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International human resources management lesson 5a

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

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

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International human resources management lesson 5a International human resources management lesson 5a Presentation Transcript

  • International Human Resources Management
    Dr. Jörg Klukas
    2010/2011
    Lesson 8
  • 5a Processes are designed and managed to optimise stakeholder value
    International Human Resources Management, Dr. Jörg Klukas
  • Summary of the last lectures – What did you learn?
    International Human Resources Management, Dr. Jörg Klukas
  • What we have learnt.
    Overview of the EFQM Model to be applied for HR-Departments
    Criteria 3
    HR Planning
    HR Marketing, Recruiting, Integration
    Succession Planning
    Employee Survey
    Strategic CompetencyManagement and Blended LearningSystem
    Annual Employee Feedback Interviews and Target Appraisals
    Empowerment and Internal Communication
    Feedback (360°) and Motivation, Total Reward
    Criteria 5
    You will learn, how to get your HR Processes right.
    International Human Resources Management, Dr. Jörg Klukas
    4
  • International Human Resources Management, Dr. Jörg Klukas
    The EFQM Model –
    5a Processes are designed and managed to optimise stakeholder value
  • The EFQM excellence model
    Enablers
    Results
    People
    Results
    People
    Key
    Performance
    Results
    Policy and
    Strategy
    Customer
    Results
    Leadership
    Processes
    Partnerships
    & Resources
    Society
    Results
    Innovation and Learning
    International Human Resources Management, Dr. Jörg Klukas
    6
  • The EFQM excellence model
    Leadership
    People
    Processes
    People
    Results
    Key
    Performance
    Results
    Processes
    Strategy
    Customer
    Results
    Society
    Results
    Partnership
    & Resources
    Processes are designed and managed to optimise stakeholder value
    Products and services are developed to create optimum value for customers
    Products and Services are effectively promoted and marketed
    Products and Services are produces, delivered and managed
    Customer relationships are managed and enhanced
    International Human Resources Management, Dr. Jörg Klukas
    Whatabout HR Products, Services and Solutions?
    Whatabout HR customerrelationship?
    7
  • The EFQM excellence model - Processes
    In practice, excellent organizations
    • 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, maintaining and improving the framework of key processes.
    • Develop meaningful process performance indicators and outcome measures, clearly linked to the strategic goals.
    • 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.
    International Human Resources Management, Dr. Jörg Klukas
    5a Processes are designed and managed to optimise stakeholder value
    APPROACHES
    Process-oriented Management System with
    Process Documentation,
    Managing Roles andResponsibilities,
    Measuring ProcessPerformance by Indicators
    8
  • Introduction of the process-oriented Management System
  • EFQM Model and ISO 9000
    International Human Resources Management, Dr. Jörg Klukas
    10
  • Reasons for Business Process Management
    International Human Resources Management, Dr. Jörg Klukas
    Internal Objectives
    External Objectives
    • Internal optimizations of procedures
    • Documentation
    • Increase in productivity
    • Motivation of employees
    • Reducing costs
    • Improve weaknesses
    • Faster introduction of new hires
    • Proofs fulfillment of quality and compliance requirements
    • Transparency for customers
    • Simplification of business processes
    • Set up efficient customer-supplier relationships
    • Improvement of image
    • Competitive Advantages
    11
    Source: Bruhn (1997)
  • Process Charts
    International Human Resources Management, Dr. Jörg Klukas
  • Managing Processes – A General Process Model viewed on HR Perspective.
