2c Strategy and supporting policies are developed and update
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2c Strategy and supporting policies are developed and updated

2c Strategy and supporting policies are developed and updated

HR Strategy Maping
International Human Resources management

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2c Strategy and supporting policies are developed and update Presentation Transcript

  • 1. 2c Strategy and supporting policies aredeveloped and updated http://www.flickr.com/photos/heilemann/30220469/sizes/o/
  • 2. SUMMARY OF THE LASTLECTURES – WHAT DIDYOU LEARN? International Human Resources Management, Dr. Jörg Klukas 2
  • 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 • Understanding, identfy and• Intercultural Management by improve key skills as major sustainable internal performance Lixiu driver• Criteria 7 • People’s Perception measures • People’s Performance Indicators International Human Resources Management, Dr. Jörg Klukas
  • 4. 2C STRATEGY AND SUPPORTING POLICIESARE DEVELOPED AND UPDATEDA O A A International Human Resources Management, Dr. Jörg Klukas 4
  • 5. The EFQM excellence model QEnablers 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. The EFQM excellence model Q People People Results Key 2. Strategy 2 St t CustomerLeadership Strategy Strateg Processes Performance Results Results Partnership Society & Resources ResultsExcellent organizations implement their Mission and Vision by developing astakeholder focused strategy. Policies, plans, objectives and processes are developed anddeployed 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. capabilitiesc. 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. The EFQM excellence model - Strategy Q gyStrategy and supporting policies are dSt t d ti li i developed and l d dupdated APPROACHESIn practice, excellent organizations• Create and maintain a clear strategy and supporting policies to achieve the mission and Strategy Mapping vision of the organisation According to Kaplan/ Norton N t• Identify and understand the Key Results required to achieve the Mission and evaluate progress towards the vision and strategic goals HR Strategy Map• Use core competencies to generate benefit for all stakeholders, including the wider society y Human Capital p Scorecard (2d)• Adopt effective mechanisms to understand future scenarios and manage strategic risks• Understand the key business drivers: that balance the needs of the organization and its Management by stakeholders in planning for the achievement of present and future objectives Objectives (3c)• Ensure economic, societal and ecological sustainability HR Management International Human Resources Management, Review (5a) Dr. Jörg Klukas 7
  • 8. A processSTRATEGY MAPPING International Human Resources Management, Dr. Jörg Klukas 8
  • 9. Strategy Mapping is the Bridge from Now to the Future. Vision Target Position Year X Strategy Map Financials Text Text Text Customer / Text Text Market Text Text Strategic Clarity and Processes Internal Communication Text Text Text Text Potentials Text Text Text Text Current Mission/ Position Values International Human Resources Management, Dr. Jörg Klukas 9compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
  • 10. Process of Strategic Mapping ( g pp g (SMP) ) Strategic Frame Competition Arena Within the competition arena, the trends, markets, customers, b k t t branches of business, h fb i Trends / Scenario key factors (key skills) and competitors are analyzed Vision/Target Position Within the strategic frame, essential Markets / C Strategic Mission / V ompanies Targets decisions for the implemented business model are made Business Model Indicators tiatives rategic Operative mpetitors / Co Customer Core Values Str Init By a controlling system the operative core Current and Targets values will be governed, e.g. with support of the Balanced Scorecard Com Current Position Sector / Key Skills&Success Factors Within the operative core, the value-added is achieved through usage of resources, processes and products Controlling System (Balanced Scorecard) International Human Resources Management, Dr. Jörg Klukas 10compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
