International human resources management lesson 5a

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EFQM "5a Processes are designed and managed to optimise stakeholder value"

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International human resources management lesson 5a

  1. 1. 5a Processes are designed and d t ti i t k h ldmanaged to optimise stakeholder value http://www.flickr.com/photos/moertl/1306170809/sizes/l/
  2. 2. 5A PROCESSES ARE DESIGNED AND MANAGED TO OPTIMISE STAKEHOLDER VALUE International Human Resources Management, Dr. Jörg Klukas
  3. 3. SUMMARY OF THE LASTSUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN?YOU LEARN? International Human Resources Management, Dr. Jörg Klukas
  4. 4. What we have learnt. • Overview of the EFQM Model to be applied for HR- Communication • Feedback (360°) and M ti ti T t l R d Departments • Criteria 3 • HR Planning Motivation, Total Reward • Criteria 5 Y ill l h t t • HR Marketing, Recruiting, Integration • Succession Planning • Employee Survey • You will learn, how to get your HR Processes right. • Employee Survey • Strategic Competency Management and Blended Learning S tSystem • Annual Employee Feedback Interviews and Target Appraisals • Empowerment and Internal International Human Resources Management, Dr. Jörg Klukas 4
  5. 5. The EFQM Model – 5a Processes are designed and managed to optimiseand managed to optimise stakeholder value International Human Resources Management, Dr. Jörg Klukas
  6. 6. The EFQM excellence modelQ Enablers Results People Leadership People Policy and Strategy Processes People Results Customer Results Key Performancep Strategy Partnerships & Resources Processes Results Society Results Results Innovation and Learning International Human Resources Management, Dr. Jörg Klukas 6
  7. 7. The EFQM excellence modelQ Leadership People Strateg Processes People Results Customer Key Performance 5 PLeadership Strategy Partnership & Resources Processes Results Society Results Performance Results 5. Processes a. Processes are designed and managed to optimise stakeholder value b. Products and services are developed to create optimum value for customers c. Products and Services are effectively promoted and marketed d Products and Services are produces delivered and managedd. Products and Services are produces, delivered and managed e. Customer relationships are managed and enhanced What about HR Products, Services and Solutions? International Human Resources Management, Dr. Jörg Klukas What about HR customer relationship? 7
  8. 8. The EFQM excellence model - ProcessesQ 5 P d i d d d t ti i t k h ld l In practice, excellent organizations A l i d i i i h i d d f h 5a Processes are designed and managed to optimise stakeholder value APPROACHES • Analyze, categorize and priorities their end to end processes as part of the overall management system and adopt appropriate approaches to effectively manage and improve them, including those processes that extend beyond the boundaries of the organization. • Clearly define process ownership and their role and responsibility in developing, Process-oriented Management System with ProcessClearly define process ownership and their role and responsibility in developing, maintaining and improving the framework of key processes. • Develop meaningful process performance indicators and outcome measures, clearly linked to the strategic goals. • Turn ne ideas into realit through inno ation enabling processes that fit the Process Documentation, Managing Roles and Responsibilities, M i P• Turn new ideas into reality through innovation-enabling processes that fit the nature and importance of the changes they will make. • Assess the impact and the added value of innovations and improvement to processes. Measuring Process Performance by Indicators Process Improvements International Human Resources Management, Dr. Jörg Klukas p Process Maturity 8
  9. 9. INTRODUCTION OF THEINTRODUCTION OF THE PROCESS-ORIENTED MANAGEMENT SYSTEMMANAGEMENT SYSTEM
  10. 10. Is Dilbert a suitable advertiser? Employees don‘t see this issue unreflectingEmployees don t see this issue unreflecting... International Human Resources Management, Dr. Jörg Klukas 10
  11. 11. EFQM Model and ISO 9000Q International Human Resources Management, Dr. Jörg Klukas 11
  12. 12. Reasons for Business Process Managementg Internal ObjectivesExternal Objectives  Internal optimizations of procedures  Proofs fulfillment of quality and compliance requirements Internal ObjectivesExternal Objectives  Documentation  Increase in productivity  Transparency for customers  Simplification of business processes  Motivation of employees  Reducing costs p  Set up efficient customer- supplier relationships  Improve weaknesses  Faster introduction of new hires  Improvement of image  Competitive Advantages International Human Resources Management, Dr. Jörg Klukas Source: Bruhn (1997) 12
