3c People are aligned, involved
http://www.flickr.com/photos/archeon/2884431258/sizes/z/
and empowered
SUMMARY OF THE LASTSUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?YOU LEARN?
International Human Resources Management,
...
What we have learnt.
• Overview of the EFQM Model to be applied for HR-
Departments
• Sub-Criteria 3a
• HR Planning
• HR M...
The EFQM excellence modelQ
Leadership
People
Strateg Processes
People
Results
Customer
Key
Performance
3 P lLeadership Str...
3C PEOPLE ARE ALIGNED3C PEOPLE ARE ALIGNED
INVOLVED AND
EMPOWEREDEMPOWERED
International Human Resources Management,
Dr. J...
The EFQM excellence model – PeopleQ p
3 P l li d i l d d d
In practice, excellent organizations
• Ensure their people at t...
EMPLOYEEEMPLOYEE
EMPOWERMENT
International Human Resources Management,
Dr. Jörg Klukas 7
Reason for Empowermentp
Daily Interaction
L l ith t l
Entire
Organization
(Hierarchy)
Level with external
stakeholders
(Hi...
What is Empowerment?p
• “Empowerment is not giving people power, people
already have plenty of power in the wealth ofalrea...
Empowerment includes the following or
similar capabilities:p
• to make decisions about personal /collective circumstances
...
Employee Empowerment Three Levelsp y p
International Human Resources Management,
Dr. Jörg Klukas 11
The three keys to empower the peopley p p p
In the book“ Empowerment Takes More Than a Minute“, the authors,
Ken Blanchard...
Top 10 Principles of Employee
Empowermentp
• Demonstrate That You Value People
• Share Leadership Vision
• Share Goals and...
Empowerment is based on
Commitment.
•Organization try to achieve more and more with less and less:
• e.g. improve quality,...
Commitment is based on
Empowerment (Commitment Driver based on Employee Survey Data)p ( p y y )
•Leadership 31%
•Ethical o...
Empowerment as Business Driverp
Market / Customer (outisde)
Profitability
Growth
C t
New
Products &
Innovation
Organizatio...
Maslow and the Motivation
How can you make sure your workforce is loyal and actively engaged
in their work? The answers ma...
TARGETTARGET
MANAGEMENT, APPRAISAL
International Human Resources Management,
Dr. Jörg Klukas 18
Vision, Mission and Objectives, j
Vision Target Position
Year XYear X
Finance
Strategic
Target
Indi- -
cators Targets Init...
Align the organization toward customer
and other stakeholders
International Human Resources Management,
Dr. Jörg Klukas 20
Balance Targets and Skillsg
Current and Target Position
of the Organizationg
„What we believe in“ and „Where we want to be...
Reasons for Target Managementg g
• Linking the vision and strategy with the objectives of the
business units, teams and em...
Target/Appraisal Management
– a processp
Beginning of year
agree individual
Targets for all
employees
Within the
following...
Rules of Target Managementg g
• 3-5 individual goals agreed between employees and HR
managers
• Every goal to be weighted ...
Defining Target according to
SMART Principlep
Individual and team goals must be SMART:
Significant, Stretching, SimpleSpec...
Targets of leaders support the targets of employees.
International Human Resources Management,
Dr. Jörg Klukas 26
How do the achievement of targets
pay off?p y
Different styles:
• Linkage to benefits&compensation
• Linkage to career pla...
Contact me!
Dr. Jörg Klukas
• XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Kluk...
