2d Strategy and supporting policies arecommunicated, implemented andmonitored.                          http://www.flickr....
SUMMARY OF THE LASTLECTURES – WHAT DIDYOU LEARN?      International Human Resources Management, Dr. Jörg                  ...
What we have learnt.• Overview of the EFQM Model                             •   Strategic Leadership  to be applied for H...
2D STRATEGY AND SUPPORTING POLICIESARE COMMUNICATED, IMPLEMENTED ANDA   CO      CA                 AMONITORED.            ...
The EFQM excellence model                    QEnablers                                                 Results            ...
The EFQM excellence model                                                    Q                                        Peop...
The EFQM excellence model - Strategy                         Q                           gyStrategy and supporting policie...
Operationalize StrategyHUMAN CAPITALSCORECARD                     International Human Resources Management,               ...
Strategy Mapping is the Bridge from                    Now to the Future.                          Vision              Tar...
Taking the HR Customer Perspective     g                     p                    10
Example HR Strategy Map
From Strategy Map to BSC                                            gy   p                                        Strategy...
Setting up the BSC                          g p                              Strategy Map                                 ...
Example for Target Setting and strategic initiativesStrategic Objective              Indicators     Establish above averag...
Example for Target Setting and strategic initiativesStrategic Objectives                 Indicators                       ...
Align the organization   g        g            International Human Resources Management,                           Dr. Jör...
Targets of our leaders support the targets ofour employees.                                    T-Systems Multimedia       ...
Example Target Agreement HR              p y           Employee                             Individualziele für das Jahr 2...
Example Target Agreement HR              p y           Employee2                                        1. z1: Umsetzung  ...
TARGET LOGIC      International Human Resources Management, Dr. Jörg                            Klukas                    ...
Structure and logic of our targets• Strategy Map defines  strategic goals• Balanced Scorecard sets the  annual strategic t...
MANAGEMENT REVIEWAND CODE BOOK      International Human Resources Management, Dr. Jörg                            Klukas  ...
HR Management Review (acc. to ISO 9000) balances           p o t es           prioritiesSuggestions for improvements      ...
Example Code Book                 p                                                               Inputquellen            ...
SUMMARY STRATEGYFOCUSED ORGANIZATION      International Human Resources Management, Dr. Jörg                            Kl...
Elements of a strategy-focused                    g                  organization            2. Translate Strategy into   ...
Elements of a strategy-focused        g      organization                 2.     TRANSLATE STRATEGY                       ...
Tools for strategy focussed         g       organizations    2. Translate Strategy into                           1.    Mo...
Contact me!Dr. Jörg Klukas•   XING: https://www.xing.com/profile/Joerg_Klukas          https://www xing com/profile/Joerg ...
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2d Strategy and supporting policies are communicated, implemented, and monitored

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2d Strategy and supporting policies are communicated, implemented and monitored, Jörg Klukas, pludoni.de, human resources management

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2d Strategy and supporting policies are communicated, implemented, and monitored

  1. 1. 2d Strategy and supporting policies arecommunicated, implemented andmonitored. http://www.flickr.com/photos/donsolo/3029452838/sizes/l/