  13. 13. PROCESS CHARTSPROCESS CHARTS International Human Resources Management, Dr. Jörg Klukas
  14. 14. Managing Processes – A General Process Model viewed on HR Perspective.p L d hi P 1. Strategy and Planning 2. Operative Leadership 3. Business Excellence Steering Core Performance Processes Leadership Processes M A R K C U S T O C U S T O M A R K 4. Acquisi- tion and 7. Know- ledge Sharing 5. Produce and Deliver Products K E T O M E R O M E R K E T CRM 6. Manage Projects and Services g and Learning Enabling Processes 8. Human Resources 9. Procurement 10. Finance Management and 11. Infrastructure International Human Resources Management, Dr. Jörg Klukas Management Management Management and Controlling Management 14
  15. 15. Elements of Process Managementg • Processes • Corporate ViewCorporate View • For all Key processes • Linkages • Owners, Managers, Community • Sub-Processes • Fall all main elementsFall all main elements of a process • Linkages • Indicators/MeasuresIndicators/Measures • ONLY A FEW: Procedures • Detailed description • Steps, roles, documents International Human Resources Management, Dr. Jörg Klukas 15
  16. 16. HR Processes with Sub-Processes Integration / On- Boarding (First Day Education, Training, Coaching, Blended Learning Employee AppraisalBoarding (First Day Procedures, Welcome Day,…) Strategic Alignment (Target Management) p y pp Total Reward Approach Integrate & Align Develop & Bind Placement Integrate & Align Emplacement Set free & Support OutplacementPlan & Find Last Work Day Procedures Outplacement Certification Retirement Personnel and Competency Planning HR Marketing Outplacement Re-integrate & Keep up Replacement Preplacement Retirement Vacation Parental Leave HR Marketing Applicant Management Transfer, Shifting Job Rotation Succession Planning Re-Organization Alumni Management International Human Resources Management, Dr. Jörg Klukas Alumni Management 16
  17. 17. Examples of HR Sub-Process: Plan&Find Procedures Qualitative HR Planning and Budgeting Quarterly Review as part of Business Unit Reviews HR Planning andHR Planning and Review; Mgmt. ofReview; Mgmt. of l ditil diti Measures Deviations of plans Main Steps Updating communications planes, marketing activities and job posts Allocation of internal and external channels; Organizing communication and marketing campaigns Commission of marketing measures and deployment of communication plan general conditionsgeneral conditions HR marketing andHR marketing and communicationcommunication managementmanagement p #applicants per open position; cost of recruiting per Management of general conditions (policies and quota of hiring, training with prioritizing by means of cost-benefit analysis,…) and marketing campaigns communication planmanagementmanagement ApplicantApplicant Receipt of application, registration and request of missing information Pre-selection by HR and forward to Leaders Manage leaders responses and follow up 1. Decision: decline, recommend, invite recruiting per open position time to hire, t f pppp ManagementManagement Management of interviews or assessments 2. Decision: decline, recommend/save, offer Prepare offer and negotiation Creation, success rates of interviews time to ContractContract ManagementManagement verification, authorization of contract Mailing and administration, Information of leaders Response Controlling, Follow ups Creation of personal files IntegrationIntegration M tM t Preparation of infrastructur, f ilit d i i t ti 1 First Work D Welcome Day Target Interviews, P b ti Monitoring integration steps (e.g. initiation time to contract, rejection rate fluctuation (labor turnover) within ManagementManagement facility, administration,… Day y Probation Talks p ( g plan)employment probation period 17
  18. 18. HR Processes with Sub-Processes Integration / On- Boarding (First Day Education, Training, Coaching, Blended Learning Employee AppraisalBoarding (First Day Procedures, Welcome Day,…) Strategic Alignment (Target Management) p y pp Total Reward Approach Integrate & Align Develop & Bind Placement Integrate & Align Emplacement Set free & Support OutplacementPlan & Find Last Work Day Procedures Outplacement Certification Retirement Personnel and Competency Planning HR Marketing Outplacement Re-integrate & Keep up Replacement Preplacement Retirement Vacation Parental Leave HR Marketing Applicant Management Transfer, Shifting Job Rotation Succession Planning Re-Organization Alumni Management International Human Resources Management, Dr. Jörg Klukas Alumni Management 18
