2b Strategy is based on understanding internal performance and capabilities


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2b Strategy is based on understanding internal performance and capabilities

identifying, managing key skills

international human resources management

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2b Strategy is based on understanding internal performance and capabilities

  1. 1. 2b Strategy is based on understanding internal performance and capabilities http://www.flickr.com/photos/andreajoseph/3672580505/sizes/o/
  2. 2. SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? International Human Resources Management, Dr. Jörg Klukas 2
  3. 3. What we have learnt. • Overview of the EFQM Model • Criteria 1 to be applied for HR- • Strategic Leadership Departments • Process Leadership • Operational Leadership • Criteria 3 • Leadership of Change • People Approaches • Criteria 5 • Criteria 2 • Strategy focussed • HR Process Management organizations • Criteria 4e • Process of • Learning Organization g g Strategy Mapping • People, Places and Objects • Analysing HR Stakeholders Approach • Intercultural Management by Lixiu • Criteria 7 • People’s Perception measures • People’s Performance Indicators International Human Resources Management, Dr. Jörg Klukas
  5. 5. The EFQM excellence model Q Enablers Results People People Results Policy and Customer Key Leadership p Strategy Processes Results Performance Results Partnerships Society & Resources Results Innovation and Learning International Human Resources Management, Dr. Jörg Klukas 5
  6. 6. The EFQM excellence model Q People People Results Key 2. Strategy 2 St t Customer Leadership Strategy Strateg Processes Performance Results Results Partnership Society & Resources Results Excellent organizations implement their Mission and Vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy. a. a Strategy is based on understanding the needs and expectations of both stakeholders and the external environment. b. Strategy is based on understanding internal performance and capabilities. capabilities c. Strategy and supporting policies are developed and updated. d. Strategy and supporting p gy pp g policies are communicated, implemented and , p monitored. International Human Resources Management, Dr. Jörg Klukas 6
  7. 7. The EFQM excellence model - Strategy Q gy Strategy is based on understanding internal St t i b d d t di i t l performance and capabilities APPROACHES In practice, excellent organizations • Analyse operational performance trends, core competencies and outcomes to understand current and potential organisational capabilities Understanding Key Skill K Skills and d • Analyse data and information regarding existing and potential partners’ core competencies and capabilities to understand how they complement the organisation’s Competencies capabilities • Analyse data and information to determine the impact of new technologies and business y p g Assessment and models on the performance of the organisation Development of • Compare their performance with relevant benchmarks to understand their relative Key Skills strength and areas for improvement Organisational Framework International Human Resources Management, Dr. Jörg Klukas 7
  8. 8. Skills as HR Capital UNDERSTANDING KEY SKILLS
  9. 9. 27 Billion € for HR Development* p *Analysis based on 1.053€ per employee, compare http://www.iwkoeln.de/Portals/0/pdf/trends01_09_3.pdf Lenske, Werner 2009; 10.000 organisations with 2.95 Mio employees surveyed
  10. 10. Half-life period of knowledge p g • Knowledge acquired at school = 20 years • Knowledge acquired at university = 10 years • Knowledge acquired at work g q = 5 years y • Knowledge about technologies = 3 years • Knowledge about computers = 1 year …is that still right? compare Stäbler 1999
  11. 11. Downtrend of Half-live perdiod of knowledge: Example X-Internet g p Consumer Products Pallets and Containers Appliances Each step evolves new People technologies, materials, Machines machines and knwoledge Vehicles Mobile Devices Computer 10 8 10 7 10 10 9 11 10 10 12 10 Quelle: Forrester Q ll F (Fichera 2004) We are here!