  2. 2. SUMMARY OF THE LASTLECTURES – WHAT DIDYOU LEARN? International Human Resources Management, Dr. Jörg Klukas 2
  3. 3. What we have learnt.• Overview of the EFQM Model • Strategic Leadership to be applied for HR- • Process Leadership Departments • Operational Leadership • Leadership of Change• Criteria 3 • People Approaches • Criteria 2 • Strategy focussed• Criteria 5 organizations • HR Process Management • Process of• Criteria 4e Strategy Mapping • Learning Organization g g • Analysing HR Stakeholders • People, Places and Objects • Understanding, identify and Approach improve key skills as major sustainable internal performance• Intercultural Management by driver Lixiu • Strategy Mapping according to Kaplan/Norton• Criteria 7 • Deriving HR Strategy Map • People’s Perception measures • People’s Performance Indicators• Criteria 1 International Human Resources Management, Dr. Jörg Klukas
  4. 4. 2D STRATEGY AND SUPPORTING POLICIESARE COMMUNICATED, IMPLEMENTED ANDA CO CA AMONITORED. International Human Resources Management, Dr. Jörg Klukas 4
  5. 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. 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 policies are communicated, implemented gy pp gp , p and monitored. International Human Resources Management, Dr. Jörg Klukas 6
  7. 7. The EFQM excellence model - Strategy Q gyStrategy and supporting policies are communicated,St t d ti li i i t dimplemented and monitoredIn practice, excellent organizations p , g APPROACHES• Define the required outcomes and related performance indicators and establish targets based on comparisons of their performance and the Mission and Vision• Deploy strategy and supporting policies in a systematic manner to achieve the desired set of results balancing short and long tern objectives results, Human Capital H C it l• Maintain and align an organizational structure and a framework of key processes to Scorecard deliver their strategy in way that adds real value for their stakeholders, achieving the optimum balance of efficiency and effectiveness Management by Objectives (3c) j ( )• Ali individual and team objectives with the organizations strategic goals and ensure Align i di id l d bj i ih h i i i l d they are empowered to maximize their contribution HR Management• Communication strategy and supporting policies with stakeholder ins an appropriate Review (5a) wax• Set clear goals and objectives for innovations and refine their strategy in line with innovation achievements International Human Resources Management, Dr. Jörg Klukas 7
  8. 8. Operationalize StrategyHUMAN CAPITALSCORECARD International Human Resources Management, Dr. Jörg Klukas 8
  9. 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. 10. Taking the HR Customer Perspective g p 10
  11. 11. Example HR Strategy Map
  12. 12. From Strategy Map to BSC gy p Strategy Map Finance Strategic Indi-- Target cators Targets Initiative als Text Financia Text Text Customer / Text Text Market Customer Processes Text Text Strategic Indi-- Vision Strategic Indi- Target cators Targets Initiative Target cators Targets Initiative and Strategy Processes Internal Text Text Text Text Potential Strategic Indi- - ntials Target cators Targets Initiative Poten Text T t Text T t Text T t Text T t International Human Resources Management, Dr. Jörg Klukas 12compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
  13. 13. Setting up the BSC g p Strategy Map Balanced Scorecard Action plan Process: Production- and Logistic Management Topic: Turnaround in Ground Services Objectives Indicators Targets Initiative Budget Profit und  Wirtschaftlichkeit  Marktwert 30% p.a. RONa Finances  Umsatzwachstum  Umsatz/Sitz 20% p.a. Umsatz- Weniger  Weniger Flugzeuge  Mietkosten/Flugzeug  5% p.a. wachstum Flugzeuge  Mehr Kunden  Anzahl Stammkunden  70%  CRM-System implementieren  $XXX Mehr Kunden anziehen und binden anziehen und  Anzahl Kunden  12% p.a.  