  19. 19. Example of HR Sub-Process: Competency Managementp y g Environment & Challenges Targets & Strategy Structures & Processes Analyze requirements & training targets Plan & Definition & Preparation Compare with targets, Review and improve Information Systems Develop training sessions Deployment & Transfer Controlling of success Develop training sessions or outsource training (make or buy) International Human Resources Management, Dr. Jörg Klukas Transfer 19
  20. 20. HR Processes with Sub-Processes Integration / On- Boarding (First Day Education, Training, Coaching, Blended Learning Employee AppraisalBoarding (First Day Procedures, Welcome Day,…) Strategic Alignment (Target Management) p y pp Total Reward Approach Integrate & Align Develop & Bind Placement Integrate & Align Emplacement Set free & Support OutplacementPlan & Find Last Work Day Procedures Outplacement Certification Retirement Personnel and Competency Planning HR Marketing Outplacement Re-integrate & Keep up Replacement Preplacement Retirement Vacation Parental Leave HR Marketing Applicant Management Transfer, Shifting Job Rotation Succession Planning Re-Organization Alumni Management International Human Resources Management, Dr. Jörg Klukas Alumni Management 20
  21. 21. Example: Procedure for Target/Appraisal Managementg pp g 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? 21
  22. 22. Necessary Elements of Proceduresy Roles ToDos Decisions/ Gates Li k tLinks to other processes, procedures International Human Resources Management, Dr. Jörg Klukas Source: http://www.essex.ac.uk/adminreview/images/staff-recruitment-diagram.gif procedures 22
  23. 23. Necessary Elements of Proceduresy R lRoles Decisions/ Gates Comments Gates Docu- mentsments ToDos International Human Resources Management, Dr. Jörg Klukas 23
  24. 24. PROCESS DESCRIPTIONPROCESS DESCRIPTION International Human Resources Management, Dr. Jörg Klukas
  25. 25. Describing Processes rightg g L d hi P 1. Strategy and Planning 2. Operative Leadership 3. Business Excellence Steering Core Performance Processes Leadership Processes M A R K C U S T O C U S T O M A R K 4. Acquisi- tion and 7. Know- ledge Sharing 5. Produce and Deliver Products K E T O M E R O M E R K E T CRM 6. Manage Projects and Services g and Learning Enabling Processes 8. Human Resources 9. Procurement 10. Finance Management and 11. Infrastructure International Human Resources Management, Dr. Jörg Klukas Management Management Management and Controlling Management 25
  26. 26. Example Description – HR Processp p Necessity for the organization • Human Resources is a key process because it• Human Resources is a key process, because it describes procedures for people management, as people are the most important economic factor (People Management) P t gProcess category • The Process „Human Resources Management“ belongs to enabling processes (Process 8)g g p ( ) International Human Resources Management, Dr. Jörg Klukas 26
  27. 27. Example Description – HR Processp p Specialties: • the individual Sub-Processes are running in parallel and arethe individual Sub Processes are running in parallel and are performed continuously Process-Customers:Process-Customers: • Internal: Organization, Employees, Manager, Worker’s Council • E t l A li t S i t bli I tit ti d• External: Applicants, Society, public Institutions and Authorities, Alumni E i i h i iExecution in the organization • Over all Business Units (all Processes) International Human Resources Management, Dr. Jörg Klukas 27
  28. 28. Example Description – HR Processp p Objective: 1 The Process Human Resources Management“1. The Process „Human Resources Management ensures, that qualified personnel is provided • in sufficient number, • on the right time, • on the right place, 2 and that the employees2. and that the employees • are trained for their own benefit and for the organization’s benefit itt d l t• are committed on a long term, so that the economic success of the organization can be ensured. International Human Resources Management, Dr. Jörg Klukas 28
  29. 29. Example Description – HR Processp p Critical factors of success 1 Attainment of HR performance indicators are1. Attainment of HR performance indicators are influenced by the framework of the organization (e.g. stop of employment) and because of lack of professionals on the job market 2. Educational controlling for ensuring return on invest of further educationinvest of further education 3. Long-Term Commitment of employees International Human Resources Management, Dr. Jörg Klukas 29
  30. 30. Example Description – HR Processp p The HR Process supports reaching strategic targets 1. Finance: Revenue and Return, because Quantity and Quality of the employees influence Revenue and Returnand Return 2. Customer: Loyalty of customers directly depends on competency and commitment of employees 3 Processes: Utilization rate and Hour-rates per employee3. Processes: Utilization rate and Hour-rates per employee, because Compentency of the employees influence their utilization and quality of their productsp o c s 4. Potential: Certification, Competencies, Maturity Level for HRM International Human Resources Management, Dr. Jörg Klukas 30