    International Human Resources Management, Dr. Jörg Klukas
    Leadership Processes
    2. Operative Leadership
    3. Business Excellence Steering
    1. Strategy and Planning
    10. Finance Management and Controlling
    9. Procurement Management
    8. Human Resources Management
    11. Infrastructure Management
    Enabling Processes
    Core Performance Processes
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    4. Acquisi-tionand
    CRM
    7. Know-ledge Sharing and Learning
    5. Produce and Deliver Products
    6. Manage Projects and Services
    13
  • Elements of Process Management
    Processes
    Corporate View
    For all Key processes
    Linkages
    Owners, Managers, Community
    Sub-Processes
    Fall all main elements of a process
    Linkages
    Indicators/Measures
    ONLY A FEW: Procedures
    Detailed description
    Steps, roles, documents
    14
    International Human Resources Management, Dr. Jörg Klukas
  • HR Processes with Sub-Processes
    International Human Resources Management, Dr. Jörg Klukas
    • Education, Training, Coaching,
    • Blended Learning
    • Employee Appraisal
    • Total Reward Approach
    • Integration / On-Boarding (First Day Procedures, Welcome Day,…)
    • Strategic Alignment (Target Management)
    Develop & BindPlacement
    Integrate & AlignEmplacement
    Set free & SupportOutplacement
    Plan & FindPreplacement
    • Last Work Day Procedures
    • Outplacement
    • Certification
    • Retirement
    • Vacation
    • Parental Leave
    • Personnel and Competency Planning
    • HR Marketing
    • Applicant Management
    Re-integrate & Keep upReplacement
    • Transfer, Shifting
    • Job Rotation
    • Succession Planning
    • Re-Organization
    • Alumni Management
    15
  • Examples of HR Sub-Process: Plan&Find
    Procedures
    Measures
    Main Steps
    Qualitative HR Planning and Budgeting
    Quarterly Review as part of Business Unit Reviews
    HR Planning and Review; Mgmt. of general conditions
    Deviations of plans
    Management of general conditions (policies and quota of hiring, training with prioritizing by means of cost-benefit analysis,…)
    HR marketing and communication management
    Updating communications planes, marketing activities and job posts
    Allocation of internal and external channels; Organizing communication and marketing campaigns
    #applicants per open position; cost of recruiting per open position
    Commission of marketing measures and deployment of communication plan
    Applicant Management
    Receipt of application, registration and request of missing information
    Pre-selection by HR and forward to Leaders
    Manage leaders responses and follow up
    Decision:
    decline, recommend, invite
    time to hire, success rates of interviews
    Management of interviews or assessments
    2. Decision:
    decline, recommend/save, offer
    Prepare offer and negotiation
    ContractManagement
    Creation, verification, authorization of contract
    Mailing and administration, Information of leaders
    Response Controlling, Follow ups
    Creation of personal files
    time to contract, rejection rate
    IntegrationManagement
    Preparation of infrastructur, facility, administration,…
    1 First Work Day
    Welcome Day
    Target Interviews, Probation Talks
    Monitoring integration steps (e.g. initiation plan)
    fluctuation (labor turnover) within employment probation period
    16
  • HR Processes with Sub-Processes
    International Human Resources Management, Dr. Jörg Klukas
    • Education, Training, Coaching,
    • Blended Learning
    • Employee Appraisal
    • Total Reward Approach
    • Integration / On-Boarding (First Day Procedures, Welcome Day,…)
    • Strategic Alignment (Target Management)
    Develop & BindPlacement
    Integrate & AlignEmplacement
    Set free & SupportOutplacement
    Plan & FindPreplacement
    • Last Work Day Procedures
    • Outplacement
    • Certification
    • Retirement
    • Vacation
    • Parental Leave
    • Personnel and Competency Planning
    • HR Marketing
    • Applicant Management
    Re-integrate & Keep upReplacement
    • Transfer, Shifting
    • Job Rotation
    • Succession Planning
    • Re-Organization
    • Alumni Management
    17
  • Example of HR Sub-Process: Competency Management
    International Human Resources Management, Dr. Jörg Klukas
    Environment & Challenges
    Targets &Strategy
    Structures &Processes
    Analyze requirements &training targets
    Plan &Definition & Preparation
    Compare with targets,
    Review and improve
    Information Systems
    Develop training sessions
    or outsource training(make or buy)
    Controlling of success
    Deployment &Transfer
    18
  • HR Processes with Sub-Processes
    International Human Resources Management, Dr. Jörg Klukas
    • Education, Training, Coaching,
    • Blended Learning
    • Employee Appraisal
    • Total Reward Approach
    • Integration / On-Boarding (First Day Procedures, Welcome Day,…)
    • Strategic Alignment (Target Management)
    Develop & BindPlacement
    Integrate & AlignEmplacement
    Set free & SupportOutplacement
    Plan & FindPreplacement
    • Last Work Day Procedures
    • Outplacement
    • Certification
    • Retirement
    • Vacation
    • Parental Leave
    • Personnel and Competency Planning
    • HR Marketing
    • Applicant Management
    Re-integrate & Keep upReplacement
    • Transfer, Shifting
    • Job Rotation
    • Succession Planning
    • Re-Organization
    • Alumni Management
    19
  • Example: Procedure for Target/Appraisal Management
    International Human Resources Management, Dr. Jörg Klukas
    Beginning of year
    agree individual Targets for all
    employees
    Leader&
    Employee
    Review Target Achievement (last year) &
    New Target Appraisal
    Within thefollowing year
    Leader&Employee
    Status Review(on demand)
    Beginning of
    next year
    review and update Targets
    Leader&Employee
    Review Target Achievement (last year) &
    New Target Appraisal
    At least 2 weeksprior Appraisal
    Leader
    Communication of
    Organization’s
    and unit’s targets
    to all employees
    Changed organizational targets?