  • 11. Content of a Strategy Workshops gy p Trends / Scenarios Vision / Target Position 1. Competition Arena itiesCompetito rs / Comp an y Mar Strategic Goals/ Mis Strategy Map ssion / Va lues rkets / Customers Strategic P riori Strategic Actions KPIs Operative Core Actual and target values Aims to generate a shared view of all employees for the initial Current Position Industry / Success Factors current position of HR 2. Strategic Frame Trends / Scenarios Vision / Target Position Strategic P rioritiesCompetito rs / Compan y Markets / Customers Strategic Goals/ Mission / Va lues Strategy Map Strategic Formulation of strategic Current and Target Position Actions KPIs Operative Core Actual and target values SWOT Analysis Current Position Industry / Success Factors Trends / Scenarios Vision / Target Position 3. Strategic Target-System Strategic Priorities Competitors / Compan y Markets / Customers Strategic Goals/ Mission / Va lues Strategy Map Strategic Actions KPIs Operative Formulation of a balanced and well-connected Target System, that Core Actual and target values Current Position Industry / Success Factors is consolidated in an HR Strategy Map Finanzen Überdurchschnittliche Wertsteigerung der TSI Profitabilität im Projekt- MMS schaffen und Servicegeschäft In die 100 Mio. € sichern Umsatzliga aufsteigen Kunden/ Markt Sichtbaren Umsatzanteil Captive Business im Noncaptive Business in mit internationalen DTAG Konzern als Zielmärkten aggressiv Projekten erreichen Geschäftsbasis erhalten ausbauen MMS Top Account Basis Klare Wahrnehmung und langfristig sichern und Differenzierung der TSI gezielt ausbauen MMS am Markt erreichen Best in Class Perfor- Account Management Sales Potenziale des Innovative Lösungen im rozesse Interne mance im Großprojekt- systematisieren und Konzernverbunds effizient MMS Leistungsportfolio management erreichen konsequent verankern ausschöpfen verankern Ergebnisorientierte Standortnetz in deutschen MMS Akquisitionsansatz Innovations- und Pr Ressourcensteuerung R t Wirtschaftsregionen kundenorientiert Technologiemanagement stärken gezielt ausbauen weiterentwickeln vorantreiben Potenziale Potenziale der Wissens- und Fundiertes Verständnis Mitarbeiterkompetenzen Ressourcen für Qualitäts- u Business Erfahrungsaustausch für Kundenbedürfnisse kontinuierlich strategie- Wachstumsdynamik Excellence Kultur intern und extern aktiv in Zielmärkten orientiert entwickeln sicherstellen ausbauen vorantreiben entwickeln International Human Resources Management, Dr. Jörg Klukas 11
  • 12. Competition arena ( p (2a/2b) ) Competition Arena Trends / ScenarioHR Priorities•Stakeholder Markets / C ompanies•Key Skills mpetitors / Co Customer Com Sector / Key Skills&Success Factors 12
  • 13. Remember: Understanding External Stakeholders g Shareholder Values, expectations, Interests, needs Task T k Products/ ProcessesCompetitors Services Cooperation Supplier/ Values, expectations, Partner Employee Interests, needs Customer Leader Values, expectations,Values, expectations, Interests, needs Relation Interests, needsBenchmarks Organization Best- Best-in Class Society S i Values, expectations, Values expectations Interests, needs International Human Resources Management, Dr. Jörg Klukas 13
  • 14. Context Map p• To sumarize results
  • 15. Remember: Defined Key Skills. Derived from Vision, Mission and Values. , Drägerwerk AG, internationales Unternehmen für Medizin- und SicherheitstechnikAus VL-Skipt, Integrierte Personal- und Organisationsarbeit, 2003, Michael Reiß, Uni Stuttgart
  • 16. Content of a Strategy Workshops gy p Trends / Scenarios Vision / Target Position 1. Competition Arena itiesCompetito rs / Comp an y Mar Strategic Goals/ Mis Strategy Map ssion / Va lues rkets / Customers Strategic P riori Strategic Actions KPIs Operative Core Actual and target values Aims to generate a shared view of all employees for the initial Current Position Industry / Success Factors current position of HR 2. Strategic Frame Trends / Scenarios Vision / Target Position Strategic P rioritiesCompetito rs / Compan y Markets / Customers Strategic Goals/ Mission / Va lues Strategy Map Strategic Formulation of strategic Current and Target Position Actions KPIs Operative Core Actual and target values SWOT Analysis Current Position Industry / Success Factors Trends / Scenarios Vision / Target Position 3. Strategic Target-System Strategic Priorities Competitors / Compan y Markets / Customers Strategic Goals/ Mission / Va lues Strategy Map Strategic Actions KPIs Operative Formulation of a balanced and well-connected Target System, that Core Actual and target values Current Position Industry / Success Factors is consolidated in an HR Strategy Map Finanzen Überdurchschnittliche Wertsteigerung der TSI Profitabilität im Projekt- MMS schaffen und Servicegeschäft In die 100 Mio. € sichern Umsatzliga aufsteigen Kunden/ Markt Sichtbaren Umsatzanteil Captive Business im Noncaptive Business in mit internationalen DTAG Konzern als Zielmärkten aggressiv Projekten erreichen Geschäftsbasis erhalten ausbauen MMS Top Account Basis Klare Wahrnehmung und langfristig sichern und Differenzierung der TSI gezielt ausbauen MMS am Markt