  12. 12. Dynamic Environment demands particular skills • Technology Complexity • Intensity of consulting • Individualisation and • Understanding Interfaces, Virtualisation of work Interdisciplinarity and lerning processes Customer as • Speed of Innovation • Customer proximity, Project specifica, project specifica oriented production co-designer BUT • For Products • For Processes • Know-how-Access, Training On-the-Job somewhere over Convergence fi ld Vi t al work environment C fields • Virtual o k en i on ent • Agility Requirements Every rainbow to design nowin thefrom device •Decide 6 month • Lean Management, De- Understand centrale organisations Competencies and changing sectors new technologies • E h l i of Empowerment and di the customers communication d direct attechnologies customers • Service sector and service or procedures the customer Place. • Digitalisation of value chain compare BITKOM e.V. Studie ProfIT 2005, Stefan Pfisterer; Eilles-Matthiessen u. a. 2002; Leder 2001
  13. 13. Role of Key Skills y • First mentioned by Dieter Mertens 1974 • Siebert says: The Key Skills defined by Mertens are an answer to the growing due date of subject- subject- specific (technical/functional) skills, that are increasingly depraving • compare Siebert 1993
  14. 14. So, why are key skills important? , y y p • Because „labor market policy and economical- technical and competitive arguments have priority and the concept of key skills proves to be a tool for deploying innovations strategies and securing i t i international competitiveness“ ti l titi “ (according to Herbert Beck, 1995)
  15. 15. Definition of key skills WHAT IS SO SPECIAL WITH KEY SKILLS?
  16. 16. Definitions of Key Skills y • First one by Dieter Mertens (1974) key skills are y ( ) y „keys" helping to acquire fast changing subject- specific skills. • Attributes acc to Beck 1995 acc. to. • „relatively long usable skills for solving … non-specific for function and profession… aming at flexibilty and mobility… help h l employees t master changes i work and profession l to t h in k d f i independently“ • Time-frame by Eilles-Matthiessen 2002 • „skills to master current and future professional requirements, that go beyond a particular position or profession “
  17. 17. Main features of key skills from the HR p p perspective • Non-specific for function or profession • Help mastering current and future requirements • Measureable for identification and improvement p compare Eilles-Matthiessen u. a. (2002)
  18. 18. Examples? Ideas? p • To think in coherences • concentration • communication • Responsible action • Problem solving taking • Indepence • Fast learning • Work in teams • Abstract thinking • Cooperation C • accuracy • assertiveness • Analytical thinking • Willingness to learn • Information processing • Flexibility • Independently learning • Decision making
  19. 19. Classifications of Key Skills y Basic Social Special ompare Eilles-Matthiessen u. a. (2002)
  20. 20. Which ones are important? Derived from Vision, Mission and Values. , Drägerwerk AG, internationales Unternehmen für Medizin- und Sicherheitstechnik Aus VL-Skipt, Integrierte Personal- und Organisationsarbeit, 2003, Michael Reiß, Uni Stuttgart
  21. 21. Role of key skills in HR Management NEEDED EVERYWHERE
  22. 22. Practical view… Key Skills needed for… y Ausbildung (Trainee Konzept (Azubis/Duale Studenten), Management der Diplomanden, Werkstudenten, Schüler, Integrationskonzept (Welcome Praktikaten, FairCompany) Which key skills Day, Einarbeitungsplan, Belehrungen (Datensicherheit/ Arbeitsschutz), Patenkonzept, ), p, Weiterentwicklung (Positionsprofile & Karrierewege, Blended Learning System, Peer Assessment, Mitarbeitergespräche) Total Reward Approach (Gehalt Altersvorsorge, MA-Anschluss, (Gehalt, Altersvorsorge MA Anschluss (employees) do „Next to your education we we not Probezeitgespräch) Jobticket, herausfordernde Aufgaben, Tarifverhandlungen, Strategische Betriebsvereinbarungen, Offsites, Ausflüge) Ausrichtung/Beteiligung und Einsatz (Zielemanagement, need? expectDevelop&Bind degree of All topics start g over p a high over… all g FlexVAZ) Integrate&Align I t t &Ali Where can we transfer our working style, indepently Plan&Find key skills to? analytical thinking and willingness y g Release&Support g What key skills do we work in teams.“How is Personal- und Kompetenzplanung Could the keyto skills be proven? Personalabbau, Sozialplan Outplacement Letzter Arbeitstag Can you train key skills? the team? Both sides have certify? in the fit Reintegrate&Keep up HR Marketing Austrittsgespräch (Stellenausschreibungen, Weitervermittlung Messen, Jobbörsen, MA Zeugniserstellung werben MA, H dh b MA Headhunter, XING) How? Bewerbermanagement fun? Versetzungssgespräch Wiedereinstiegsgespräch Zielegespräch Altersteilzeit, Bildungsauszeit Krankheit, Urlaub, Mutterschutz Sonderurlaub (Bewerbertag, Assessment Is the development of keyof objectives to be defined What kind Center, Einzelinterviews) Job Rotation Nachfolgeplanung Reorganisation g skills recognized? to promote willingness to learn and team orientation?
