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. The Talent Management Framework
11. Four Stages of Contribution Model (Novations)
12. Ulrich’s Five Rules for Leadership
13. The ATD Competency Model
14. The Training Needs Analysis Framework (Blanchard & Thacker)
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick’s Four-Level Training Evaluation Model
18. High-Impact Learning Organization
19. Senge’s Five Disciplines
20. Drucker’s Management By Objectives
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Contents (2 of 2)
21. De Bono’s Six Thinking Hats
22. Beer & Nohria’s 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. The Emotional Competence Framework
27. Bridges’ Transition Model
28. Lewin’s Three Stage Change Model
29. The ADKAR Change Model
30. The McKinsey 7S Framework
31. Kotter's Eight Phases of Change
32. Ofman’s Core Quadrants Model
33. Covey’s Seven Habits Model
34. Covey’s Time Management Matrix
35. Cause & Effect Diagram
36. Baldrige Excellence Framework
37. EFQM Excellence Model
38. Balance Scorecard
39. ISO 9001 Quality Management System
40. Xerox Benchmarking Model

4.
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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

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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

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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

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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.
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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.
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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.
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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.
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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.
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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.
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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

14.
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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 SkillsInterpersonal Skills Technology Literacy
Foundational Competencies
TD Areas of Expertise
Business Skills Industry KnowledgeGlobal Mindset

15.
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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

16.
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ADDIE Model is a systematic instructional design model comprising five
phases: Analysis, Design, Development, Implementation & Evaluation
The ADDIE Model

17.
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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
UnconsciousConscious
Unconscious
Incompetence
Unconscious
Competence
Conscious
Competence
Conscious
Incompetence

18.
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Kirkpatrick’s Four-Level 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

19.
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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

20.
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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

21.
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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.

22.
© Operational Excellence Consulting. All rights reserved. 22
Long-term
Orientation
Masculinity/
Femininity
Individualism/Co
llectivism
Uncertainty
Avoidance
Power
Distance
Cultural
Differences
Hofstede’s cultural dimensions can be used to develop an effective
strategy to cooperate with people from various countries
Source: G. Hofstede
Hofstede’s Cultural Dimensions Model

23.
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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

24.
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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

25.
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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

26.
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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

27.
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Lewin’s Three Stage Change Process is a simple and easy-to-
understand framework for managing 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

28.
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Kotter’s Eight Phases of Change provides a roadmap for advancing a
culture of performance excellence
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

29.
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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

30.
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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

31.
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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

32.
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Covey’s time management grid is an effective method of organizing
your priorities
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
Covey’s Time Management Grid

33.
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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

34.
© Operational Excellence Consulting. All rights reserved. 34
ISO 9001:2015 quality management system establishes proven
processes that meet the requirements of interested parties
ISO 9001:2015 Quality Management Model (TEMPLATE)
Organization and
its context (4)
Customer
Requirements
Customer
Satisfaction
Products
and services
Results of
the QMS
Needs and expectations
of relevant interested
parties (4)
Leadership
(5)
Performance
evaluation
(9)
Support &
Operation
(7,8)
Planning
(6)
Improvement
(10)
Plan Do
CheckAct

35.
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The Baldrige framework takes a holistic, systems approach in viewing an
organization’s performance management system across seven areas
Baldrige Excellence Framework
Leadership
Customers
Strategy
Operations
Workforce
Integration RESULTS
Measurement, Analysis & Knowledge Management
Organizational Profile
Source: National Institute of Standards & Technology (NIST)

36.
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EFQM Excellence Model
Enablers Results
Leadership
People
Strategy
Partnerships
& Resources
Key
Results
Processes,
Products &
Services
People
Results
Customer
Results
Society
Results
Learning, Creativity & Innovation
EFQM Excellence Model
Source: European Foundation for Quality Management (EFQM)

37.
© Operational Excellence Consulting. All rights reserved. 37
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

38.
© Operational Excellence Consulting. All rights reserved. 38
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

39.
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About Operational Excellence
Consulting

40.
© Operational Excellence Consulting. All rights reserved. 40
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

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