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Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
Organization, Change & HR Models by Operational Excellence Consulting
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Organization, Change & HR Models by Operational Excellence Consulting

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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. …

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

CONTENTS:

1. IMPA HR Competency Model
2. NAPA Competency Model for HR Professionals
3. Ulrich's HR Competency Model
4. Ulrich's Matrix on the Four Roles of HR
5. The Harvard Model of Strategic HRM
6. AHRI Model of Excellence
7. People Capability Maturity Model (PCMM)
8. SHRM Elements for HR Success
9. Ulrich's Stages of Employee Connection to the Organization
10. Talent Management Framework
11. Four Stages of Contribution Model (Novations)
12. Ulrich's Five Rules for Leadership
13. ASTD Competency Model
14. Kirkpatrick's Four Levels of Training Evaluation Model
15. Training Needs Analysis Framework (Blanchard & Thacker)
16. ADDIE Model
17. Conscious Competence Learning Model
18. High-Impact Learning Organization
19. Senge's Five Disciplines
20. Drucker's Management By Objectives
21. De Bono's Six Thinking Hats
22. Beer & Nohria E & O Theories
23. Hofstede's Cultural Dimensions
24. Lencioni's Five Dysfunctions of a Team
25. Tuckman's Model of Team Development Stages
26. Emotional Competence Framework
27. Bridges' Transition Model
28. Lewin's Three Stage Change Model
29. ADKAR Change Model
30. Kotter's Eight Phases of Change
31. McKinsey 7-S Model
32. Ofman's Core Quadrants Model
33. Covey's Seven Habits Model
34. Covey's Time Management Matrix
35. Cause & Effect Diagram
36. Baldrige Performance Excellence Model
37. EFQM Business Excellence Model
38. Balance Scorecard
39. ISO 9001 Quality Management System
40. Xerox Benchmarking Model

To download this complete presentation, please visit: http://www.oeconsulting.com.sg