  23. 23. Assessment and Development of Key Skills LOOKING FOR CHALLENGERS, FAST LEARNERS AND TEAM PLAYERS
  24. 24. What you can‘t measure you can‘t improve. Any ideas for indicators? y ompare Eilles-Matthiessen u. a. (2002)
  25. 25. Measurement Tools •New topics •Stress? quickly •Procedures? learned? •Prioritization? •Set targets? g •Reflection to •Different improve? projects? •What do we •Increased ask? •Change responsibility? p y •What answers context and •Good f G d for do we want to tasks •Targets basic key skills hear? achieved •Which degree reflected? is sufficient?
  26. 26. Interview procedures p • Hiring interviews, assessment • Trail period interviews • Employee appraisels • Succession planning talks compare Kadishi, Bernadette (2001), Das Instrument zur Erfassung von Schlüsselkompetenzen IESKO. In: Schlüsselkompetenzen wirksam erfassen - Personalselektion ohne Diskriminierung, Hrsg. Bernadette Kadishi, Altstätten
  27. 27. Acquisition of key skills LEAN THE LEARNING
  28. 28. Discovering learning acc.to. Reetz/Roth g g • Key skills can not be acquired by classical instruction methods they require an indirect methods, promotion of personal forces and competencies • Meaning for training measures • problem based situations as inductive basis • Organisation of learning processes in such a way, that meanings, rules and and action patterns result from a story line • The learninger involves actively in authentically, simulated or symbolically representative actions • Important: Reflection of the various action options * Es gibt Kuppeleffekte; compare Blended Learning
  29. 29. Training Suggestions Any Ideas? y s bject subject- specific = Expertise; Didactical methods, skills e.g. complex case studies, business games SsS Key Skills Skill = Soft Skills; =self-competence; lf Didactical methods, requires methodology and z.B. group work, project lectures Didactic, z.B. role games compare U. Woschnack, P. Frischknecht (2002) Schlüsselqualifikationen – Vom Arbeitsmarkt verlangt! Von der Hochschule gelehrt? compare G. Pätzold (1993), Lehrmethoden in der beruflichen Bildung. Sauer, Heidelberg
  30. 30. Organizational framwork for Key Skills TRAININGS ARE NOT SUFFICIENT
  31. 31. Remember 4e Learning Organisation – HR Development in a broader view p Learning g Organisationen promote the development of key skills
  32. 32. Strategic Business Driver KEY SKILLS
  33. 33. Key Skills are Key Drivers for Growth y y Market / Customer (outisde) Growth G h Organization (inside) New Products & Profitability Innovation Customer Internal Satisfaction Strategy Processes Loyalty Service Leadership Quality Key skills are reflected by attitudes and Career Behavior of employees behavior of employees. opportunity Attitude of Customer Strong key skills require satisfaction with: employees Relation • leadership and teamwork direct Teamwork • adaptable internal processes leadership • customer interaction Performance/ • performance and feedback culture Feedback Empowerment Culture C l • career opportunities Those ones need satisfaction with Based on corellation analyzis of employee surveys, Human Resources Consulting, 2000 strategy, empowerment and innovation. forum! Modell zum Einfluss der Motivation auf den Unternehmenserfolg
  34. 34. Key Skills y • Drive business success by ensuring employability now and in the future • Must be set up and prioritized according to organizations values, vision and mission • Are promoted by establishing an environment of a Learning Organization • A consequently adressed i th entire employee Are tl d d in the ti l life cycle „Hire for Attitude“ and „Train for Skills“
  35. 35. Key Skills and Strategy y gy • Strategy-oriented HR aims to develop key skills systematically that are needed for mastering strategic performance requirements • Compare: Ryschka, J., Solga, M. & Mattenklott, A. (Hrsg.). (2005). Praxishandbuch Personalentwicklung. Instrumente, Konzepte, Beispiele. Wiesbaden: Gabler.
  36. 36. Contact me! Dr. Jörg Klukas • XING: https://www.xing.com/profile/Joerg_Klukas https://www xing com/profile/Joerg Klukas • Facebook: http://www.facebook.com/home.php?#!/joerg.klukas • Slideshare: http://www.slideshare.net/pludoni • Twitter: http://twitter com/pludoni http://twitter.com/pludoni • Email: joerg.klukas@pludoni.de International Human Resources Management, Dr. Jörg Klukas 36