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People are aligned involved and empowered

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EFQM "3c People are aligned involved and empowered" describes Employee Appraisals, Management by Objectives and Alignment, Empowerment, Motivation,

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People are aligned involved and empowered

  1. 1. 3c People are aligned, involved http://www.flickr.com/photos/archeon/2884431258/sizes/z/ and empowered
  2. 2. SUMMARY OF THE LASTSUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN?YOU LEARN? International Human Resources Management, Dr. Jörg Klukas 2
  3. 3. What we have learnt. • Overview of the EFQM Model to be applied for HR- Departments • Sub-Criteria 3a • HR Planning • HR Marketing, Recruiting, Integrationa e g, ec g, eg a o • Succession Planning • Employee Survey • Sub-Criteria 3bSub Criteria 3b • Strategic Competency Management • Blended Learningg System • Annual Employee Talks International Human Resources Management, Dr. Jörg Klukas 3
  4. 4. The EFQM excellence modelQ Leadership People Strateg Processes People Results Customer Key Performance 3 P lLeadership Strategy Partnership & Resources Processes Results Society Results Performance Results 3. People a. People plans support the organization’s strategy b. People’s knowledge and capabilities are developed c People are aligned involved and empoweredc. People are aligned, involved and empowered d. People communicate effectively throughout the organization e. People are rewarded, recognised and cared for International Human Resources Management, Dr. Jörg Klukas 4
  5. 5. 3C PEOPLE ARE ALIGNED3C PEOPLE ARE ALIGNED INVOLVED AND EMPOWEREDEMPOWERED International Human Resources Management, Dr. Jörg Klukas 5
  6. 6. The EFQM excellence model – PeopleQ p 3 P l li d i l d d d In practice, excellent organizations • Ensure their people at the individual and team level are fully 3c People are aligned, involved and empowered APPROACHES Target• Ensure their people, at the individual and team level, are fully aligned with the organization's Mission, Vision and strategic goals. • Create a culture where people‘s dedication, skills, talents and creativity are developed and valued Target Management, Appraisal and creativity are developed and valued • Encourage their people to be the creator and ambassadors of the organization's ongoing success, • Ensure that people have an open mindset and use creativity and innovation to respond quickly to challenges they face Process Management (5) E tand innovation to respond quickly to challenges they face. • Create a culture of entrepreneurship to enable improving and optimizing the effectiveness and efficiency of their processes Empowerment, Motivation Strategy International Human Resources Management, Dr. Jörg Klukas Strategy Management (2) 6
  7. 7. EMPLOYEEEMPLOYEE EMPOWERMENT International Human Resources Management, Dr. Jörg Klukas 7
  8. 8. Reason for Empowermentp Daily Interaction L l ith t l Entire Organization (Hierarchy) Level with external stakeholders (Hierarchy) Organi- zational CCenter Daily Decisions, Agreements,… International Human Resources Management, Dr. Jörg Klukas g , Empowerment by strategic clearness (vision, targets,…) 8
  9. 9. What is Empowerment?p • “Empowerment is not giving people power, people already have plenty of power in the wealth ofalready have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as l tti thi t ” (Bl h d K)letting this power out.” (Blanchard, K) • It encourages people to gain the skills and knowledge that will allow them to overcomeknowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the societyor in the society. International Human Resources Management, Dr. Jörg Klukas 9
  10. 10. Empowerment includes the following or similar capabilities:p • to make decisions about personal /collective circumstances • to access information and resources for decision-makingto access information and resources for decision making • to consider a range of options from which to choose (not just yes/no, either/or.) • to exercise assertiveness in collective decision makingto exercise assertiveness in collective decision making • Having positive-thinking about the ability to make change International Human Resources Management, Dr. Jörg Klukas 10
  11. 11. Employee Empowerment Three Levelsp y p International Human Resources Management, Dr. Jörg Klukas 11
  12. 12. The three keys to empower the peopley p p p In the book“ Empowerment Takes More Than a Minute“, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three i l k h i i ff i l hsimple keys that organizations can use to effectively open the knowledge, experience, and motivation power that people already have. • share information with everyone• share information with everyone, • create autonomy through boundaries • replace the old hierarchy with self-managed teams. International Human Resources Management, Dr. Jörg Klukas 12
  13. 13. Top 10 Principles of Employee Empowermentp • Demonstrate That You Value People • Share Leadership Vision • Share Goals and Direction • Trust People • Provide Information for Decision Making • Delegate Authority and Impact Opportunities, Not Just More Work • Provide Frequent Feedback • Solve Problems: Don't Pinpoint Problem Peoplep p • Listen to Learn and Ask Questions to Provide Guidance • Help Employees Feel Rewarded and Recognized for Empowered Behavior International Human Resources Management, Dr. Jörg Klukas 13
  14. 14. Empowerment is based on Commitment. •Organization try to achieve more and more with less and less: • e.g. improve quality, customer service without increasing cost. •what makes the difference? • Brands, state-of-the-art technology, new products or new markets? •BUT PEOPLE: – who are prepared to go the extra mile for their employer, – who care about the future of their company and – who are ready, willing and able to: • exert the maximum effort, • deploy maximum intelligence, • and apply the maximum creativity •in their work for the benefit of the organization as a whole. International Human Resources Management, Dr. Jörg Klukas 14
