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 28 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. Novations Four Stages of Contribution Model 12. Ulrich's Five Rules for Leadership (Leadership Code) 13. ASTD Competency Model 14. Senge's Learning Organization Model 15. High-Impact Learning Organization Model 16. Tuckman's Model of Team Development Stages 17. The Emotional Competence Framework 18. Bridges' Transition Model 19. Lewin's Three Stage Change Model 20. The McKinsey 7S Model 21. ADKAR Change Model 22. Kotter's Change Management Model 23. Covey's Seven Habits Model 24. Covey's Time Management Matrix 25. Cause & Effect Diagram for HR Systems 26. ISO 9001 Quality Management Model 27. Baldrige Performance Excellence Model 28. EFQM Business Excellence Model 29. Kaplan & Norton Balance Scorecard 30. Xerox Benchmarking Model To download this complete presentation, please visit: http://www.oeconsulting.com.sg

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Organization, Change & HR Models:

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

Contents   :

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 Change Management Model 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 Learning Organization Model Kaplan & Norton Balance Scorecard High-Impact Learning Organization Model Xerox Benchmarking Model NOTE: T his is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg

International Personnel Management Association (IPMA) HR competency model establishes the relationship of HR roles:

International Personnel Management Association (IPMA) HR competency model establishes the relationship of HR roles Source: International Personnel Management Association (IPMA)

The NAPA competency model defines five domains for the development of HR professionals :

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

Ulrich’s HR 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 S t r a t e g i c P o s i t i o n e r O R G A N I Z A T I O N C O N T E X T I N D I V I D U A L

Ulrich’s Matrix on the Four Roles of HR:

Ulrich’s Matrix on the Four R oles of HR Source: Adapted from David Ulrich

The Harvard Model of Strategic HRM:

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 AHRI Model of Excellence consists of a number of interrelated activities that combine to drive business performance:

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

People Capability Maturity Model (PCMM) is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce :

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 P ractices Measured & E mpowered P ractices Competency- Based Practices Repeatable P ractices Source: Software Engineering Institute

Society for Human Resource Management (SHRM): The Elements for HR Success:

Society for Human Resource Management (SHRM): The Elements for HR Success Source: Society for Human Resource Management (SHRM)

Ulrich’s Stages of Employee Connection to the Organization:

Ulrich’s Stages of Employee Connection to the Organization 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:

Talent Management Framework Source: Bersin & Associates

The Four Contribution Stages explains how careers develop in distinct stages, each different from the other and each requiring different activities, skills, and interaction:

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

Ulrich’s Five Rules for Leadership (Leadership Code):

Ulrich’s Five R ules 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

The ASTD Competency Model defines the skills and knowledge required to become successful trainers:

The ASTD Competency Model defines the skills and knowledge required to become successful trainers Source: The American Society for Training & Development (ASTD)

Peter Senge’s five components of a learning organization focuses on group problem solving using systems thinking:

Peter Senge’s five components 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

High-Impact Learning Organization Maturity Model:

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

Tuckman’s Model of Team Developmental Stages for Small Groups:

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

The Emotional Competence Framework:

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

Bridges’ Transition Model highlights the feelings of people and help them make a smooth transition during change:

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

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

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

The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements:

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

The ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement) helps project teams understand the change position of both individuals and groups impacted by a project:

The ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement) 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

Kotter’s Change Management Model:

Kotter’s Change Management Model 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:

Covey’s Seven Habits is a powerful model for personal change and leading change Source: Stephen Covey Interdependence Independence D ependence 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 time management grid is an effective method of organizing your priorities:

Covey’s time management grid is an effective method of organizing your priorities Source: Stephen Covey Not Urgent Urgent Not Important Important I Manage Crisis Pressing problems Deadline-driven projects Last-minute preparations Quadrant of Quality & Personal Leadership Quadrant of Necessity Quadrant of Waste Quadrant 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

Three sources of variability in a HR system are used to understand root causes:

Three sources of variability in a HR system are used to understand root causes People Process Technology Effect Source: Adapted from Kaoru Ishikawa

ISO 9001 quality management system establishes proven processes that meet customer requirements:

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 Customer Requirements Customer Satisfaction Management Responsibility Resource management Measurement, analysis & improvement Product r ealization

Baldrige Criteria for Performance Excellence:

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

EFQM Business Excellence Model:

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 Source: EFQM

The Balanced Scorecard focuses the entire organization on financial and non-financial outcomes:

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

Benchmarking helps to identify best practices which can be adapted to improve business competitiveness:

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

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About Operational Excellence Consulting:

About Operational Excellence Consulting

About Operational Excellence Consulting:

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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