Qualitätsmanagement  $XXX Customer binden  FAA-Rating für  Platz 1  Kundenloyalitätsprogramm  $XXX Pünktlicher Niedrigste  Pünktliche Flüge pünktliche Ankunft Service Preise  Niedrigste Preise  Kundenranking  Platz 1  Schneller  Bodenzeit  30 Minuten Processes Schneller Turnaround im  90%  Optimierung der Durchlaufzeit  $XXX Turnaround  Pünktlicher Abflug Bodenbereich  Die notwendigen  Strategische Job-  1. Jahr 1-70%,  Training des Bodenpersonals  $XXX Strategischer Job Fähigkeiten Bereitschaft 2. Jahr 3-90%,  Einführung eines Systems zur  $XXX Flugabfertiger entwickeln 3. Jahr 5-100% Bodenpersonaleinsatzplanung Potential Strategische Systeme  Unterstützung  Verfügbarkeitdes  100%  Kommunikationsprogramm  $XXX Personaleinsatz system. system entwickeln Informationssystems  100%  Aktienbeteiligungsplan für MA  $XXX  Bodenpersonal an  Strat. Bewusstsein  100%  Plan  $XXX Ausrichtung des Bodenpersonals Strategie ausrichten  Anteil am Bodenpers. Total Budget  $XXX International Human Resources Management, Dr. Jörg Klukas 13compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
  14. 14. Example for Target Setting and strategic initiativesStrategic Objective Indicators Establish above average F1.1 EVATMF1 value increase of TSI MMS F1.2 Free Cash Flow Secure profitability inF2 Project- and Service F2.1 EBITA business Enter 100 Mio. € salesF3 F3.1 Sales leagueStrategic Initiatives no direct initiative International Human Resources Management, Dr. Jörg Klukas 14
  15. 15. Example for Target Setting and strategic initiativesStrategic Objectives Indicators M4.1 Number Top Accounts Extend top accounts in Customer Satisfaction of TopM4 long-term M4.2 Accounts M4.3 Customer Loyality IndexStrategic Initiative Further development of Top-Account Management, including links to VIPM4.1 Survey, Management AM4 1 S M t Approach of TOP Accounts, Improvement CLI: h f A t I t CLI Responsible: CR, FS, MNE International Human Resources Management, Dr. Jörg Klukas 15
  16. 16. Align the organization g g International Human Resources Management, Dr. Jörg Klukas 16
  17. 17. Targets of our leaders support the targets ofour employees. T-Systems Multimedia Solutions GmbH Dr. Jörg Klukas Page 17
  18. 18. Example Target Agreement HR p y Employee Individualziele für das Jahr 2007 Frau XX YY Human Resources Management Gewicht ZE Ziel Erfolgsparameter Zielkorridor in % in %1 Fragen der internen 70% Vorjahreswerte Kundenbefragung 100% Zielwerte der HCSC 2007 1. z1: Gesamtzufriedenheit zu HR Frau XX YY steigert die operative 150% Zielwerte der HCSC 2007 – Excellence von HR und baut die 2. z2: Zufriedenheit mit HR 0,3 Aktivitäten 30 Business Partnerschaft mit den Produktivbereichen aus. 3. z3: Zufriedenheit mit HR Information& Kommunikation 4. z4: Zufriedenheit mit HR Service Qualität International Human Resources Management, Dr. Jörg Klukas 18
  19. 19. Example Target Agreement HR p y Employee2 1. z1: Umsetzung 70% z1=80%; z2 = 66%; z3 = Personalwachstum (Planerfüllung 56% des überprüften Personalplanes) 100% z1=100%; z2 = 75%; z3 = Frau XX YY sorgt dafür, dass die 2. z2: Human Capital Readiness 46% Mitarbeiterkompetenzen der MMS Index (inkl. Schulung für gesichert und kontinuierlich Kundenangang, FK, 150% z1>100%; z2 = 100%; z3 = 25 strategieorientiert weiterentwickelt Projektmanagement) 36% werden 3. z3: 40-20-40 Abweichung3 Image als Arbeitgeber aus der 70% 0,1 0 1 (Vorjahreswert) Medienresonanzanalyse (Teilnahme Frau XX YY hat weiter am GreatPlaceToWork, 100% 0,5 (HCSC 2007 Zielwert) konsequent die Wahrnehmung BestPersAward, Artikel in Zeitschriften, Nennungen bei 150% 0,7 als guter Arbeitgeber im Sinne 20 der Business Excellence Kultur Benchmarks, …) ausgebaut. b t International Human Resources Management, Dr. Jörg Klukas 19
  20. 20. TARGET LOGIC International Human Resources Management, Dr. Jörg Klukas 20
  21. 21. Structure and logic of our targets• Strategy Map defines strategic goals• Balanced Scorecard sets the annual strategic targets Period Where What A&R• PoMS defines process and 3 yrs. Strategy Map Strategic Goals MR. Strategy process indicators for key Workshop, Workshop EFQM processes SA, award application• Operational targets are 1 yr. Balanced Strategic Targets MR, BU/Acc R, defined for daily activities Scorecard Offsite Meetings EFQM SA,, award (BSC) application• Loose, local action & tight quarterly Process-oriented Process Management Indicators MR, in preparation for BU/Acc R, central review system (PoMS) EFQM SA, award application• Close alignment of strategic Ongoing Anywhere Operational By leaders and and process measurements targets people• Adjustment to indicators in line with adjustments to strategy  breaks in trends International Human Resources Management, Dr. Jörg Klukas 21
