OD/HR Model


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I created this presentation to express my theory and philosophy of Human Resource Management with a foundation of Organisation Development.

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OD/HR Model

  1. 1. Infinite External Environment in Organisation Development Wheel Human Resource Wheel Individual Freedom Wheel Foundation, Direction, Values given to internal organisational systems HR Systems reflect the organisation’s direction and values Employees show leadership, responsibility, and accountability Feedback to OrganisationFeedback toOrganisation Environmental constraints, challenges, opportunities, and possibilities
  2. 2. FOUNDATIONS Philosophy and Ethics Vision/Aspiration Mission/Direction Strategic Goals CHANGE MANAGEMENT Planned Internal Change Radical Internal Change Resistance / Readiness Market-Induced Change TOP MANAGEMENT Leadership Behaviour Team Alignment Decision-Making CULTURE Core Values Environment Norms / Attitudes Politics Globalization THE INFINITE (∞) EXTERNAL ENVIRONMENT Market Speed Technology Political and Legal System Social and Cultural Values National Economics Customers Suppliers Competitors Financial Institutions Producers of Substitute Products Labor Law ORGANISATION DEVELOPMENT WHEEL “INFORMATION UNCERTAINTY” “RESOURCE DEPENDENCE” Organisations must respond to realities of the environment in order to survive, thrive, and excel in a highly competitive and complex world The OD Wheel assesses and selects what environmental aspects affect the organisation and must create unique strategies in response
  3. 3. FOUNDATIONS Philosophy and Ethics Vision/Aspiration Mission/Direction Strategic Goals CHANGE MANAGEMENT Planned Internal Change Radical Internal Change Resistance / Readiness Market-Induced Change TOP MANAGEMENT Leadership Behaviour Team Alignment Decision-Making CULTURE Core Values Environment Norms / Attitudes Politics Training Strategic HR Performance Compensation and Benefits Wellness Job Structure Staffing The Human Resource Wheel gets fueled by the Organisation Development Wheel and then fuels individuals The Human Resource Wheel provides proactive feedback that helps to work the Organisation Development Wheel The Human Resource Wheel consists of HR Management systems, functions, and processes in the organisation The organisation’s foundation, change management, culture, and top management make up its Organisation Development Wheel Individual Organisation Development Wheel Human Resource Wheel
  4. 4. JOB STRUCTURE Organisation Structure Job Descriptions Job Analysis Job Design / Work Flow PERFORMANCE Performance Measurement Assessment / Appraisal Process Competency Modeling Knowledge Management Knowledge / Skill / Ability Development COMPENSATION AND BENEFITS Market Pay Strategy Fixed and Variable Pay Policy Promotion / Incentive / Reward Schemes Perks / Benefits Appropriation Strategy Pay Grade System STAFFING Succession Planning Recruitment Process Selection System Retention Strategy Personnel Administration WELLNESS Career Growth Planning Motivation Talent Management Stress Management Health and Safety Work-Life Balance TRAINING Training Needs Analyses Training Program Design Training Evaluation Executive Coaching Mentoring Programs STRATEGIC HR HR Management Strategy Department Goals Business and Communication Processes Organisation Development Support Policies and Procedures INDIVIDUAL Free Will Purpose Responsibility Accountability Leadership INDIVIDUAL Free Will Purpose Responsibility Accountability Leadership The Human Resource Wheel has a mission to endow all individual employees with personal responsibility, leadership, and a sense of purpose The primary driver of the Human Resource Wheel is its Strategic HR, ensuring interactivity and alignment of rest of the functions with each other Success of each function in the Human Resource Wheel depends on how it helps the organisation’s competitive advantage The Human Resource Wheel is always active, changing, dynamic, and moves with organisation development goals Human Resource Wheel
  5. 5. CAREER PURPOSE Career Choice Career Growth Path Career and the Self Work-Life Balance PERSONAL RESPONSIBILITY Ownership for Actions Performance Commitment Learning from Mistakes Conscious Self-Improvement JOB ACCOUNTABILITY Job Role Clarity Goal Achievement Planning Resource Usage and Allocation Delegation Management PERSONAL LEADERSHIP Job Impact Awareness Action and Decision Courage Long-Term Strategic Planning Inter-Personal Relationships OVERCOME ANXIETY BY USING FREE WILL The Individual Wheel works as a result of the individual’s self-concept and the success of the Human Resource Wheel Every person needs to believe in free will and make consciously free decisions to confront the emotion responsible for fear of failure: anxiety Employees must have a purpose for their career if they are to be truly happy everyday in their minds and hearts on the job The Human Resource Wheel ensures that every employee is clear about objectives, results, and strategies to accomplish these successfully Individual Freedom Wheel “I am aware how my job impacts the organization and affects its business success” “The reason I have chosen this career is because I get to fulfill my passion for…” “I have free will and I choose to be personally responsible for my decisions and actions” “I know what is expected of me, I am clear about my job role, and I know how to accomplish my current job goals”