erreichen Best in Class Perfor- Account Management Sales Potenziale des Innovative Lösungen im rozesse Interne mance im Großprojekt- systematisieren und Konzernverbunds effizient MMS Leistungsportfolio management erreichen konsequent verankern ausschöpfen verankern Ergebnisorientierte Standortnetz in deutschen MMS Akquisitionsansatz Innovations- und Pr Ressourcensteuerung R t Wirtschaftsregionen kundenorientiert Technologiemanagement stärken gezielt ausbauen weiterentwickeln vorantreiben Potenziale Potenziale der Wissens- und Fundiertes Verständnis Mitarbeiterkompetenzen Ressourcen für Qualitäts- u Business Erfahrungsaustausch für Kundenbedürfnisse kontinuierlich strategie- Wachstumsdynamik Excellence Kultur intern und extern aktiv in Zielmärkten orientiert entwickeln sicherstellen ausbauen vorantreiben entwickeln International Human Resources Management, Dr. Jörg Klukas 16
  • 17. Process of Strategic Mapping ( g pp g (SMP). ) Strategic Frame Within the competition arena, the trends, markets, customers, b k t t branches of business, h fb i Trends / Scenario key factors (key skills) and competitors are analyzed Vision/Target Position Within the strategic frame, essential Markets / C Mission / V decisions for the implemented business ompanies model are made Business Model Customer mpetitors / Co Values • Development of a strategy is always a mix of thorough analysis and passionately creativity y Com Current Position • Many strategic measures will be created that way. Sector / Key Skills&Success Factors • The central task is now to cluster the important ones in order to align them to a target position International Human Resources Management, Dr. Jörg Klukas 17compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
  • 18. Taking the HR Customer Perspective g p 18
  • 19. Example Strategy Map p gy p
  • 20. Update HR Strategy Map based on Corporate Strategy Map
  • 21. Consolidation of Current and Target Position Target Position Context Map 2a 2 SWOTs Future Target Position Year X External Perspective (HR Customers and HR Stakeholders, Corporate Strategy, Key Skills) Pr resence Internal Perspective Key Skills and (HR Processes, HR Team, Current Positioninternal Performance 2b HR competencies, HR Tools) Current Position International Human Resources Management, Dr. Jörg Klukas 21
  • 22. SWOT-Analysis: V ew a d ba a ce t e ow a d t e utu e View and balance the now and the future Future Current Chancen (Opportunities) Stärken (Strengths)• Chancen aus dem Wettbewerbs- • Identifikation, Bewertung und und Marktumfeld (Mikroumwelt) Ausbau von Beschreibung der• Chancen aus der Makroumwelt Stärken gp Stärken/Erfolgspotentiale (technisch, rechtlich, und • Zukünftige relevante wirtschaftlich, soziodemo- Wahrnehmung Stärken/Erfolgspotentiale graphisch) von Chancen • Differenzierung gegenüber der Konkurrenz Risiken (Threats) Schwächen (Weaknesses)• Aufdeckung und Bewertung der • Identifikation, Bewertung und aktuellen und zukünftigen kt ll d kü fti Reduzierung von Beschreibung der Schwächen B h ib d S h ä h Bedrohungspotentiale mittels: Schwächen und • Stärken, die zu Schwächen• Wettbewerbs- und Marktanalyse Abwehr von werden können• Umfeldanalyse (Makroanalyse) Risiken • Wettbewerbsnachteile gegen- • Strategische Erfolgsfaktoren über der Konkurrenz 22
  • 23. SWOT I - PRESENCE – Any Ideas?External Perspective about HR Customers and HRStakeholders, Corporate Strategy, Key Skills Strengths Weaknesses 23
  • 24. SWOT I - FUTURE – Any Ideas?External Perspective about HR Customers and HRStakeholders, Corporate Strategy, Key Skills Opportunities Risiks
  • 25. SWOT II – PRESENCE – Any Ideas?Internal Perspective with HR Processes, HR Team, HRcompetencies, HR Tools Strengths Weaknesses 25
  • 26. SWOT II – FUTURE – Any Ideas?Internal Perspective with HR Processes, HR Team, HRcompetencies, HR Tools Opportunities Risks
  • 27. Consolidation of Current and Target Position Target Position Context Map 2a 2 SWOTs Future Target Position Year X External Perspective (HR Customers and HR Stakeholders, Corporate Strategy, Key Skills) Pr resence Internal Perspective Key Skills and (HR Processes, HR Team, Current Positioninternal Performance 2b HR competencies, HR Tools) Current Position International Human Resources Management, Dr. Jörg Klukas 27
  • 28. Current Position – Ideas? Today we are: 2010 2013 28
  • 29. Target Position – Ideas? g In 2013 we are the HR Unit that: 2010 2013 29
