Organization, Change & HR Models

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This presentation is a collection of PowerPoint diagrams and
templates used to convey 30 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. 3
Contents
IMPA HR Competency Model Tuckman’s Model of Team Development Stages
NAPA Competency Model for HR Professionals The Emotional Competence Framework
Ulrich’s HR Competency Model Bridges’ Transition Model
Ulrich’s Matrix on the Four Roles of HR Lewin’s Three Stage Change Model
The Harvard Model of Strategic HRM The McKinsey 7S Model
AHRI Model of Excellence ADKAR Change Model
People Capability Maturity Model (PCMM) Kotter's Eight Phases of Change
SHRM Elements for HR Success Covey’s Seven Habits Model
Ulrich’s Stages of Employee Connection to the
Organization
Covey’s Time Management Matrix
Talent Management Framework Cause & Effect Diagram for HR Systems
Four Stages of Contribution Model (Novations) ISO 9001 Quality Management Model
Ulrich’s Five Rules for Leadership Baldrige Performance Excellence Model
ASTD Competency Model EFQM Business Excellence Model
Senge’s Five Disciplines Kaplan & Norton Balance Scorecard
High-Impact Learning Organization Xerox Benchmarking Model
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International Personnel Management Association (IPMA) HR
competency model establishes the relationship of HR roles
Source: International Personnel Management Association (IPMA)
Leader
Change
Agent
HR Expert
Business
Partner
IMPA HR Competency Model

Contents
Organization

Insert Header
Insert bumper – takeaway statement
NAPA Competency Model for HR Professionals (TEMPLATE)
Source: National Academy of Public Administration (NAPA)
Leader
Takes Risks
Ethical
Decisive
Develops Staff
Creates Trust
Advocate
Values Diversity
Resolves Conflict
Communicates Well
Respects Others
HR Expert
Knows HR Principles
Customer Oriented
Applies Business Procedures
Manages Resources
Uses HR Tools
Business
Mission Oriented
Strategic Planner
Systems Innovator
Understand Team behavior
Change Agent
Manages Change
Consults
Analyzes
Uses Coalition Skills
Influences Others

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

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

Ulrich’s Matrix on the Four Roles of HR
Source: Adapted from David Ulrich
Strategic Focus
Process People
Operational Focus
Strategic
Partner
Change
Agent
Admin
Expert
Employee
Champion
Ulrich’s Four HR Roles

Contents
Organization

Insert Header
The Harvard Model of Strategic HRM (TEMPLATE)
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 AHRI Model of Excellence consists of a number of interrelated
activities that combine to drive business performance
Source: HR Competency Model (Ulrich & Brockbank, 2012) and AHRI Model of Excellence 2007
DRIVING YOUR SUCCESS
Business Driven
Capabilities
Objectives
AHRI Model of Excellence

Contents
Organization

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People Capability Maturity Model (PCMM) (TEMPLATE)
Level 5
Optimizing
Level 5
Optimizing
Level 1
Initial
Level 1
Initial
Level 2
Managed
Level 2
Managed
Level 3
Defined
Level 3
Defined
Level 4
Predictable
Level 4
Predictable
Change
Management
Change
Management
Inconsistent
Management
Inconsistent
Management
People
Management
People
Management
Competency
Management
Competency
Management
Capability
Management
Capability
Management
Continuously
Improving
Practices
Measured &
Empowered
Practices
Competency-
Based Practices
Repeatable
Practices
Source: Software Engineering Institute

Insert Header
PCMM Process Areas (TEMPLATE)
Source: Software Engineering Institute
Maturity
Levels
Process Areas Threads
Developing
individual
capability
Building
workgroups &
culture
Motivating &
managing
performance
Shaping the
workforce
5
Optimizing
Continuous
Capability Improvement
Organizational
Performance
Alignment
Continuous
Workforce
Innovation
4
Predictable
Competency Based
Assets
Mentoring
Competency
Integration
Empowered
Workgroups
Quantitative
Performance
Management
Organizational
Capability
Management
3
Defined
Competency
Development
Competency
Analysis
Participatory
Culture
Career
Development
Workforce Planning
2
Managed
Training &
Development
Communication &
Coordination
Compensation
Performance
Management
Work Environment
StaffingThis document is a partial preview. Full document download can be found on Flevy:

