The document outlines three interconnected wheels - the Organisation Development Wheel, Human Resource Wheel, and Individual Freedom Wheel - that represent the external environment, internal human resource systems, and individual employees of an organization. It describes the key elements and relationships between these wheels, highlighting how foundations, culture, management, and other factors drive organizational change and development. The goal is to ensure strategic alignment between the organization, its human resource systems, and empowered individuals.

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. 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. 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. 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. 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. 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. “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. “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. “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. “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. “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. “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. “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. “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. “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. “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. “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. “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. “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. “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