  6. 6. PHILOSOPHY AND ETHICS Together we will come up with a solid philosophy that the organisation’s top team would refer to when the big strategic decisions have to be made. Here we answer questions related to why the organisation exists, what it stands for, and what its social responsibility is. VISION AND ASPIRATION I facilitate to bring about a clear picture of what the organisation’s vision and aspiration for the future is. This is a vital exercise that creates a smooth pathway for the organisation to ensure business success now and in long-term scenarios. MISSION AND DIRECTION An assessment of the organisation’s current Strategic Plan is carried out and results are compared to its futuristic vision. This would determine whether the organisation is on track with its vision, and a Strategic Change Plan would be created. FOUNDATION S STRATEGY AND GOALS We will together create a Strategic Plan based on a statement called the Strategic Intent that defines how the organisation intends to achieve its current mission. Broad and specific organisation-wide goals will be identified to support the Strategic Intent. “Foundations”: The 1st Change Lever of the Organisation Development Wheel This 1st Change Lever of Organisation Development asks fundamental questions about the organisation’s existence, what it stands for, and what it strives to achieve in terms of future vision and benefits to the community. An organisation’s Foundations are determined with answers to the following: FOUNDATIONS CHANGE CULTURE SERVICES IN ORGANISATION DEVELOPMENT: FOUNDATIONS THE OD WHEEL TOP MANAGEMENT
  7. 7. “Change Management”: The 2nd Change Lever of the Organisation Development Wheel PLANNED CHANGE I would help the organisation develop a process for effective planning, coordinating, and implementing change that is intended and planned, e.g. new technology. This strategy can then be applied to major impending changes without external assistance thereafter. RADICAL CHANGE Change that is radical in nature, sudden, unexpected, and confronts the organisation with key questions that need to be answered quickly can be facilitated. A good example of this kind of change is a merger or acquisition which requires new communication flow and goals. RESISTANCE AND READINESS Resistance to change is a major roadblock to organisational success, and this service aims to overcome resistance from all sections of the organisation. The process here is to bring the organisation and the individual to common ground and move from resistance to readiness. CHANGE MANAGEMENT MARKET-INDUCED CHANGE Similar to radical internal change, except that this is propelled from external market factors. Sudden political, economic, and social change might bring about new business rules that now need to be understood internally. Global expansion and new markets are also managed. Change is in the nature of every aspect of business and any organisation that does not embrace change will find it hard to compete within the increasing complexities of globalization, technological advance, and market unpredictability. Organisation Development gives credence to the necessity to change. FOUNDATIONS CHANGE CULTURE SERVICES IN ORGANISATION DEVELOPMENT: CHANGE MANAGEMENT THE OD WHEEL TOP MANAGEMENT
  8. 8. “Culture”: The 3rd Change Lever of the Organisation Development Wheel CORE VALUES A facilitative process is used to uncover deep beliefs about work ethic, team unity, and individual freedom. We examine socio- cultural values related to interactions between individuals and teams and determine how this affects business relationships with external parties. ENVIRONMENT We look at the work environment and whether it is conducive to what the organisation needs to achieve. Questions about whether the cultural environment allows for individual creativity, freedom to express ideas, and the ability to initiate change will be examined leading to a Change Plan. NORMS AND ATTITUDES Through a unique process, I would help the client realize the conscious and subconscious norms and attitudes entrenched in the organisation. With a Behavioral Reinforcement Plan, current norms and attitudes can become highly positive to bring about renewed spirit. CULTURE POLITICS By way of observation and confidential group processes, negative politics and power play in the organisation will be assessed. The goal here is to create openness, transparency, and trust within all systems and people with a process that aims to break barriers, eliminate fears, and reduce blame. An organisation’s culture reflects its underlying philosophy and belief-system. How it views individual contribution and whether the work environment allows for autonomy, creativity, and the realization of potential are all factors that lead to an organisation’s internal cultural practices. Key questions are: FOUNDATIONS CHANGE CULTURE SERVICES IN ORGANISATION DEVELOPMENT: CULTURE THE OD WHEEL TOP MANAGEMENT