Society for Human Resource Management (SHRM): The Elements for
HR Success
Source: Society for Human Resource Management (SHRM)
KNOWLEDGE
BEHAVIOR
+
=
SUCCESS
Total Rewards
Employee & Labor Relations
Risk Management
Consultation
Communication
Ethical
Practice
Relationship
Management
Organizational
Leadership & Navigation
Global &
Cultural
Effectiveness
Critical
Evaluation
Business
Acumen
Strategic Business Management
Workforce Planning & Employment
Human Resource Development
HR TECHNICAL
EXTERPISE & PRACTICE
SHRM Elements for HR Success

Contents
Organization

Insert Header
Ulrich’s Stages of Employee Connection to the Organization (TEMPLATE)
Source:
Competence
Productivity
Connection
Commitment
Ability to do the work
Finding meaning in
doing the work
Willing to do the work
X
=
X
Source: David Ulrich, 2012

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
BusinessMetrics&Analytics
Talent Management Framework

Contents
Organization

Insert Header
The Four Stages of Contribution Model (TEMPLATE)
Source:Source: Novations Group
Key Transitions (Novations)
Stage 4.
Contribute
Strategically
Stage 3.
Contribute
through
Others
Stage 3.
Contribute
Independently
Stage 1.
Contribute
Dependently
Impact

Insert Header
The Four Stages of Contribution Model (TEMPLATE)
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 2This document is a partial preview. Full document download can be found on Flevy:

Insert Header
Behavioral Characteristics of High Performers (TEMPLATE)
Stage 1 Stage 2 Stage 3 Stage 4
Role
Primary
Relationship
Major Transition
Issue
Performance
Leverage
Directed by
Others
Apprentice
Dependence
Support to
Others
Establishing
Expertise
Colleague and
Specialist
Independence
Individual
Capability
Leading &
Developing
Others
Mentor, Manager
or Idea Leader
Assuming
Responsibility
for Others
Relationships
& Networks
Shaping
Organizational
Direction
Sponsor &
Strategist
Exercising
Power
Organizational
Impact

Ulrich’s Five Rules for Leadership (Leadership Code)
Source: David Ulrich
STRATEGIST
Rule 1:
Shape the future
EXECUTOR
Rule 2:
Make things happen
TALENT MANAGER
Rule 3:
Engage today’s talent
HUMAN CAPITAL
DEVELOPER
Rule 4:
Build the next generation
PERSONAL
PROFICIENCY
Rule 5:
Invest in yourself
Long-term
Strategic
Individual
Near-term
Operational
Organization
Ulrich’s Five Rules for Leadership

Contents
Organization

Insert Header
ASTD Competency Model for T&D (TEMPLATE)
Source: The American Society for Training & Development (ASTD)
ASTD
Competencies
for the Training
& Development
Profession
Performance
Improvement
Knowledge
Management
Instructional
Design
Coaching Training
Delivery
Integrated
Talent
Management
Learning
Technologies
Managing
Learning
Programs
Evaluating
Learning
Impact
Change
Management
Personal SkillsInterpersonal Skills Technology Literacy
Foundational Competencies
T&D Areas of Expertise
Business Skills Industry KnowledgeGlobal MindsetThis document is a partial preview. Full document download can be found on Flevy:

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

Insert Header
Senge’s Five Disciplines (TEMPLATE)
Source: The Fifth Discipline, Peter Senge
Systems
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Vision
Team
Learning
The
Learning
Organization

High-Impact Learning Organization Maturity Model
Source: Bersin & Associates
Capability Development
Talent & performance Improvement
Incidental Training
Training & Development Excellence
High-Impact Learning Organization Maturity Model

