches, gut instinct
and intuition.
The Black Hat - Cautions
Black hat thinking focuses on
difficulties, potential problems.
Why something may not work.
The Blue Hat - Process
Blue hat thinking focuses on
managing the thinking process,
focus, next steps, action plans.
The Green Hat - Creativity
Green hat thinking focuses on
creativity: possibilities, alternatives,
solutions, new ideas.

Beer & Nohria’s E & O Theories provide two approaches to
organizational change and creating sustainable competitive advantage
Source: Beer & Nohria
Beer & Nohria’s E & O Theories
Theory E
• The purpose of Theory E is the
creation of economic value,
often expressed as shareholder
value.
• Its focus is on formal structure
and systems. It is driven from
the top by the extensive aid of
consultants and financial
incentives.
• Change is planned and
programmatic.
Theory O
• The purpose of Theory O is the
development of an organization’s
human ability to implement
strategy and to learn about the
effectiveness of the changes
made from the actions action.
• Its focus is on the development
of a high-commitment culture. Its
means consist of high
involvement, where consultants
and incentives are relied on far
less to drive change.
• Change is emergent, rather than
planned and programmatic.

Tuckman’s Model of Team Developmental Stages for Small Groups
Forming
 Team members
meet each other
 Team members
learn about the
task
 All team
members learn
what their roles
will be
Storming Norming Performing
 Team members
learn how to work
together
 Team members
learn about other
member’s abilities
 Leader focuses
the team
 Team starts to
work and act
together
 Roles evolve into
helping the team
succeed
 Team members
are more likely to
express opinions
 Team members
work hard toward
goal
 Members are
flexible and help
each other
 Leader’s role is
blurred –
everyone is
focused
Source: Adapted from Bruce W. Tuckman
Tuckman’s Model of Team Development Stages

The Emotional Competence Framework facilitates team members to
develop themselves in five dimensions of emotional intelligence
Source: Adapted from Goleman
The Emotional Competence Framework
Self-Awareness
 Emotional awareness
 Accurate self-
assessment
 Self-confidence
Social Awareness
 Empathy
 Service orientation
 Developing others
 Leveraging diversity
 Political awareness
Self-Motivation
 Achievement drive
 Commitment
 Initiative
 Optimism
Self-Regulation
 Self-control
 Trustworthiness
 Conscientiousness
 Adaptability
 Innovativeness
Social Skills
 Influence
 Conflict management
 Change catalyst
 Collaboration and cooperation
 Communication
 Leadership
 Building bonds
 Team capabilities
EMOTIONAL
COMPETENCE
FRAMEWORK
Personal Competence
Social Competence

The Change Curve model describes the four stages most people go
through as they adjust to change
Source: Elisabeth Kubler-Ross
The Change Curve
Stage 1 2 3 4
State Status quo Disruption Exploration Rebuilding
Reaction Shock, Denial Anger, Fear Acceptance Commitment
Positive
Negative
Impact

Lewin’s Three Stage Change Process is a simple and easy-to-
understand framework for managing organizational change
Source: Kurt Lewin
• Ensures that
employees are
ready for
change
Unfreeze
• Execute the
intended
change
Change
• Ensures that
the change
becomes
permanent
Refreeze
Lewin’s Change Model

The ADKAR Change Model (Awareness, Desire, Knowledge, Ability, Reinforcement)
provides a simple and action-oriented framework for taking control of individual change
ADKAR Change Model
Source: Based on Prosci® ADKAR® Model
A R
A
D K
KNOWLEDGE REINFORCEMENT
AWARENESS
DESIRE ABILITY
 Understand the need for
change
 Understand nature of the
change
 Sustain the change
 Build a culture and
competence around change
 How to change
 Implement new skills and
behaviors
 Support the change
 Participate and engage
 Implement the change
 Demonstrate performance

The McKinsey 7S framework highlights seven internal aspects of an
organization that need to be aligned if it is to be successful
Structure
Systems
Style
Staff
Skills Strategy
Shared
Values
Source: McKinsey
Soft Elements
Hard Elements
McKinsey 7S Framework

Kotter’s Eight-Step Change Process provides a roadmap for
advancing a culture of performance excellence
Kotter’s 8-Step Change Model
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Build a
Guiding
Coalition
3. Form a
Strategic
Vision
4. Enlist a
Volunteer
Army
5. Enable
Action by
Removing
Barriers
6. Generate
Short-term
Wins
7. Sustain
Acceleration
8. Institute
Change
Committed
Leadership
Source: Based on John Kotter, 1996 & 2014

Szpekman’s Communication Framework provides a holistic approach
to managing change communication to achieve positive outcomes
Szpekman’s Communication Framework
Communication
Leadership
Measures
Structure/Process
Rewards
Knowledge/Skill Emphasis
Competency models
Hiring processes
Orientation programs
Training and development
Feedback and coaching
Talent planning
Performance management
360 degree feedback
Employee surveys
Performance metrics and
benchmarks
Communication plans
Print and electronic media
Face-to-face communication
Compensation plans
Benefits
Recognition programs
Promotions
Organization structure
Career paths
Policies and procedures
Roles and responsibilities
Tools and support
Vision and strategy
Agenda items
Questions
Praise
Resources
Assignments
Symbolic behavior
MANAGERS
Source: Andy Szpekman

The Johari Window is a communication model that is used to improve
self-awareness and understanding between individuals
The Johari Window
Source: Adapted from Joseph Luft & Harry Ingham
Known to
others
Unknown
to others
Known to self Unknown to self
OPEN
1
HIDDEN
3
UNKNOWN
4
2
BLIND

Covey’s Seven Habits is a powerful model for personal change and
leading change
Source: Stephen Covey
Covey’s 7 Habits Model
Interdependence
Independence
Dependence
PUBLIC
VICTORY
PRIVATE
VICTORY
1
Be
Proactive
2
Begin with
The End in Mind
3
Put First
Things First
Think
Win-Win
4
Seek First to Understand,
Then to Be
Understood
5
Synergize
6

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firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
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