Three (HR) models to get rid of:
1. The pyramid as a metaphor for organisations
When you ask people to draw an organisation, nine out of ten times they draw a pyramid or a derivate of the pyramid. Most org charts look like a pyramid when you look from a distance. Can we get rid of the pyramid? There are many other basic forms to use. The question is if it is necessary to draw a static organisation at all.
2. The Deming cycle that is hardly ever a cycle
Nothing wrong with the Deming cycle. The problem is that it is often not used in a circular way. The circle becomes a line, with three elements: Plan, Do, Check and then it continues with Do, Check, Do, Check and so on. Adjusting plans is seen as a big negative.
Another problem: too much time is spent on planning and checking, not enough time on doing.
3. Dave Ulrichs HR model
Once upon a time Dave Ulrich presented an HR model to the world. This model was embraced by the HR world. Ulrich argued that for good HR all four roles are needed: administrative experts, employee champions, change agents and strategic partners. The HR chiefs of the world got part of the message: HR needs to be a strategic partner. The other necessary roles were often neglected and in many organisations the result is messy: non of the roles Ulrich described is executed at a world-class level.
The HR Trend Institute detects, follows and encourages smart and creative use of trends in the field of people and organisations, and also in adjacent areas.
Tom has a keen interest in organisations and service providers that use trends in a creative and innovative way. He advices organisations on how to get more focus in their HR interventions and how use trends to increase the impact of HR.
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