  9. 9. “Top Management”: The 4th Change Lever of the Organisation Development Wheel LEADERSHIP A top team-building initiative that looks into current leadership behaviour and how it impacts the organisation’s success internally and externally. A new introspective awareness is brought about with the aim to increase delegation to lower levels and reduce micromanagement. TEAM ALIGNMENT I work with the top management team for the purpose to unite each member to the organisation’s philosophy, vision, mission, and goals. The idea is not really for each member to have the same view, but for the team to understand each others’ perspectives and embrace the best one. DECISION-MAKING Top leaders of the organisation are facilitated to develop a clear decision-making protocol that would involve looking at the organisation’s philosophy and value-system. This ensures that decisions are taken for the best interest of the organisation instead of individualistic impulses. TOP MANAGEMENT Top Management constitutes the Owners, Board of Directors, the CEO, and any stakeholders of the organisation. This lever is concerned with how these individuals navigate the organisation and take it through its course. The following issues must be addressed in order to leverage the top team’s strength: FOUNDATIONS CHANGE CULTURE TOP MANAGEMENT SERVICES IN ORGANISATION DEVELOPMENT: TOP MANAGEMENT THE OD WHEEL
  10. 10. “Strategic HR”: The 1st HR System of the Human Resource Management Wheel This is the key driver of The HR Wheel, and its main goal is to maintain alignment of all the other HR Systems. It functions on the basis of the organisation’s overall Strategic HR Plan about how employees are to contribute to the organisation’s bottom-line results. SERVICES IN HUMAN RESOURCE MANAGEMENT: STRATEGIC HR STRATEGIC HR JOB STRUCTURE THE HR WHEEL HR MANAGEMENT STRATEGY I will help facilitate your organisation’s Human Resource Management team to develop a strategy that includes goals for all HR Systems and alignment processes of the systems with Organisation Development objectives in the context of the larger corporate system. DEPARTMENT GOALSTogether we work with each department or business unit of the organisation to create a purpose, mission, strategy, and goals in order to meet the larger organisational business goals. Each department or business unit will be assessed in terms of each HR Systems’ strategies. BUSINESS PROCESSES An assessment of the organisation’s internal business processes with the involvement of a change team, including communication and workflow audits, is offered here to bring in increased efficiency, transparency, and speed into the work environment. STRATEGIC HR POLICIES AND PROCEDURES A joint review of the organisation’s current Human Resources policies and procedures would be facilitated and recommendations for changes will be in the form of confidential employee feedback about how policies affect their job performance and well-being. PERFORMANCE COMPENSATION TRAINING STAFFING WELLNESS
  11. 11. “Training”: The 2nd HR System of the Human Resource Management Wheel The Training system of an organisation should support performance objectives identified in job analyses. In many cases, organisations invest a significant amount on training programs, external and internal, but do not receive results on their investment due to the lack of sound methodology in development and evaluation. SERVICES IN HUMAN RESOURCE MANAGEMENT: TRAINING STRATEGIC HR JOB STRUCTURE TRAINING THE HR WHEEL TRAINING NEEDS ANALYSES Supported by the Skill Development subsystem, a specific process is carried out to identify the training needs of individual employees who need additional tools to sustain their high performance on the job. This forms the basis for developing the organisation’s training programs. TRAINING PROGRAM DESIGN Internal training programs can be designed according to the organisation’s training needs which include content, delivery methodology, learning theories, and transfer of training concepts. Programs will focus on interactivity, participation, and experiential learning. COACHING AND MENTORING One-on-one mentoring and team/group coaching programs can be designed at the organisation for the purpose of individualized attention and developing specialized skills and knowledge that are company-specific to its culture, products, and services. TRAINING TRAINING EVALUATION No training program is complete without an evaluation of how successful it has been in improving job performance. A Training Evaluation procedure would be created that would assess how effective training has been. This would propel new changes to be made to programs. PERFORMANCE COMPENSATION STAFFING WELLNESS
