1d Leaders reinforce a culture of excellence with the organization’s people

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1d Leaders reinforce a culture of excellence with the organization’s people, International Human Resources Management

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1d Leaders reinforce a culture of excellence with the organization’s people

  1. 1. 1d Leaders reinforce a culture ofexcellence with the organization s organization’sp ppeople http://www.flickr.com/photos/gigitaly/2599861835/sizes/o/
  2. 2. What we have learnt.• Overview of the EFQM Model • Criteria 1 to be applied for HR- • Tasks/Roles of Leaders Departments • Leaders drive the vision • Various Theories, Types, Traits• Criteria 3 about Leadership • People Approaches • Process of coordinator, owner and• Criteria 5 manager • HR Process Management • Regular BSC review• Criteria 4e • Assessor/ auditor • Learning Organization g g • Leaders manage external stakeholders t k h ld • People, Places and Objects Approach • Corporate Social Responsibility • Direct Influence Methods• Intercultural Management by Lixiu• Criteria 7 • People’s Perception measures • People’s Performance Indicators International Human Resources Management, Dr. Jörg Klukas
  3. 3. 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 4
  4. 4. The EFQM excellence model Q People People Results Key 1. Leadership 1 L d hi CustomerLeadership Strategy Strateg Processes Performance Results Results Partnership Society & Resources Resultsa. Leaders develop the Mission, Vision, Values and ethics and act as role modelb. Leaders define, monitor, review and drive the improvement of the organization’s management system and performancec. Leaders engage with external stakeholdersd.d Leaders reinforce a culture of excellence with the organization’s organization s peoplee. Leaders ensure that the organization is flexible, and managers change effectively International Human Resources Management, Dr. Jörg Klukas 5
  5. 5. The EFQM excellence model – People Q p1d Leaders reinforce a culture of excellence with theorganization’s people. i ti ’ lIn practice, excellent organizations: APPROACHES• Inspire p p and create a culture of involvement, ownership, p people , p, empowerment, entrepreneurship, improvement and Leaders i th i role L d in their l accountability, at all levels. as human resources managers• Promote a culture which supports the generation and development of new id d l t f ideas and new ways of thi ki d f thinking to Contingency Model encourage innovation and organizational development. of Leadership• Ensure that their people can contribute to their own, and the organization s organizations ongoing success by realizing their full potential inHigh performance of a spirit of true partnership. leadership• Support people throughout the organization to achieve their plans, objectives and targets, recognizing efforts in a timely and Employee interview appropriate manner. (3d)• Promote and encourage equal opportunities and diversity. Empowerment (3c)
  6. 6. 1D LEADERS REINFORCE ACULTURE OF EXCELLENCE WITHTHE ORGANIZATION’S PEOPLE International Human Resources Management, Dr. Jörg Klukas 7
  7. 7. 4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal.Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility forcontinuous improvements. Leadership of change realizes break-through improvements to redesign the organization. Strategic Leadership Operational 1a Leadership 1c/d • Process Coordinator, Process Owner people ship Process Manager gLeadership Processsof Change Leaders • Leader of Improvement Team 1b • Assessor / Auditor (EFQM, Bootstrap/SPICE) Visionary Enabler • Member of Management Review g e Role Model • Responsible for Strategic Initiatives • Manger of Innovations; Member of Disruptive 1e Innovation Decision Teams; Leader/Member of Focus Innovations experiences • Set challenging goals, create belief • Leading employees and commitment to these goals, • Account Manager involving people at all company • Partner Manager levels, stick with the challenging • Responsible for Cultural Activities, goals, focus on it and execute Educational Institutions, • by Offsites, Management Meetings, Governmental Relationships BU/Account Reviews, Strategy Mapping, BSC International Human Resources Management, Dr. Jörg Klukas 8
  8. 8. Leading employees in context of stakeholders Shareholder Values, expectations, Interests, needs Task T k Products/ Processes Services Supplier/ Values, expectations, Partner Employee Interests, needs Customer Leader Values, expectations,Values, expectations, Interests, needs Relation Interests, needs Organization Society S i Values, expectations, Values expectations Interests, needs International Human Resources Management, Dr. Jörg Klukas 9
  9. 9. Leading People g pExperts say, that…• …Staff leadership will become one of Coordination and control the most important controlling functions in a company (Wunderer/Dick 2001) Self-responsibility of employees• …primarily, it depends on the relationship to the direct superior, how l ti hi t th di t i h long an employee will stay at the …of policy… company and how productive he is (…)• …the qualification of the management …ofof lacks concerning central tasks like leader communicating visions, ensure fun at work, inspire confidence, personal development ( ) d l t (…)Source: IAO research 2002 International Human Resources Management, Dr. Jörg Klukas 10