  31. 31. HR Leading Indicators - examplesg p 1. Talents-quota in % • Share of Apprentices/BA-Students/Bachelors/Diploma- Students/MBA-Students • Definition: Number of Apprentices/Number of Employees • How good is the organization’s prevention for being independent of the market and framework (e.g. stop of employment)? 2. Rate of labor turnover during the trial period of new l (l th h lf )employees (less than a half year) • Did the organization made the right choice? • Definition: Number of terminations during the trial period/Number of Employmentsperiod/Number of Employments • Are the right People employed and trained on the right way? International Human Resources Management, Dr. Jörg Klukas 31
  32. 32. HR Leading Indicators - examplesg p 3. ø Organization’s expert knowledge in years • Is the organization able to commit employees in the long run? 4. Recruitment Costs • Costs per new hire 5. Degree of certification (Human Capital Readiness Index) • How good are deployed Trainings?g p y g International Human Resources Management, Dr. Jörg Klukas 32
  33. 33. HR Lagging Indicators - examplegg g p 6. Satisfaction with their development opportunities (Surveying) • How satisfied are the employees with their development opportunities? 7. Ø Deviation from Personnel Planning in % • Degree of deviation of the number of actual employments from planned employments 8. Placement in the BestPersAward • How good is the organization’s HR in comparison to other companies?companies? International Human Resources Management, Dr. Jörg Klukas 33
  34. 34. HR Lagging Indicators - examplegg g p 9. Value of EFQM-Assessment of criteria 3 and 7 • How are the criteria “People” and “People Results” evaluated internal and external? 10.Evaluation of People-Competencies (Customer Surveys) • How do the customers evaluate the competencies of the organization’s employees? International Human Resources Management, Dr. Jörg Klukas 34
  35. 35. Are these indicator the right ones?g Objectives of the process Key Success / Risks Strategic Targets # indi- cator 1 2 1 2 3 1 2 3 4 1 X X X X X X X X X 2 X X X X X X 3 X X X X X X X X X3 X X X X X X X X X 4 X X X X X 5 X X X X X X X X 6 X X X X X X 7 X X X X X 8 X X X X X 9 X X X X X X 1010 X X X X X X X International Human Resources Management, Dr. Jörg Klukas 35
  36. 36. Description of each Sub-process (text-version)( ) • Title/Number of sub-process • Important Main Steps• Important Main Steps • Involved Roles (leader, employee, departments,…) • Reference to further documentation, e.g.Reference to further documentation, e.g. approaches, concepts, procedures, forms, templates, IT-Systems,… International Human Resources Management, Dr. Jörg Klukas 36
  37. 37. Alignment & Ownership - HR Approaches and HR Sub-Processespp Committee Work Human Capital Scorecard Managing Processes HR-Policy & HR-Strategy Benefits & Compensation HR-Controlling Salary Elements HR Reporting Variable Bonus System g HR- Planning HR- Recruitment Monitoring of Personnel Development of Central P Layoff of Personnel Job Profiles & Career Paths HR Reporting Employee Feedback Talks Blended Learning System Planning Recruitment Deployment EmployeesProcesses Personnel HR-AdministrationPersonnel Employee Appraisels HR-Planning Last Work D Procedure Supporting Processes Competency Management System Working Conditions & Social Conditions Administration Competency Management System Flexible trust-based International Human Resources Management, Dr. Jörg Klukas working time 37
  38. 38. PROCESS ROLESPROCESS ROLES International Human Resources Management, Dr. Jörg Klukas
  39. 39. Process Roles • Process Owner • owns the process, sub-processes, procedures and all belongings of the process (forms, checklists, templates,…) • (re-)designs the process, sub-processes, procedures and all belongings of the process, if it is necessary • assures fulfillment of strategy by its process Discuss novate assures fulfillment of strategy by its process • Process Manager • Measures and analyzes the process, sub-processes, procedures and all belongings according to: n,Measure, mprove,Inn • fulfillment of strategy (e.g. linkage to a BSC) • good-in-class performance • peers (prüfend blicken) the process owner and its processes,…; is not employed with the process owner Design Re-Design,I p y p • suggests necessity of improvements • Process Community • generate, elaborate and share knowledge and best-practices for i i iimprovements an process innovations International Human Resources Management, Dr. Jörg Klukas 39
