Strategy and supporting policies are developed and updated in three sentences: Strategies and supporting policies are regularly reviewed and updated to ensure they continue meeting organizational goals. An organization develops and updates its strategies and policies by analyzing internal and external factors, monitoring performance, and understanding changes in the business environment or needs of stakeholders. The updates aim to keep the strategies and policies aligned with the vision, mission, and current realities facing the organization.

1. 2c Strategy and supporting policies are
developed and updated
http://www.flickr.com/photos/heilemann/30220469/sizes/o/

2. SUMMARY OF THE LAST
LECTURES – WHAT DID
YOU 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 POLICIES
ARE DEVELOPED AND UPDATED
A O A A
International Human Resources Management,
Dr. Jörg Klukas 4

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. 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. The EFQM excellence model - Strategy
Q gy
Strategy and supporting policies are d
St t d ti li i developed and
l d d
updated
APPROACHES
In 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 process
STRATEGY 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 9
compare 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 10
compare 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
ities
Competito 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 riorities
Competito 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 / Scenario
HR 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/ Processes
Competitors
Services Cooperation
Supplier/ Values, expectations,
Partner Employee
Interests, needs
Customer
Leader Values, expectations,
Values, expectations, Interests, needs
Relation
Interests, needs
Benchmarks 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 Sicherheitstechnik
Aus 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
ities
Competito 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 riorities
Competito 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 17
compare 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
Position
internal 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 HR
Stakeholders, Corporate Strategy, Key Skills
Strengths Weaknesses
23

24. SWOT I - FUTURE – Any Ideas?
External Perspective about HR Customers and HR
Stakeholders, Corporate Strategy, Key Skills
Opportunities Risiks

25. SWOT II – PRESENCE – Any Ideas?
Internal Perspective with HR Processes, HR Team, HR
competencies, HR Tools
Strengths Weaknesses
25

26. SWOT II – FUTURE – Any Ideas?
Internal Perspective with HR Processes, HR Team, HR
competencies, 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
Position
internal 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
ities
Competito 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 riorities
Competito 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 31
compare 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 X
OTs
Future
rspective
mers and
rs, Corporate
ey 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 and
Stay 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 j
Relevance to competition:
Realizes the deployment of A few objectives,
high
Relevance for
Follow-up That drive success
etition
the 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
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https://www xing com/profile/Joerg Klukas
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http://twitter.com/pludoni
• Email: joerg.klukas@pludoni.de
International Human Resources Management,
Dr. Jörg Klukas 38