People communicate effectively throughout the organisation

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EFQM 3d People communicate effectively throughout the organisation

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People communicate effectively throughout the organisation

  1. 1. 3d People communicate effectively http://www.flickr.com/photos/criterion/3417811375/sizes/z/ throughout the organization
  2. 2. 3D PEOPLE COMMUNICATE EFFECTIVELY THROUGHOUT THE ORGANIZATION International Human Resources Management, Dr. Jörg Klukas 2
  3. 3. SUMMARY OF THE LASTSUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN?YOU LEARN? International Human Resources Management, Dr. Jörg Klukas 3
  4. 4. 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 Learning System • Annual Employee TalksAnnual Employee Talks • Sub-Criteria 3c • Target Management Appraisal • Empowerment Motivation• Empowerment, Motivation International Human Resources Management, Dr. Jörg Klukas 4
  5. 5. The EFQM Model – 3D People communicate effectively3D People communicate effectively throughout the organisation International Human Resources Management, Dr. Jörg Klukas 5
  6. 6. The EFQM excellence model - PeopleQ p 3d P l i t ff ti l th h t th i ti In practice, excellent organizations: U d t d th i ti d d t ti f 3d People communicate effectively throughout the organisation APPROACHES • Understand the communication needs and expectations of their people • Develop communications strategy, policies, plans and channels based on communications needs and expectations. Internal Communication • Communicate a clear direction and strategic focus ensuring their people understand the organization's Mission, Vision, Values and objectives. E th t th i l d t d d d t t th i Leader with Feedback, 360° • Ensure that their people understand and can demonstrate their contribution to the organist ion's on going success. • Enable and encourage the sharing of information, knowledge and best practices, achieving a dialogue h h h i i Leader with employee (1d) Knowledgethroughout the organization. International Human Resources Management, Dr. Jörg Klukas Knowledge sharing (4e) 6
  7. 7. INTERNALINTERNAL COMMUNICATION International Human Resources Management, Dr. Jörg Klukas 7
  8. 8. No one knows everything, but everybody knows something Th ld i t bi thThe world is not bigger than the window you open. International Human Resources Management, Dr. Jörg Klukas 8
  9. 9. What employee want? A typical example of Survey Studiesyp p y 1. New professional challenges 2 Development opportunities2. Development opportunities 3. Pleasant working environment 4. Salary4. Salary Source: Drake Beam Morin, Internationale Befragung 2002 Information & Communication Work environment High correlation with overall satisfaction: • Leadership • Information / Communication Overall Understanding Strategy & Link to Job Leadership e o e Development Information / Communication • Understanding and Linking Strategy to Job The closer two areas, the stronger the correlationthe stronger the correlation. International Human Resources Management, Dr. Jörg Klukas 9
  10. 10. IT Survey Group* world wide (ITSG, 1/2). Single questions of ITSG, 2005. * Companies in the IT industry: Accenture, Agilent Technologies, Cisco Systems, Dell, EDS, EMC2, HP, IBM, Intel, Intuit, Microsoft, SAP, Siemens, Sun Microsystems, Symantec, T-Systems, Unisys, Xerox. S g e quest o s o SG, 005. 62 72 F13: i am conveniently involved in relevant decisions F12: can provide information for my tasks shipship Cisco, SAPCisco, SAP Dell, SUNDell, SUN 70 75 F34: working atmostphere allows different PoVs F33: the team discusses in a open and honest way tandLeaderstandLeaders Microsoft, T-SystemsMicrosoft, T-Systems Dell, XeroxDell, Xerox Cisco EMCCisco EMC 62 80 79 F44: direct superior (1st line) is reachable F35: cooperation with other teams to reach company goals kEnvironmentkEnvironment Cisco, EMCCisco, EMC EMC, SAPEMC, SAP Dell, T-SystemsDell, T-Systems 66 59 F47 : Evaluation of accomplishments is ob io s F28: Receiving feedback for accomplishments regulary F45: 1st line sup. acknowledges accomplishments WorkWork Dell, XeroxDell, Xerox Dell, XeroxDell, Xerox 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% is obvious Yes% ITSG 2005Yes% + PP% ITSG 2005 ## Top 2 companies International Human Resources Management, Dr. Jörg Klukas 10