    Same targets of organization?
    20
  • Necessary Elements of Procedures
    International Human Resources Management, Dr. Jörg Klukas
    Roles
    ToDos
    Decisions/ Gates
    Links tootherprocesses, procedures
    21
    Source: http://www.essex.ac.uk/adminreview/images/staff-recruitment-diagram.gif
  • Necessary Elements of Procedures
    International Human Resources Management, Dr. Jörg Klukas
    Roles
    Comments
    Decisions/ Gates
    Docu-ments
    ToDos
    22
  • Process Description
    International Human Resources Management, Dr. Jörg Klukas
  • Describing Processes right
    International Human Resources Management, Dr. Jörg Klukas
    Leadership Processes
    2. Operative Leadership
    3. Business Excellence Steering
    1. Strategy and Planning
    10. Finance Management and Controlling
    9. Procurement Management
    8. Human Resources Management
    11. Infrastructure Management
    Enabling Processes
    Core Performance Processes
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    4. Acquisi-tionand
    CRM
    7. Know-ledge Sharing and Learning
    5. Produce and Deliver Products
    6. Manage Projects and Services
    24
  • Example Description – HR Process
    Necessity for the organization
    Human Resources is a key process, because it describes procedures for people management, as people are the most important economic factor (People Management)
    Process category
    The Process „Human Resources Management“ belongs to enabling processes (Process 8)
    International Human Resources Management, Dr. Jörg Klukas
    25
  • Example Description – HR Process
    Specialties:
    the individual Sub-Processes are running in parallel and are performed continuously
    Process-Customers:
    Internal: Organization, Employees, Manager, Worker’s Council
    External: Applicants, Society, public Institutions and Authorities, Alumni
    Execution in the organization
    Over all Business Units (all Processes)
    International Human Resources Management, Dr. Jörg Klukas
    26
  • Example Description – HR Process
    Objective:
    The Process „Human Resources Management“ ensures, that qualified personnel is provided
    in sufficient number,
    on the right time,
    on the right place,
    and that the employees
    are trained for their own benefit and for the organization’s benefit
    are committed on a long term,
    so that the economic success of the organization can be ensured.
    International Human Resources Management, Dr. Jörg Klukas
    27
  • Example Description – HR Process
    Critical factors of success
    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
    Educational controlling for ensuring return on invest of further education
    Long-Term Commitment of employees
    International Human Resources Management, Dr. Jörg Klukas
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  • Example Description – HR Process
    The HR Process supports reaching strategic targets
    1. Finance: Revenue and Return, because Quantity and Quality of the employees influence Revenue and Return
    2. Customer: Loyalty of customers directly depends on competency and commitment of employees
    3. Processes: Utilization rate and Hour-rates per employee, because Compentency of the employees influence their utilization and quality of their products
    4. Potential: Certification, Competencies, Maturity Level for HRM
    International Human Resources Management, Dr. Jörg Klukas
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  • HR Leading Indicators - examples
    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)?
    Rate of labor turnover during the trial period of new employees (less than a half year)
    Did the organization made the right choice?
    Definition: Number of terminations during the trial period/Number of Employments
    Are the right People employed and trained on the right way?