Contents
Organization

Insert Header
Tuckman’s Model of Team Development Stages (TEMPLATE)
FormingForming
• Team members meet
each other
• Team members learn
about the task
• All team members
learn what their roles
will be
StormingStorming NormingNorming PerformingPerforming
how to work together
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

The Emotional Competence Framework
Source: Adapted from the works of Daniel Goleman, Emotional Intelligence and Working with Emotional Intelligence
Self-Awareness
• Emotional
awareness
• Accurate self-
assessment
• Self-confidence
Empathy
• Understanding
others
• Developing others
• Service orientation
• Leveraging diversity
• Political awareness
Motivation
• Achievement drive
• Commitment
• Initiative
• optimism
Self-Regulation
• Self-control
• Trustworthiness
• Conscientiousness
• Adaptability
• innovation
Social Skills
• Influence
• Conflict management
• Change catalyst
• Collaboration and cooperation
• Communication
• Leadership
• Building bonds
• Team capabilities
Personal
Competence
Personal
Competence
The Emotional Competence Framework

Insert Header
The Emotional Competence Framework (TEMPLATE)
Source:Source: Adapted from the works of Daniel Goleman, Emotional Intelligence and Working with Emotional Intelligence
Self-Awareness
• Emotional
awareness
• Accurate self-
assessment
• Self-confidence
Empathy
• Understanding
others
• Developing others
• Service orientation
• Leveraging diversity
• Political awareness
Motivation
• Achievement drive
• Commitment
• Initiative
• optimism
Self-Regulation
• Self-control
• Trustworthiness
• Conscientiousness
• Adaptability
• innovation
Social Skills
• Influence
• Conflict management
• Change catalyst
• Collaboration and cooperation
• Communication
• Leadership
• Building bonds
• Team capabilities
Personal
Competence
Personal
Competence

Bridges’ Transition Model highlights the feelings of people and help
them make a smooth transition during change
Source: William Bridges
Time
Importance
Ending,
Losing,
Letting Go
The
Neutral
Zone
The New
Beginning
Bridges’ Transition Model

Contents
Organization

Insert Header
Lewin’s Change Model (TEMPLATE)
Source: Kurt Lewin
• Ensures that
employees are
ready for
change
Unfreeze
• Execute the
intended
change
Change
• Ensures that
the change
becomes
permanent
Refreeze

The McKinsey 7S model involves seven interdependent factors which
are categorized as either “hard” or “soft” elements
Structure
SystemsStyle
Staff
Skills Strategy
Shared
Values
Source: McKinsey
Soft Elements
Hard Elements
McKinsey 7S Model

The vectors of contention is a useful tool to profile an organization
with respect to the seven factors
Source: McKinsey
7-S Vectors of Contention
Strategy Planned Opportunistic
Structure Elitist Pluralist
Systems Mandatory Discretionary
Shared values Hard minds Soft hearts
Style Managerial Transformational
Skills Collegiality Individuality
Staff Maximize ‘Meta-mize’
McKinsey 7S Model – Vectors of Contention

The ADKAR Model helps project teams understand the change
position of both individuals and groups impacted by a project
Source: Prosci ADKAR Model
Awareness
Desire
Knowledge
Ability
Reinforcement
• 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
ADKAR Change Model

Contents
Organization

Insert Header
Kotter's Eight Phases of Change (TEMPLATE)
Source: John Kotter
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Form a
Powerful
Guiding
Coalition
3. Create a
Vision
4.
Communicate
the Vision
5. Empower
Others to Act
on the Vision
6. Plan for and
Create Short
Term Wins
7. Consolidate
Improvements
& Produce
More Change
8.
Institutionalize
New
Approaches
Committed
Leadership

Covey’s Seven Habits is a powerful model for personal change and
leading change
Source: Stephen Covey
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
7 Sharpen the Saw
Covey’s 7 Habits Model