  12. 12. “Performance”: The 3rd HR System of the Human Resource Management Wheel If Strategic HR drives The HR Wheel, then the Performance system keeps the wheel ticking. After all, organisational success depends on the performance of the people, processes they use, and the functional departments they represent. Here are an organisation’s sub-systems related to this core system: SERVICES IN HUMAN RESOURCE MANAGEMENT: PERFORMANCE STRATEGIC HR JOB STRUCTURE PERFORMANCE COMPENSATION TRAINING THE HR WHEEL PERFORMANCE MEASUREMENT Using the Job Analysis as the foundation we would come up with how key performance factors can be measured, assessed, and evaluated against a set of performance criteria for each job position. This is the first milestone for creating a Performance Management System. PERFORMANCE APPRAISAL A performance appraisal process will be designed by facilitating key supervisory personnel to accurately assess the performance of individual employees against key performance factors. The process would include reviews with the intention of employee development. COMPETENCY MODELING With an internal team, I would facilitate the creation of a customized competency model for the organisation to form a competency- based performance management system. Mapping key competencies can be done across the organisation, department, sections, and individuals. PERFORMANCE SKILL DEVELOPMENT I offer a service where we create continuous skill and talent development processes linked to the organisation’s Training system. This includes identifying key knowledge, skills, and abilities that need to be developed by individual employees to sustain and improve job performance. STAFFING WELLNESS
  13. 13. “Staffing”: The 4th HR System of the Human Resource Management Wheel Staffing refers to the availability of competent employees in all job positions throughout the organizational structure. The aim is to maintain the required number and quality of human capital at all times and at all levels. Do not mistake speed of filling job vacancies for an effective Staffing HR System. SERVICES IN HUMAN RESOURCE MANAGEMENT: STAFFING STRATEGIC HR JOB STRUCTURE PERFORMANCE COMPENSATION TRAINING STAFFING WELLNESS THE HR WHEEL SUCCESSION PLANNING I would help the HR team develop a Succession Plan for the organisation to ensure that talent is recognized and prepared to take over key job positions as they become available when senior employees get ready for retirement or if unforeseen circumstances come along. RECRUITMENT AND SELECTION Based on the Job Analyses of positions, I design a recruitment and selection process that involves narrowing down on the right candidates through validated selection tools and methodologies created specifically for the organisation. RETENTION STRATEGY As part of maintaining a positive company culture we would devise an employee retention strategy that would be linked to the organisation’s internal culture and value-system by designing organisation-wide traditions and large- scale events that enhance spirit and bonding. STAFFING TALENT MANAGEMENT My role for this service would be facilitating your people to recognize talent, i.e. genius, special skill, or unique abilities and put it wherever it is needed in the organisation even if this means shifting away from prevalent job duties, utilizing collective talent organisation- wide.
  14. 14. “Compensation”: The 5th HR System of the Human Resource Management Wheel Easily one of the most important factors that attract and retain employees who show exceptional talent is an organisation’s compensation policy. This HR System can truly distinguish an organisation from its competitors, not only in terms of pay but the rewards that employees receive for consistent performance. SERVICES IN HUMAN RESOURCE MANAGEMENT: COMPENSATION STRATEGIC HR JOB STRUCTURE PERFORMANCE COMPENSATION TRAINING THE HR WHEEL FIXED AND VARIABLE PAY As part of developing a unique compensation and rewards system, we would examine the organisation’s current pay strategy to determine whether it meets market trends, supports employee retention, and whether performance behaviors get positively reinforced. REWARD SCHEMES A Reward Scheme program for distinguished employees who consistently exceed performance expectations, with the goal of retaining the best talent in the organisation would be designed using the facilitative process. Rewards will be unique, innovative, and motivating. PAY GRADES Assessment of the current pay grade structure of the organisation, including its ranges and broad bands, to determine whether it is best fit for both the organisation and the employee. I would help the management examine whether growth from one grade to another is efficient and rewarding. COMPENSATION BENEFITS Besides monetary compensation, the Perquisites and Benefits system would be reviewed and altered to enable cost- effectiveness and employee motivation goals. New and innovative benefits can be created, designed, and appropriated that are unique to your organisation’s culture. STAFFING WELLNESS