  40. 40. Example -Process Owners by Top Managementg 1. Strategy and Planning 2. Operative Leadership 3. Business Excellence SteeringCEOCEO CEOCEO QMQM Core Performance Processes Leadership Processes 5 Projects Head of SalesHead of Sales CEOCEO M A R C U S T C U S T M A R 4. Acquisition 7. Knowledge 5. Projects 5 3 Test Services 5.2 Software Solution Development 5.1 Consulting COOCOO BULBUL BULBUL BULBULR K E T T O M E R T O M E R R K E T Acquisition and CRM 6. Services Sharing and Learning 5.3 Test Services 6.1 Agency Services 6.2 Support Services COOCOO BULBUL BULBUL BULBUL Enabling Processes 10. Finance 6.2 Support Services Head of HRHead of HR CFOCFO CFOCFO Head of internal ITHead of internal IT UU International Human Resources Management, Dr. Jörg Klukas 8. Human Resources Management 9. Procurement Management 10. Finance Management and Controlling 11. Infrastructure Management 40
  41. 41. Summary - Elements of Processesy •A Process consists of: – Description of objective and purpose – Description of success factors and critical risk – Assigned Process Owners, Managers, and/or Community – Start points and end points Li k d b– Linked sub-processes – Links to other processes – Input/Output (a process produces something.) – Involved rolesInvolved roles – Key indicators for process evaluation, that are linked to strategy, success factors and critical risks •A process is supported by: – Approaches, Systems, Concepts – Forms and templates – Handbooks, Checklists, Procedures Tools (e g Database) and other appliances– Tools (e.g. Database) and other appliances International Human Resources Management, Dr. Jörg Klukas 41
  42. 42. Line of Thoughts - Processesg • 1b leaders… base decisions on factually reliable information and use all available knowledge to interpret current and predicted performance on the relevant processeson the relevant processes • 2d in order to deploy strategy... maintain and align an organizational structure and a framework of key processes to deliver strategy • 3a ...align people plans with their strategy, the organizational structure, new technologies and key processes • 5a ...develop meaningful process performance indicators and outcome measures, clearly linked to the strategic 1b Leaders manage strategy, people and processes 2d strategy 3a people 5a process 2d strategy is deployed by key processes organization follows key processes and strategy indicators measure strategic success International Human Resources Management, Dr. Jörg Klukas 5b improvements, innovations 42
  43. 43. PROCESS MATURITY,PROCESS MATURITY, IMPROVEMENTS International Human Resources Management, Dr. Jörg Klukas
  44. 44. 5 formal Levels of Process Performance Carnegie Mellon University, 1997 International Human Resources Management, Dr. Jörg Klukas 44
  45. 45. Maturity Level in view of Knowledgey g to produceLevel 1 Activity Results to produce Just do it. PlanningLevel 2 Think before you act. A d thi k ft Activity Results to produce input to And think after you act, just to make sure you did right. Evaluation input to to improve International Human Resources Management, Dr. Jörg Klukas 45
  46. 46. Maturity Level in view of Knowledgey g Level 3 Planninginput to ResultsActivityStandards input to to produce Evaluation to improveinput to Use your lessons learned. International Human Resources Management, Dr. Jörg Klukas 46
  47. 47. Maturity Level in view of Knowledgey g Level 4 Planninginput to to forecast ResultsActivityStandards input to to produce Evaluation to improveinput to Predict the results you need and expect and then create opportunities to get those results. International Human Resources Management, Dr. Jörg Klukas 47
  48. 48. Maturity Level in view of Knowledgey g Level 5 Planninginput to to forecast ResultsActivityStandards input to to produce input to Evaluation to improve Create lessons learned, and use lessons learned to create more lessons learned, and use more lessons learned to create even more lessons learned, and use even more lessons learned to create ... Etc. International Human Resources Management, Dr. Jörg Klukas 48
  49. 49. People Capability Maturity Model (PCMM)( ) Continuous Workforce Innovation Organizational Performance Alignment5 Optimized Continuous organizational Process AreasMaturity Level Focus Continuous Capability Improvement 4 Managed development Capability Management Mentoring Organizational Capability Management Quality Performance Management Competency -Based Assets Empowered Workgroups C t Empowered Workgroups Competency Integration Participatory Culture Workgroup Development Competency-based Practices 3 Defined Compentency Management Career Development Competency Development Workforce Planning Competency Analysis 2 Leaded Employee Management Compensation Training and Development Performance Management Work Environment Communication and Coordination Staffing International Human Resources Management, Dr. Jörg Klukas Staffing 1 Initial 49
