As HR leaders continue to reevaluate and evolve their HR operating models to deliver new forms of value, this McKinsey article shares insights on five HR models. While Exhibit 2 shows the details of each model, the five models are:
- EX Driven
As one example, the defining features of the Agile Model include:
- the number of HRBPs is reduced, with a focus on management advice and organizational development,
- the size and number of CoEs are reduced, with a focus on deep expertise and critical topics, and
- end-to-end responsibility manifests in two ways: flow-to-work pools and task-to-team logic.
Exhibit 3 provides guidance on model-organization fit based on eight different innovation shifts. I am also resharing this resource by Egon Zehnder, which offers additional insights on HR models, including a 2×2 matrix for evaluating different models based on:
- Agility—the organization’s ability to adapt and evolve people and processes in unexpected or fast-changing times.
- The level of change or transformation an organization is willing to accept.
Rather than get stuck on the different labels and nuances of each model, I use resources like these as ONE of SEVERAL inputs to identify opportunities for using an HR operating model as one enabler for delivering internal and external stakeholder value.