  15. 15. “Wellness”: The 6th HR System of the Human Resource Management Wheel Employee wellness is an increasingly relevant issue for today’s highly sensitive multi-cultural and social environment. It considers the internal motivation and satisfaction of employees to give them a sense of personal fulfillment and being taken care of by higher management of the organisation. SERVICES IN HUMAN RESOURCE MANAGEMENT: WELLNESS STRATEGIC HR JOB STRUCTURE PERFORMANCE COMPENSATION TRAINING THE HR WHEEL MOTIVATION I would help your HR team design and implement an employee motivation strategy based on a model of employee behavior and organisational culture. We would find out what motivates employees in context and what they seek to avoid so that we can reinforce those motivators. CAREER SATISFACTION This entails uncovering employee satisfaction levels regarding their job, work environment, career growth opportunities, and the managerial style of superiors using a confidential feedback process to collect data that would be the basis of a system-wide Change Plan. STRESS MANAGEMENT We would surface the sources of stress for employees in the organisation and focus on reducing stressors that negatively impact job performance. A stress management program would include Employee Assistance Programs and strategies to combat personal and workload stress. WELLNESS WORK FLEXIBILITY I would help introduce and integrate policies related to work-life balance, flextime, and options for working remotely offsite in order to accommodate the needs of talented professionals who might be restricted by personal circumstances while still ensuring consistent job results. STAFFING WELLNESS
  16. 16. “Job Structure”: The 7th HR System of the Human Resource Management Wheel Job Structure is the ordering of jobs according to their worth in the organisation in terms of their contributions to the bottom-line and hence the achievement of future vision. Determining the worth of jobs should ideally serve as the foundation for setting up the organisation’s structure and management levels. SERVICES IN HUMAN RESOURCE MANAGEMENT: JOB STRUCTURE STRATEGIC HR JOB STRUCTURE PERFORMANCE COMPENSATION TRAINING THE HR WHEEL ORGANISATION STRUCTURE The current layout, hierarchy, and structure of the organisation will be examined with you in order to determine whether this is the best way for the business to flourish in terms of external sustainability, competitiveness, and internal efficiency. JOB ANALYSES A Job Analysis is a process of collecting relevant job-related information for the purpose of identifying key performance factors, employee competencies needed for the job, and predictors of who would be successful on the job. Every HR System is based on Job Analyses in some form. JOB DESIGN This subsystem looks at how jobs are designed, what kind of variety it brings for the employee and how it enables learning and growth. Job Design also looks at the ergonomic work settings required and how this can be improved to keep the employee motivated and engaged. JOB STRUCTURE JOB DESCRIPTIONS Documenting the job specifications, job responsibilities, key result areas, and reporting structure of a job position constitutes its Job Description. You will receive a customizable format for recording job descriptions which can be used for employee orientation and documenting changes. STAFFING WELLNESS
  17. 17. “Career Purpose”: The 1st Element of the Individual Freedom Wheel Defining individual Career Purpose could be the single most important frame of reference that employees can use to gain fulfillment in this area. This is the basis to what an employee brings to the table during the selection process and performance on the job. PERSONAL LEADERSHIP SERVICES IN INDIVIDUAL EMPLOYEE DEVELOPMENT: CAREER PURPOSE THE INDIVIDUAL WHEEL CAREER PURPOSE PERSONAL RESPONSIBILITY ACCOUNTABILITY
  18. 18. “Personal Leadership”: The 2nd Element of the Individual Freedom Wheel Every employee has a responsibility to exhibit leadership, no matter what their job position. Leadership is not reserved only for top management who make the all-important decisions. Many organisations overlook the fact that the actions of employees often is a factor in what kind of decisions the top have to deal with. PERSONAL LEADERSHIP SERVICES IN INDIVIDUAL EMPLOYEE DEVELOPMENT: PERSONAL LEADERSHIP THE INDIVIDUAL WHEEL CAREER PURPOSE PERSONAL RESPONSIBILITY ACCOUNTABILITY
  19. 19. “Personal Responsibility”: The 3rd Element of the Individual Freedom Wheel This element of the wheel deeply connects with the previous one but is still different as it involves putting courage and planning into action and implementation. If this is integrated within all individual employees it would wipe out a common form of organisational politics that of blame-games and covering up errors. PERSONAL LEADERSHIP THE INDIVIDUAL WHEEL CAREER PURPOSE PERSONAL RESPONSIBILITY ACCOUNTABILITY SERVICES IN INDIVIDUAL EMPLOYEE DEVELOPMENT: PERSONAL RESPONSIBILITY
  20. 20. “Job Accountability”: The 4th Element of the Individual Freedom Wheel The final piece in this individual wheel is about the realistic approach that employees can utilize to maximize their on-the-job performance. All the courage and commitment in the world would not be able to help if the job role is not clear to the employee, and key performance behaviors are not known. PERSONAL LEADERSHIP THE INDIVIDUAL WHEEL CAREER PURPOSE PERSONAL RESPONSIBILITY ACCOUNTABILITY SERVICES IN INDIVIDUAL EMPLOYEE DEVELOPMENT: JOB ACCOUNTABILITY