  15. 15. Commitment is based on Empowerment (Commitment Driver based on Employee Survey Data)p ( p y y ) •Leadership 31% •Ethical organization •Equitable reward •Viable and creditable strategy D l t 29%•Development 29% •Provide opportunities to develop •Regard people as assets to be invested in not cost to be cut •Investment in people = investment in company’s futureInvestment in people = investment in company s future •Support diversification (individuals) •Empowerment 27%p •=Responsibility + Authority •Employees are respected for their talents •Vest authority in their front-line staff •Employees are reluctant to express their views, or exercise their initiative International Human Resources Management, Dr. Jörg Klukas 15
  16. 16. Empowerment as Business Driverp Market / Customer (outisde) Profitability Growth C t New Products & Innovation Organization (inside) Q ti Service Quality Customer Satisfaction Loyalty Leadership Strategy Internal Processes Questions of employee survey Attitude of employees Behavior of employees Customer Relation Career opportunity Growth driver employees Performance/ Feedback Teamwork Re at o Empowerment direct leadership Culture p International Human Resources Management, Dr. Jörg Klukas 16
  17. 17. Maslow and the Motivation How can you make sure your workforce is loyal and actively engaged in their work? The answers may surprise you – it’s not all about money i hi f f b l h i hin this case. In fact, 89% of managers believe that money is the main issue contributing to turnover. However, only 12% of employees say money is the reason they left a company. International Human Resources Management, Dr. Jörg Klukas Source: Expresspro, 2010 17
  18. 18. TARGETTARGET MANAGEMENT, APPRAISAL International Human Resources Management, Dr. Jörg Klukas 18
  19. 19. Vision, Mission and Objectives, j Vision Target Position Year XYear X Finance Strategic Target Indi- - cators Targets Initiative Customer - Processes Vision and Strategy Strategic Target Indi- cators Targets Initiative Strategic Target Indi- cators Targets Initiative Potential -Strategic Target Indi- cators Targets Initiative Current Position Mission/ Values International Human Resources Management, Dr. Jörg Klukas Position Values 19
  20. 20. Align the organization toward customer and other stakeholders International Human Resources Management, Dr. Jörg Klukas 20
  21. 21. Balance Targets and Skillsg Current and Target Position of the Organizationg „What we believe in“ and „Where we want to be“ Strategy Map, Balanced Scorecard and central Strategic Initiatives of the Organization O G Pl “ d Wh t h t d “„Our Game Plan“ and „What we have to do“ Vision, Strategy, BSC and de-central Initiatives of the various units/departments „Where we want to be“ and „What we have to do“ Individual Targets Knowledge&SkillsIndividual Targets by Target Appraisal Interviews „What I have to do“ Knowledge&Skills By Employee Feedback Talks „Where I want to be“ International Human Resources Management, Dr. Jörg Klukas 21
  22. 22. Reasons for Target Managementg g • Linking the vision and strategy with the objectives of the business units, teams and employees • Introduction of a management tool which involves all staff through a performance-based pay system in the company's success • Strengthening of individual initiative and responsibility of all employees • Support of customer orientation and target focusedSupport of customer orientation and target focused cooperation International Human Resources Management, Dr. Jörg Klukas 22
  23. 23. Target/Appraisal Management – a processp Beginning of year agree individual Targets for all employees Within the following year Beginning of next year review and update Targets At least 2 weeks prior Appraisal Leader& Employee Leader& Employee Leader& Employee Leader Review Target Achievement (last year) & N T Status Review (on demand) Review Target Achievement (last year) & N T Communication of Organization’s and unit’s targets ll l New Target Appraisal New Target Appraisal to all employees International Human Resources Management, Dr. Jörg Klukas Changed organizational targets? Same targets of organization? 23
  24. 24. Rules of Target Managementg g • 3-5 individual goals agreed between employees and HR managers • Every goal to be weighted between 20% and 40% when using different weights • The goals cover most of the core areasThe goals cover most of the core areas • Co-workers have chance to propose own goals • Individual goals are weighted 2/3 and company goals 1/3 • B d f di t d CEO l d l• Board of directors and CEO conclude company goals • Goals are declared for one business year International Human Resources Management, Dr. Jörg Klukas 24
  25. 25. Defining Target according to SMART Principlep Individual and team goals must be SMART: Significant, Stretching, SimpleSpecific Measurable Meaningful, Motivational, Manageable A i t A hi bl A d A i bl A ti bl A ti i t d Attainable[ Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented, Ambitious], Aligned Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding Time-bound Time-oriented, Time framed, Timed, Time-based, Time boxed, Timely, Time-Specific, Timetabled, Time limited, Traceable, Tangible International Human Resources Management, Dr. Jörg Klukas 25
  26. 26. Targets of leaders support the targets of employees. International Human Resources Management, Dr. Jörg Klukas 26
  27. 27. How do the achievement of targets pay off?p y Different styles: • Linkage to benefits&compensation • Linkage to career planingLinkage to career planing • Linkage to personal development and improvement • Linkage to feedback system • … International Human Resources Management, Dr. Jörg Klukas 27
  28. 28. Contact me! Dr. Jörg Klukas • XING: https://www xing com/profile/Joerg KlukasXING: 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/pludoniTwitter: http://twitter.com/pludoni • Email: joerg.klukas@pludoni.de International Human Resources Management, Dr. Jörg Klukas 28
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