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    • 1. © Operational Excellence Consulting. All rights reserved. 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
    • 2. © Operational Excellence Consulting. All rights reserved. 2 Contents (1 of 2) 1. IMPA HR Competency Model 2. NAPA Competency Model for HR Professionals 3. Ulrich’s HR Competency Model 4. Ulrich’s Matrix on the Four Roles of HR 5. The Harvard Model of Strategic HRM 6. AHRI Model of Excellence 7. People Capability Maturity Model (PCMM) 8. SHRM Elements for HR Success 9. Ulrich’s Stages of Employee Connection to the Organization 10. Talent Management Framework 11. Four Stages of Contribution Model (Novations) 12. Ulrich’s Five Rules for Leadership 13. ASTD Competency Model 14. Kirkpatrick’s Four Levels of Training Evaluation Model 15. Training Needs Analysis Framework (Blanchard & Thacker) 16. ADDIE Model 17. Conscious Competence Learning Model 18. High-Impact Learning Organization 19. Senge’s Five Disciplines 20. Drucker’s Management By Objectives NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
    • 3. © Operational Excellence Consulting. All rights reserved. 3 Contents (2 of 2) 21. De Bono’s Six Thinking Hats 22. Beer & Nohria E & O Theories 23. Hofstede’s Cultural Dimensions 24. Lencioni’s Five Dysfunctions of a Team 25. Tuckman’s Model of Team Development Stages 26. Emotional Competence Framework 27. Bridges’ Transition Model 28. Lewin’s Three Stage Change Model 29. ADKAR Change Model 30. Kotter's Eight Phases of Change 31. McKinsey 7-S Model 32. Ofman’s Core Quadrants Model 33. Covey’s Seven Habits Model 34. Covey’s Time Management Matrix 35. Cause & Effect Diagram 36. Baldrige Performance Excellence Model 37. EFQM Business Excellence Model 38. Balance Scorecard 39. ISO 9001 Quality Management System 40. Xerox Benchmarking Model
    • 4. © Operational Excellence Consulting. All rights reserved. 4 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
    • 5. © Operational Excellence Consulting. All rights reserved. 5 The NAPA competency model defines five domains for the development of HR professionals 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 NAPA Competency Model for HR Professionals
    • 6. © Operational Excellence Consulting. All rights reserved. 6 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
    • 7. © Operational Excellence Consulting. All rights reserved. 7 The Harvard Model of Strategic HRM 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
    • 8. © Operational Excellence Consulting. All rights reserved. 8 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
    • 9. © Operational Excellence Consulting. All rights reserved. 9 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)
    • 10. © Operational Excellence Consulting. All rights reserved. 10 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
    • 11. © Operational Excellence Consulting. All rights reserved. 11 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
    • 12. © Operational Excellence Consulting. All rights reserved. 12 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
    • 13. © Operational Excellence Consulting. All rights reserved. 13 The ASTD Competency Model defines the skills and knowledge required to become successful trainers 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 LiteracyFoundational Competencies T&D Areas of Expertise Business Skills Industry KnowledgeGlobal Mindset ASTD Competency Model for T&D
    • 14. © Operational Excellence Consulting. All rights reserved. 14 Kirkpatrick’s Four Levels of Training Evaluation Model Results To what degree targeted outcomes occur, as a results of the learning event(s) and subsequent reinforcement Behavior To what degree participants apply what they learned during training when they are back on the job Learning To what degree participants acquire the intended knowledge, skills and attitudes based on their participation in the learning event Reaction To what degree participants react favorably to the learning event Level 1 Level 4 Level 3 Level 2 Source: Donald Kirkpatrick
    • 15. © Operational Excellence Consulting. All rights reserved. 15 Training Needs Analysis (TNA) framework provides a systematic approach to identify gaps in employee training and related training needs TNA Framework Source: Blanchard & Thacker Performance Gap Person Analysis Organizational Analysis Operational Analysis Non-Training Needs Training Needs Identify Performance Discrepancy and its Causes
    • 16. © Operational Excellence Consulting. All rights reserved. 16 The Conscious Competence Learning Model relates to the psychological states involved in the process of progressing from incompetence to competence in a skill Conscious Competence Learning Model Source: Noel Burch (Gordon Training International) Incompetent Competent Competence Consciousness UnconsciousConscious Unconscious Incompetence Unconscious Competence Conscious Competence Conscious Incompetence
    • 17. © Operational Excellence Consulting. All rights reserved. 17 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
    • 18. © Operational Excellence Consulting. All rights reserved. 18 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
    • 19. © Operational Excellence Consulting. All rights reserved. 19 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.
    • 20. © Operational Excellence Consulting. All rights reserved. 20 Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Patrick Lencioni’s Model of the Five Dysfunctions of a Team Lencioni’s model of the five dysfunctions of a team highlights the key obstacles that stand in the way of team success Source: Patrick Lencioni
    • 21. © Operational Excellence Consulting. All rights reserved. 21 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
    • 22. © Operational Excellence Consulting. All rights reserved. 22 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 The Emotional Competence Framework
    • 23. © Operational Excellence Consulting. All rights reserved. 23 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
    • 24. © Operational Excellence Consulting. All rights reserved. 24 Kotter's Eight Phases of Change 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 Kotter's Change Model
    • 25. © Operational Excellence Consulting. All rights reserved. 25 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
    • 26. © Operational Excellence Consulting. All rights reserved. 26 Ofman’s Core Quadrants Model can help each individual to determine, describe and diagnose his/her core quality Source: D. D. Ofman, 2001 Ofman’s Core Quadrant’s Model Core quality ChallengeAllergy Pitfall Flexible Bureaucratic Chaotic Organized Too much Too much Positive Opposite Positive Opposite What other appreciate in you What you consider to be ‘normal’ What you expect from others What you are willing to forgive others What others dislike about you What you tend to justify What you would hate in yourself What others would like you to be able to deal with What you hate in others What you admire in others What others wish you were What you lack
    • 27. © Operational Excellence Consulting. All rights reserved. 27 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
    • 28. © Operational Excellence Consulting. All rights reserved. 28 ISO 9001 quality management system establishes proven processes that meet customer requirements Value-adding activities Information flow Input Output Product/ service Continual improvement of the Quality Management System CustomerRequirements CustomerSatisfaction Management Responsibility Resource management Measurement, analysis & improvement Product realization ISO 9001 Quality Management Model
    • 29. © Operational Excellence Consulting. All rights reserved. 29 Baldrige Criteria for Performance Excellence 4 Measurement, Analysis & Knowledge Management 2 Strategic Planning 5 Workforce Focus 3 Customer Focus 6 Operations Focus 1 Leadership 7 Results Organizational Profile: Environment, Relationships & Strategic Situation Baldrige Performance Excellence Model
    • 30. © Operational Excellence Consulting. All rights reserved. 30 EFQM Business Excellence Model 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
    • 31. © Operational Excellence Consulting. All rights reserved. 31 The Balanced Scorecard focuses the entire organization on financial and non-financial outcomes FINANCIAL BUSINESS PROCESSES Vision and Strategy To succeed financially, how should we appear to our shareholders? LEARNING & GROWTH CUSTOMERS 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
    • 32. © Operational Excellence Consulting. All rights reserved. 32 1. IDENTIFY WHAT IS TO BE BENCHMARKED 2. IDENTIFY COMPARATIVE COMPANIES 3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA 4. DETERMINE CURRENT PERFORMANCE “GAP” 5. PROJECT FUTURE PEROFMANCE LEVELS 6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE 7. ESTABLISH FUNCTIONAL GOALS 8. DEVELOP ACTION PLANS 9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS 10. RECALIBRATE BENCHMARKS  LEADERSHIP POSITION ATTAINED  PRACTICES FULLY INTEGRATED INTO PROCESSES Phase 1: PLANNING Phase 2: ANALYSIS Phase 3: INTEGRATION Phase 4: ACTION MATURITY Benchmarking helps to identify best practices which can be adapted to improve business competitiveness Source: Robert C. Camp Xerox Benchmarking Model
    • 33. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
    • 34. © Operational Excellence Consulting. All rights reserved. 34 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
    • 35. © Operational Excellence Consulting. All rights reserved. www.oeconsulting.com.sg END OF PARTIAL PREVIEW To download the complete presentation, please visit:

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