  50. 50. Each Process Areas has Process Goals GOALS Sample Questions for A tAssessments G1 The organization actively recruits for qualified talent Goal 1 How does your unit attract people to open positions? Staffing qualified talent. people to open positions? G2 The most qualified candidate is selected for each position. Goal 2 How does your unit ensure it is selecting the most qualified person for an open position?person for an open position? G3 Selected candidates are transitioned into their new positions. Goal 3 How are people oriented to their new position and responsibilities in your unit?y G4 Members of a unit are involved in its staffing activities. Goal 4 How are you involved in the staffing activities of your unit? International Human Resources Management, Dr. Jörg Klukas 50
  51. 51. Each Goal is assessed and according to the risk of failing the goal evaluated.g g • „green“:  low risk the intention of the P-CMM goal is adaquately addressed. There is only a low risk to fail process goal. • „yellow“:  medium risk the intention of the P-CMM goal is partitially addressed (there are approaches and concepts but they are only partitially deployed toapproaches and concepts, but they are only partitially deployed to employees . Risk for failing process goal is seen. • „red“:  high risk„ e : g s the intention of the P-CMM goal is not sufficiently addressed (no approaches). There is a high risk that the process goal will be failing International Human Resources Management, Dr. Jörg Klukas 51
  52. 52. Example Results of a PCMM Assessment Green  Yellow  Red  Process Areas S T C O W E P M T D C M C A C D W F C R C B W G P C STF - Staffing PM - Performance Mgmt TD - Training&Development T F O M E M D M P A D F P R D B P G D C G 1  Out of scope Out of scope   Out of scope     Out of scope Out of scope Out of scope TD Training&Development CA - Competency Analysis CD - Comp. Development WFP - Workforce Planning CRD - Career Development G 2  Out of scope Out of scope   Out of scope     Out of scope Out of scope Out of scope G 3  Out of scope Out of scope   Out of scope     Out of scope Out of scope Out of scope p G = Process Goal based on questions for assessment G 4  Out of scope Out of scope  na Out of scope    na Out of scope Out of scope Out of scope G 5 *  Out of scope Out of scope  na Out of scope na na na na Out of scope Out of scope Out of scope International Human Resources Management, Dr. Jörg Klukas * 52
  53. 53. Classification of Improvmentsp RESULTS strategic RESULTS aptation tactical APPROACH ffortofad operative DEPLOYMENT Ef ASSESSMENT&REVIEW International Human Resources Management, Dr. Jörg Klukas Frequency of adaptation 53
  54. 54. HR MANAGEMENTHR MANAGEMENT REVIEW International Human Resources Management, Dr. Jörg Klukas
  55. 55. Tools for Improvementsp Approach Indicators Management-Review  Process Maturity (PCMM) BSC  Process Indicators Assessment Process Maturity (PCMM)  Management Maturity (EFQM)  Evaluation of Management System  Process Performance  Assessment results  Strategic Initiatives  Process Indicators  Target achievements of BSC  Business Objectives Review  Customer Feedback  State of current Improvement and Correction measures S t i t  Quality Objectives  Budget  Owner of Initative Survey  Employee Satisfaction  Customer Satisfaction  Image  Set up improvement measurements - Initative International Human Resources Management, Dr. Jörg Klukas 55
  56. 56. Management Review (acc. to ISO 9000) Suggestions for improvements Pool of Ideas for Change and Improvement improvements Consolidation HR Strategy Map HR Management Review Strategic Filter/ Mange operational Improvement Actions Manage Change: HR Strategic Initiatives Review HR Code Book Prioritize Monitoring International Human Resources Management, Dr. Jörg Klukas Actions HR Process Indicators HCSC Indicators Monitoring Deployment 56
  57. 57. Synchronize Management/Unit Reviews in all levels of organization Governance by Unit Leader g Governance by HR department Governance by Top Management by Unit Leaderby HR departmentTop Management 4. BU-Review MMS BSC Management Review HCSC HR-Management Review le adapt Unit BSC MMS BSC, Codebook HCSC earcycl p 1. BU-Review 2. BU-Review 3 BU Review 1. Review in Offsite 2. Review in Offsite 1. Review in HR Meeting 2. Review in HR Meeting 1ye Strat. Initiatives 3. BU-Review 3. Review in Offsite Strat. Initiatives Strat. Initiatives HR Meeting 3. Review in HR Meeting adapt International Human Resources Management, Dr. Jörg Klukas 57
  58. 58. 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 58
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