  22. 22. MANAGEMENT REVIEWAND CODE BOOK International Human Resources Management, Dr. Jörg Klukas 22
  23. 23. HR Management Review (acc. to ISO 9000) balances p o t es prioritiesSuggestions for improvements Pool of Ideas for Change Consolidation and Improvement HRStrategic Filter/ HR Strategy Map Management Prioritize Review Mange operational Improvement Manage Change: HR Code HR Strategic Initiatives Monitoring Actions Book Deployment International Human Resources Management, HR Process Indicators HCSC Indicators Dr. Jörg Klukas 23
  24. 24. Example Code Book p Inputquellen Kund Meeti int. en- Score ng- Wert Kund befra W t K d b f MA EFQ B t - Boots Proto Tren St t O P t T Strate Oper Z tä Zustän Thema ung en gung B M trap cards koll ds gisch ativ digkeitSchulungsprogramm fürFührungskräfte(Nachwuchsförderung);(N h h fö d )Führungsduos, Kanditenpool- "Führungskräfte-Identifikations undEntwicklungsprogramm",E t i kl "Vertriebsaspekte 7x x x x x x xVirtualisierung /Flexibiliesierung von Arbeit(Arbeitsvertrag, -zeit, -ort, -(A b it t it taufgaben) Integration vonlangfristigen externenMitarbeitern 7 x x x x x x xKompetenz der MA alsK t d lAnprechpartner für Kunden:bei Beratung/ Konzeption International Human Resources Management, Dr. Jörg Klukas 24der Projekte; Softskills in
  25. 25. SUMMARY STRATEGYFOCUSED ORGANIZATION International Human Resources Management, Dr. Jörg Klukas 25
  26. 26. Elements of a strategy-focused g organization 2. Translate Strategy into 1. Mobilize change through Operational Terms executive leadership Strategy-focused3. Align the Organization O i i Organization to the 5. Govern to make Strategy strategy a continual process 4. Motivate to make Strategy everyone’s jobVgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
  27. 27. Elements of a strategy-focused g organization 2. TRANSLATE STRATEGY 1. MOBILIZE CHANGE THROUGH TO OPERATIONAL TERMS EXECUTIVE LEADERSHIP 2.1 Strategy map developed 1.1 Top leadership committed 2.2 Balanced Scorecard created 1.2 Case for change clearly articulated 2.3 Targets established 1.3 Leadership team engaged 2.4 Initiatives rationalized 1.4 Vision and strategy clarified 2.5 Accountability assigned 1.5 New way of managing understood 1.6 Program manager identified Maturity level 5. GOVERN TO MAKE STRATEGY A CONTINUAL PROCESS3. ALIGN THE ORGANIZATION TO THE STRATEGY Assessment 5.1 5 1 BSC reporting system established ti t t bli h d 5.2 Strategic review meetings conducted3.1 Corporate role defined 5.3 Planning, budgeting, and strategy3.2 Corporate –SBUs aligned integrated3.3 SBU –support units aligned 5.4 HR and IT planning linked to strategy3.43 4 SBU –external partners aligned t l t li d 5.5 5 5 Process management linked to strategy3.5 Board of directors aligned 4. MOTIVATE TO 5.6 Knowledge sharing linked to strategy MAKE STRATEGY 5.7 SMO established EVERYONE’S JOB best 4.1 Strategic awareness created practice 4.2 Personal goals aligned g g good 4.3 Personal incentives aligned ok 4.4 Competency development aligned not good awful
  28. 28. Tools for strategy focussed g organizations 2. Translate Strategy into 1. Mobilize change through Operational Terms executive leadership Balanced Strategy Maps ScorecardCompetency ManagementManagement Review Strategy-focused 3. Align the Organization O i iOrganization to the 5. Govern to make Strategy strategy a continual process Office of Strategic Action Process- Management Total Reward Plan oriented Management by Objectives Approach pp Management g System 4. Motivate to make Strategy everyone’s job
  29. 29. 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 29

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