  • 30. Content of a Strategy Workshops gy p Trends / Scenarios Vision / Target Position 1. Competition Arena itiesCompetito rs / Comp an y Mar Strategic Goals/ Mis Strategy Map ssion / Va lues rkets / Customers Strategic P riori Strategic Actions KPIs Operative Core Actual and target values Aims to generate a shared view of all employees for the initial Current Position Industry / Success Factors current position of HR 2. Strategic Frame Trends / Scenarios Vision / Target Position Strategic P rioritiesCompetito rs / Compan y Markets / Customers Strategic Goals/ Mission / Va lues Strategy Map Strategic Formulation of strategic Current and Target Position Actions KPIs Operative Core Actual and target values SWOT Analysis Current Position Industry / Success Factors Trends / Scenarios Vision / Target Position 3. Strategic Target-System Strategic Priorities Competitors / Compan y Markets / Customers Strategic Goals/ Mission / Va lues Strategy Map Strategic Actions KPIs Operative Formulation of a balanced and well-connected Target System, that Core Actual and target values Current Position Industry / Success Factors is consolidated in an HR Strategy Map Finanzen Überdurchschnittliche Wertsteigerung der TSI Profitabilität im Projekt- MMS schaffen und Servicegeschäft In die 100 Mio. € sichern Umsatzliga aufsteigen Kunden/ Markt Sichtbaren Umsatzanteil Captive Business im Noncaptive Business in mit internationalen DTAG Konzern als Zielmärkten aggressiv Projekten erreichen Geschäftsbasis erhalten ausbauen MMS Top Account Basis Klare Wahrnehmung und langfristig sichern und Differenzierung der TSI gezielt ausbauen MMS am Markt erreichen Best in Class Perfor- Account Management Sales Potenziale des Innovative Lösungen im rozesse Interne mance im Großprojekt- systematisieren und Konzernverbunds effizient MMS Leistungsportfolio management erreichen konsequent verankern ausschöpfen verankern Ergebnisorientierte Standortnetz in deutschen MMS Akquisitionsansatz Innovations- und Pr Ressourcensteuerung R t Wirtschaftsregionen kundenorientiert Technologiemanagement stärken gezielt ausbauen weiterentwickeln vorantreiben Potenziale Potenziale der Wissens- und Fundiertes Verständnis Mitarbeiterkompetenzen Ressourcen für Qualitäts- u Business Erfahrungsaustausch für Kundenbedürfnisse kontinuierlich strategie- Wachstumsdynamik Excellence Kultur intern und extern aktiv in Zielmärkten orientiert entwickeln sicherstellen ausbauen vorantreiben entwickeln International Human Resources Management, Dr. Jörg Klukas 30
  • 31. Process of Strategic Mapping ( g pp g (SMP) ) Within the competition arena, the trends, markets, customers, b k t t branches of business, h fb i Trends / Scenario key factors (key skills) and competitors are analyzed Vision/Target Position Within the strategic frame, essential Markets / C Strategic Mission / V ompanies Targets decisions for the implemented business model are made Business Model Indicators tiatives rategic mpetitors / Co Customer Values Str Init By a controlling system the operative core Current and Targets values will be governed, e.g. with support of the Balanced Scorecard Com Current Position • Strategy Maps describe and visualize relations Sector / Key Skills&Success Factors between strategic objectives between all perspectives of a BSC. • That promotes transparency and understanding of strategy. International Human Resources Management, Dr. Jörg Klukas 31compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
  • 32. Consolidation of Current and Target Position Vision Target Position Target Position Year XOTs Futurerspectivemers andrs, Corporateey Skills) Pr resence spective , HR Team,es, HR Tools) Current Position Current Mission/ Position Values International Human Resources Management, Dr. Jörg Klukas 32
  • 33. Three major requirements in formulation of strategic objectives g j Distinguish Objectives andStay in the Target System Action oriented Measurements No elements of Use verbs Individual action or the strategic frame continuous engagement e.g. NO: e.g. NO „introduce SAP“ e.g. NO: „Consulting“„Work always hard (that Work hard“ is a general philosophy, not an objective) YES, e.g.. YES e g YES, e.g.: YES e g : YES, e.g.: , g „Improve quality of „Extend the consulting „Update IT-based information supply“ business“ systems to the state of the art“ 33
  • 34. Strategic Objectives – Be creative!Now YOU! International Human Resources Management, Dr. Jörg Klukas 34
  • 35. Prioritize Strategic Objectives g jRelevance to competition:Realizes the deployment of A few objectives, high Relevance for Follow-up That drive success etitionthe objective a competitive advantage? Of the organizatin Strategic M St t i Meaning: i compe low Operational = small Low Priority Selective improvements attention Strategic = changes operative strategic Strategic Meaning 35
  • 36. Cluster the prioritized strategic objectives
  • 37. Identify major Linkages
  • 38. 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 38