  10. 10. Leaders manage the Life-Cycle of p y Employees  Education, Training, Coaching,  Integration / On-  Blended Learning Boarding (First Day  Employee Appraisal p y pp Procedures, Welcome  Total Reward Day,…) Approach  Strategic Alignment Develop & Bind (Target Management) Placement Integrate & Align Emplacement Set free & Support Plan & Find Outplacement Preplacement  Last Work Day Personnel and Procedures Competency  Outplacement Re-integrate & Keep up  Certification Planning Replacement  Retirement HR Marketing Applicant  Transfer, Shifting  Vacation Management  Job Rotation  Parental Leave  Succession Planning  Re-Organization  Alumni Management International Human Resources Management, Dr. Jörg Klukas 11
  11. 11. Successfull Leadership pTypical Approaches Process Approaches ofin leading people successful leadersBased on experiences Selection of applicants/ Based on talentand formal qualification employeesBy explaining the right Definition of By setting the rightsteps t expectations and t k t ti d task targets t t assignmentBy identifying and Motivation of employees By identifying andreducing weaknesses developing strengthsBased on vertical career Development of Based on optimalpaths employees balance between role, talent on vertical an horizontal career paths International Human Resources Management, Dr. Jörg Klukas 12
  12. 12. Example: Recruiting & Promotion by Leaders using Peer Principles g p Softskills, mental Technical Know-how, attitude, Technical Softskills, mental methodic skills Know-how Know how attitude, methodic skills ttit d th di kill Leaders from HR Specialists from different different departments departments • Decision making about hiring and promotion based on consensus between leaders (and technical experts) • Moderated by HR Applicants/Candidates for 13International Human Resources different positions and/ or Management, Dr. Jörg Klukas departments
  13. 13. Example: Competency managementmade by leaders. y LEADER LEADERSHIP LEADERSHIP International Human Resources Management, Dr. Jörg Klukas 14
  14. 14. Example: Leader‘s toolkit forpperformance management. g International Human Resources Management, Dr. Jörg Klukas 15
  15. 15. ELEMENTS OF HIGHPERFORMING LEADERSHIP International Human Resources Management, Dr. Jörg Klukas 16
  16. 16. Elements of High Performing p Leadership Delegate tasks Leader as and priorities Tasks Allocator Leader as Team Builder Leader as Establish team Motivation Providing a culture Stimulator motivating environment Leader as Vision Leader as Creator People Developer Clarity of Propel peopleexpectations High Performing Leadership and organization d i ti International Human Resources Management, Dr. Jörg Klukas 17
  17. 17. Leader as Motivation Stimulator Leader as Team Builder Leader as Motivation Stimulator Leader as Vision Creator Leader as Vision Creator Leader as People Developer High Performing LeadershipLeader as Vision Creator Monitoring Action plan execution Developing Creating Action Plan Setting Vision Goals G l International Human Resources Management, Dr. Jörg Klukas 18
  18. 18. Leader as Vision Creator Analysis f t A l i of external Opportunities and threats and lO t iti d th t d Analysis of internal Capabilities and areas forCreating Vision improvement. The purpose of setting goals is to convert Setting g managerial statements of team vision into specific Goals performance targets- results and outcomes the team wants to achieve. International Human Resources Management, Dr. Jörg Klukas 19
  19. 19. Four success factors of Goal Setting g Increasing your employees’ goal difficulty Goal increases their challenges and enhances the Difficulty amount of effort expended to achieve them Goal When given specific goals, employees tend to Specifity S ifit perform higher Performance feedback keeps their behavior Feedback directed on the right target and encourages them to work harder to achieve the goalParticipation Employees who participate in the process, in Goal generally set higher goals than if the goals Setting were get for them g International Human Resources Management, Dr. Jörg Klukas 20
  20. 20. Leader as Vision Creator • Action plan are the means for accomplishingDeveloping objectivesAction Plan • Action plan must be concrete, measurable events p , that must occur • The final step is to follow up, measure,Monitoring • and check to see if the team is doing whatAction plan • is required.execution • This kind of leader involvement validates that the stated priorities are worthy of action. International Human Resources Management, Dr. Jörg Klukas 21
  21. 21. Leader as Motivation Stimulator Leader as Team Builder Leader as Motivation Stimulator Leader as Team Builder Leader as Vision Creator Leader as People Developer High Performing Leadership • Know when to step in and when to stay out of team Cultivate a conflictscohesive team • Plan occasional team events that let people get together without the pressures of work. • Be accessible for consultation with your employees if Promote team problems arise, but don’t micromanage.problem solving • Be the voice of your team at the management table Be loyal to • Share the credit with your team for its achievements and your member ensure that those above you know about its successes successes. International Human Resources Management, Dr. Jörg Klukas 22
  22. 22. Leader as Team Builder Help H l your members to • Find out what gets in the way of manage and their doing their best.learn from their • Delegate but don’t abdicate. Delegate, don t abdicate challenges • Make small talk with your employees, when the opportunity presents itself. Care aboutyour members • Greet employees by name when you make first contact p y y y each day. • Be a positive, encouraging force International Human Resources Management, Dr. Jörg Klukas 23