  11. 11. Worldwide IT Survey Group (ITSG, 2 / 2). Single issues ITSG, 2005. * Companies in the IT industry: Accenture, Agilent Technologies, Cisco Systems, Dell, EDS, EMC2, HP, IBM, Intel, Intuit, Microsoft, SAP, Siemens, Sun Microsystems, Symantec, T-Systems, Unisys, Xerox. S g e ssues SG, 005. 63 71 F27: could develop my skills in last year F26: know, which skills I need in future StudyStudy Dell, XeroxDell, Xerox Cisco, DellCisco, Dell 74 54 78 F57 i l ki f i f F54 process allows completion of requirements F18 the team knows customer needs erproductivityerproductivity Accenture, SUNAccenture, SUN Accenture, XeroxAccenture, Xerox D ll XD ll X 2547 53 74 F63 I know long term strategy of F62 surveys results are used for improvements in team F57 team is looking for options for increasing productivity CustomeCustome Dell, IntuitDell, Intuit HP, SunHP, Sun Dell, XeroxDell, Xerox 3250 71 F66 EC from TS Allows strategic i t ti F65 I see clear connections between work and company goals F63 I know long term strategy of my company StrategyStrategy ,, Dell, MicrosoftDell, Microsoft Accenture, IBMAccenture, IBM 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% orientation Yes% ITSG 2005Yes% + PP% ITSG 2005 ## Top 2 companiesInternational Human Resources Management, Dr. Jörg Klukas 11
  12. 12. HR-driven internal Communication First Day Procedures to introduce to all departments Communication in Teams within projects/Services Debriefings after projects/services Learning in Teams (we-learning) Employee Feedback Talksdepartments Welcome Day to get to know the strategy Appraisal/Target Interview Employee Feedback Talks, 360° Feedback for Key Players Employee Survey Integrate & Align Develop & Bind Placement Integrate & Align Emplacement Set free & Support OutplacementPlan & Find Last Work Day Procedures Outplacement Communication Certification HR Marketing with internal and external communication Outplacement Re-integrate & Keep up Replacement Preplacement Certificationcommunication Communication with applicants Communication to Transfer, Shifting Communication for Job Rotation Communication about Succession Planning Communication of Re-Organization International Human Resources Management, Dr. Jörg Klukas Communication of Re Organization Alumni Management 12
  13. 13. Common Barriers to Communication Apparent ”cause” Practical example: a more complex explanation? Physiological Message in an internal report not received due to blindness, but why was the message not encoded in a suitable format? Psychological Message from external stakeholder ignored due to groupthink (Janis,1982); but why has this been allowed to develop in the organization? Cultural Message from organization misinterpreted by members of a particular cultural group; but why was organization unaware of cultural diversity? Political Message from internal stakeholder not sent because individual is marginalized; but why is the organization not encouraging a more open climate? Technological Message not delivered due to technical failure; but why was the failure allowed to develop and why are there no back up system Physical Message cannot be heard and visual aids cannot be seen by some members of the audience; but why is the presenter not aware of responsive to this? International Human Resources Management, Dr. Jörg Klukas 13
  14. 14. Dimensions of Communication • top-down and/or bottom up • horizontally and/or in peer groups• horizontally and/or in peer groups • internally and/or externally • visual and/or auditory,… • explicit and/or implicit • senders and receiver • information and/or question and/or direction,… t t t• one to one, one to group, group to group,… International Human Resources Management, Dr. Jörg Klukas 14
  15. 15. Quality of Communication = Quality of RelationshipQ y p • Everything is communication – you cannot avoid communication • Each word releases positive and negative emotions • Quality of communication = Quality of delivered emotionsQuality of communication = Quality of delivered emotions • Competency of communication = provide positive emotions C i i fill h l i• Communications fills the personal emotion account positively or negatively; the sum represents the overall sympathy or antipathy • Degree of sympathy directly depends on effective communication International Human Resources Management, Dr. Jörg Klukas 15
  16. 16. Basics of Emotions Avoid Negative Emotions Achieve Positive EmotionsAvoid Negative Emotions Achieve Positive Emotions Power C t l Lack of power Los of control Control Influence Freedom Self-determination Contempt Recognition Appreciation Depreciation Ignorance Appreciation Status Image International Human Resources Management, Dr. Jörg Klukas 16
  17. 17. 4 Ear Model of Information • Sender talks = about me, about you, about us, about it • Receiver filters = about you, about me, about us, about itReceiver filters about you, about me, about us, about it Source: Schulz von Thun, 1995, S.30 International Human Resources Management, Dr. Jörg Klukas 17
  18. 18. Effective Communication +Facts +Self-Revelation +Relation +Appeal = Feedbackpp +Self-Revelation +Relation +Appeal = Drive crazy +Facts +Relation +Appeal = Blame +Facts +Self-Revelation +Appeal = no Future +Facts +Self-Revelation +Relation = Self-Praise/ Torment International Human Resources Management, Dr. Jörg Klukas 18