Contents
Organization

Insert Header
Covey’s Time Management Grid (TEMPLATE)
Source: Stephen Covey
Not UrgentUrgent
NotImportantImportant
I
Manage
• Crisis
• Pressing problems
• Deadline-driven projects
• Last-minute preparations
Quadrant of Quality &
Personal Leadership
Quadrant of Necessity
Quadrant of WasteQuadrant of Deception
IV
Avoid
• Trivia, busy work
• Irrelevant calls, emails
• Time wasters
• Escape activities
III
Avoid
• Interruptions, some calls
• Some mail and reports
• Some meetings
• Many “pressing” matters
II
Focus
• Preparation/Planning
• Prevention
• Relationship-building
• Exercise

Four sources of variability in a HR system are used to understand
root causes
Source: Adapted from Kaoru Ishikawa
Process
Technology
People
Policy
Output
Causes Effect
Cause & Effect Diagram for HR Systems

Contents
Organization

Insert Header
Input Output Product/
service
Product/
service
Continual improvement of the
Quality Management System
Continual improvement of the
Quality Management System
CustomerRequirementsCustomerRequirements
CustomerSatisfactionCustomerSatisfaction
Management
Responsibility
Resource
management
Measurement,
analysis &
improvement
Product
realization
ISO 9001 Quality Management Model (TEMPLATE)

Baldrige Criteria for Performance Excellence
4
Measurement, Analysis & Knowledge Management
4
Measurement, Analysis & Knowledge Management
2
Strategic
Planning
2
Strategic
Planning
5
Workforce
Focus
5
Workforce
Focus
3
Customer
Focus
3
Customer
Focus
6
Operations
Focus
6
Operations
Focus
1
Leadership
1
Leadership
7
Results
7
Results
Organizational Profile:
Environment, Relationships & Strategic Situation
Baldrige Performance Excellence Model

Contents
Organization

Insert Header
Enablers Results
Leadership
People
Strategy
Partnerships
& Resources
Key
Results
Processes,
Products &
Services
People
Results
Customer
Results
Society
Results
Learning, Creativity & Innovation
EFQM Business Excellence Model (TEMPLATE)
Source: EFQM

The Balanced Scorecard focuses the entire organization on financial
and non-financial outcomes
FINANCIALFINANCIAL
BUSINESS PROCESSESBUSINESS PROCESSES
Vision
and
Strategy
Vision
and
Strategy
To succeed financially, how
should we appear to our
shareholders?
LEARNING & GROWTHLEARNING & GROWTH
CUSTOMERSCUSTOMERS
To achieve our vision, how will
we sustain our ability to change
and improve?
To achieve our vision, how
should we appear to our
customers?
To satisfy our shareholders and
customers, what business
processes must we excel at?
Source: Kaplan & Norton
The Balanced Scorecard

Contents
Organization

1. IDENTIFY WHAT IS TO BE BENCHMARKED1. IDENTIFY WHAT IS TO BE BENCHMARKED
2. IDENTIFY COMPARATIVE COMPANIES2. IDENTIFY COMPARATIVE COMPANIES
3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA
4. DETERMINE CURRENT PERFORMANCE “GAP”4. DETERMINE CURRENT PERFORMANCE “GAP”
5. PROJECT FUTURE PEROFMANCE LEVELS5. PROJECT FUTURE PEROFMANCE LEVELS
6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE
7. ESTABLISH FUNCTIONAL GOALS7. ESTABLISH FUNCTIONAL GOALS
8. DEVELOP ACTION PLANS8. DEVELOP ACTION PLANS
9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS
10. RECALIBRATE BENCHMARKS10. RECALIBRATE BENCHMARKS
LEADERSHIP POSITION ATTAINED
PRACTICES FULLY INTEGRATED INTO PROCESSES
Phase 1:
PLANNING
Phase 2:
ANALYSIS
Phase 3:
INTEGRATION
Phase 4:
ACTION
MATURITY
Insert Header
Source: Robert C. Camp
Xerox Benchmarking Model (TEMPLATE)

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Organization, Change & HR Models