  23. 23. Leader as Motivation Stimulator Leader as Team Builder Leader as Motivation Stimulator Leader as Tasks Allocator Leader as Vision Creator Leader as People Developer High Performing Leadership • Leaders get things done through people…… TasksLeaders Result People • Effective leaders, therefore, need to understand the value , , of allocating tasks or delegating and know how to do it International Human Resources Management, Dr. Jörg Klukas 24
  24. 24. Leader as Tasks Allocator • The assignment of authority to anotherDelegation person to carry out specific activities • It allows an employee to make decisions - that is, it’s a shift of decision making authority from one organizational level to another lower one. What to • Recurring and routine tasks delegate • Tasks that would increase or develop an employee s employee’s skills or knowledge • Occasional duties or tasks • Tasks I do that are in someone’s area of expertise or interest ti i t t International Human Resources Management, Dr. Jörg Klukas 25
  25. 25. Leader as Tasks Allocator • A person who is already able and willing toDelegate to take on responsibility for doing a task • A Person who wants to learn the task in order to develop or extend their skills • APPerson who wants to make their job more h t t k th i j b interesting and challenging (job enrichment) International Human Resources Management, Dr. Jörg Klukas 26
  26. 26. Steps to Delegate Effectively p g y1. Clarify • It’s your responsibility to provide clearthe information on what is being delegated the delegated,assignment results you expect, and any time or performance expectations you hold2. Specify theemployee’s • What you are delegating is authority to actrange of on certain issues within certaindiscretion parameters. You need to specify what those parameters are so that employees know, in no uncertain terms, the range of their discretion. International Human Resources Management, Dr. Jörg Klukas 27
  27. 27. Steps to Delegate Effectively p g y3. Allow the • One of the best way to decide how much authorityemployeeemplo ee to will be necessar to accomplish a task is to allow ill necessary alloparticipate the employee to participate in that decision.4. Inform • You Y need to i f d inform the employee’s colleagues, h l ’ llothers that other supervisors, or senior managers, that youdelegation have delegated a particular task or duty tohas occurred someone else particularly if that employee will else, liaising with others in order to carry it out5. Monitor • Monitoring allows you to make any necessaryresults adjustments to the way the task is being done. International Human Resources Management, Dr. Jörg Klukas 28
  28. 28. Leader as Motivation Stimulator Leader as Team Builder Leader as Motivation Stimulator 3 Cs of Motivation Leader as Motivation Stimulator Leader as Vision Creator Leader as People Developer High Performing Leadership People feel more motivated to work hard whenCollaboration they’re inspired to cooperate, when they have an y p p , y opportunity to help one another succeed People feel more motivated to work hard when they Content understand how their work add value to the organization People feel more motivated to work hard when they Choice feel empowered to make decision about their work International Human Resources Management, Dr. Jörg Klukas 29
  29. 29. Leader as Motivation Stimulator Inspire by YOULeader asMotivationStimulator Create and communicate a clear vision of the goals International Human Resources Management, Dr. Jörg Klukas 30
  30. 30. Leader as Motivation Stimulator • Be clear and enthusiastic about your own life purpose and goalsInspire by • Share stories from your own experience. People YOU who capture the hears of others and leave them feeling uplifted often do so by sharing stories about their own struggles, mistakes, and life lessons. • Focus on the dreams and goals of others International Human Resources Management, Dr. Jörg Klukas 31
  31. 31. Leader as Motivation Stimulator • Ensure that you are clear about the goals that Create and have been assigned to y g your team byycommunicate management above you.a clear vision • Have the team develop plans for achieving these goals g of the goals • Help others to bring out the best in themselves • Keep the vision front and center International Human Resources Management, Dr. Jörg Klukas 32
  32. 32. Leader as Motivation Stimulator Leader as Team Builder Leader as MotivationLeader as People Developer p p Stimulator Leader as Vision Creator Leader as People Developer High Performing Leadership Leader Employee development and learning plan Employee International Human Resources Management, Dr. Jörg Klukas 33
  33. 33. Leader as People Developer p pEmployee Employees benefit because they can:developmentd l t • Reflect on and communicate their own interests, skills, and achievements to theirand learning managersplan • Volunteer for participation in satisfying assignments, special projects and learning activities • Relate personal goals to the bigger picture of the organization’s long-term business plan • Seek feedback about specific development needs and interests International Human Resources Management, Dr. Jörg Klukas 34
  34. 34. Leader as People Developer p pEmployee Managers benefit because they can:developmentd l t • Share the responsibility for developmental planning with employees rather thanand learning assuming full responsibilityplan • Get a clearer picture of employees’ interests employees and goals and relate those interests to new tasks and assignments • Energize and retain employees by providing new challenges in their current roles as well as preparing them for other roles International Human Resources Management, Dr. Jörg Klukas 35
  35. 35. 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

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