  19. 19. International Human Resources Management, Dr. Jörg Klukas 19
  20. 20. GENERAL 5 STEPSGENERAL 5 STEPS FEEDBACK International Human Resources Management, Dr. Jörg Klukas 20
  21. 21. Effective Communication The 5 Steps Feedback 1.Step Observations Precise actions, which I can observe and which have an impact of my good mood (What I listen, what the others say, what I see, what the others do. ) I've heard, that you said… I perceive that…p 2.Step Impact Reachable, precise implications, how it affects me, which consequences involved (which inducement, interference, disruption I feel) It have following implications on meIt have following implications on me… It interferes with me in …. 3.Step Feeling My feeling connected with what I observe (I feel hurt, frightened, irritated, happy…) That hurt me… That’s make me pass out, I feel devalued… International Human Resources Management, Dr. Jörg Klukas 21
  22. 22. Constructive Communication The 5 Steps Feedback 4.Step Requirements My value, my concerns, my wishes, which rise my mood (Which value, concerns and wishes stay behind the feeling…) It’s important for me, that… I need… 5.Step Request The concrete actions, which I request (What should the others do, so that I and we can again have good felling…) My request isMy request is… I wish… Please let us think about what we can do… International Human Resources Management, Dr. Jörg Klukas 22
  23. 23. 360° FEEDBACK FOR360 FEEDBACK FOR LEADERS AND KEY PLAYERSPLAYERS International Human Resources Management, Dr. Jörg Klukas 23
  24. 24. Objectives 360° Feedbackj Source: Coaching for result, 2010 International Human Resources Management, Dr. Jörg Klukas Source: Coaching for result, 2010 24
  25. 25. Key Principles of 360° Feedback.y p • Evaluation of executive staff and key players • Receiver of the analysis is the assessed person360 ° Online Feedback • Usually mirrored with self-evaluation • Subjective assessment of the actual situation in relation to the behavior Colleges Customers Feedback R i • through structured questionnaires • anonymous Assessment/Review • Analysis and interpretation through third party Leaders Receiver Employees • Formulation of development plan/measure catalogue only through feedback recipients or together with a consultant • Development of conclusions in collaborative workshops with feedback provider • Using experiences from feedback meetings, to conclude and implement individual or structural organizational and HR measures • Follow-ups for controlling and strategy adjustments International Human Resources Management, Dr. Jörg Klukas 25
  26. 26. 360° Feedback – a processp Initiative Plan Development Implementation • Initiation • Marketing of ideas • Marketing of benchmarksMarketing of benchmarks • Causing productive trouble • Acquiring of supporters • Fundamental decision of the top management • Approval and integration of staff associationApproval and integration of staff association • Determine responsible person International Human Resources Management, Dr. Jörg Klukas 26
  27. 27. 360° Feedback – a processp PlanInitiative Development Implementation • Define goals • Create project team • Collect, investigate, select, adjust, redesign processesCollect, investigate, select, adjust, redesign processes • Creation/Examination of a competence model • Define dimensions and items • Carry out pilot project and review/debrief • Inform the involved and motivate for participationInform the involved and motivate for participation • Organization of the modus proceedings • online, offline • who? Feedback provider, - recipient, - manager International Human Resources Management, Dr. Jörg Klukas 27
  28. 28. 360° Feedback – a processp DevelopmentPlanInitiative Implementation • Informing about the implementation, execution • Distribution (print, e-mail) • Monitoring of response rate and follow-up actionsMonitoring of response rate and follow up actions • Evaluation and illustration of results • Report results to feedback provider and recipients • Analysis of results: individual, with consultant, workshop • Publishing of resultsPublishing of results • Intranet • Newsletter • Employees • meetingmeeting International Human Resources Management, Dr. Jörg Klukas 28
  29. 29. 360° Feedback – a processp Plan Development ImplementationInitiative • Coaching/workshop for development planning • Deciding on measures • Supporting and implementation of stepsSupporting and implementation of steps • Checking implementation • Debriefing • follow-ups for next cyclefollow ups for next cycle International Human Resources Management, Dr. Jörg Klukas 29
  30. 30. Example 360° Feedback Elementsp Source: Schulz von Thun 1995 International Human Resources Management, Dr. Jörg Klukas Source: Schulz von Thun, 1995 30
  31. 31. 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 31

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