    International Human Resources Management, Dr. Jörg Klukas
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  • HR Leading Indicators - examples
    ø Organization’s expert knowledge in years
    Is the organization able to commit employees in the long run?
    Recruitment Costs
    Costs per new hire
    Degree of certification (Human Capital Readiness Index)
    How good are deployed Trainings?
    International Human Resources Management, Dr. Jörg Klukas
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  • HR Lagging Indicators - example
    Satisfaction with their development opportunities (Surveying)
    How satisfied are the employees with their development opportunities?
    Ø Deviation from Personnel Planning in %
    Degree of deviation of the number of actual employments from planned employments
    Placement in the BestPersAward
    How good is the organization’s HR in comparison to other companies?
    International Human Resources Management, Dr. Jörg Klukas
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  • HR Lagging Indicators - example
    Value of EFQM-Assessment of criteria 3 and 7
    How are the criteria “People” and “People Results” evaluated internal and external?
    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
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  • Are these indicator the right ones?
    International Human Resources Management, Dr. Jörg Klukas
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  • Description of each Sub-process (text-version)
    Title/Number of sub-process
    Important Main Steps
    Involved Roles (leader, employee, departments,…)
    Reference to further documentation, e.g. approaches, concepts, procedures, forms, templates, IT-Systems,…
    International Human Resources Management, Dr. Jörg Klukas
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  • Alignment & Ownership - HR Approaches and HR Sub-Processes
    International Human Resources Management, Dr. Jörg Klukas
    HR-Policy & HR-Strategy
    HR-Administration
    Benefits & Compensation
    Competency Management System
    HR-Controlling
    Working Conditions & Social Conditions
    HR-
    Planning
    HR-
    Recruitment
    Monitoring of
    Personnel
    Deployment
    Development
    of
    Employees
    Central
    Processes
    Layoff of
    Personnel
    Supporting
    Processes
    Human Capital
    Scorecard
    Committee Work
    Managing
    Processes
    Variable BonusSystem
    Salary Elements
    HR Reporting
    Blended Learning
    System
    EmployeeFeedbackTalks
    Job Profiles &
    Career Paths
    HR-Planning
    Employee Appraisels
    Last Work Day Procedures
    Personnel
    Administration
    Competency
    Management System
    Flexible
    trust-based
    working time
    36
  • Process Roles
    International Human Resources Management, Dr. Jörg Klukas
  • 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
    Process Manager
    Measures and analyzes the process, sub-processes, procedures and all belongings according to:
    fulfillment of strategy (e.g. linkage to a BSC)
    good-in-class performance
    peers (prüfendblicken) the process owner and its processes,…; is not employed with the process owner
    suggests necessity of improvements
    Process Community
    generate, elaborate and share knowledge and best-practices for improvements an process innovations
    International Human Resources Management, Dr. Jörg Klukas
    Design, Measure, Discuss
    Re-Design,Improve, Innovate
    38
  • Example -Process Owners by Top Management
    International Human Resources Management, Dr. Jörg Klukas
    Leadership Processes
    2. Operative Leadership
    3. Business Excellence Steering
    1. Strategy and Planning
    Core Performance Processes
    Enabling Processes
    5. Projects
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    4. Acquisition and
    CRM
    7. Knowledge Sharing and Learning
    5.1 Consulting
    5.2 Software Solution Development
    5.3 Test Services
    6. Services
    6.1 Agency Services
    6.2 Support Services
    10. Finance Management and Controlling
    9. Procurement Management
    8. Human Resources Management
    11. Infrastructure Management
    CEO
    CEO
    QM
    Head of Sales
    CEO
    COO
    BUL
    BUL
    BUL
    COO
    BUL
    BUL
    Head of HR
    CFO
    CFO
    Head of internal IT
    39
  • Summary - Elements of Processes
    • 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
    • Linked sub-processes
    • Links to other processes
    • Input/Output (a process produces something.)
    • Involved 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
    International Human Resources Management, Dr. Jörg Klukas
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  • Line of Thoughts - Processes
    1b leaders… base decisions on factually reliable information and use all available knowledge to interpret current and predicted performance on 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
    3a people organization follows key processes and strategy
    5a process indicators measure strategic success
    2d strategy is deployed by key processes
    5b improvements, innovations
    41
    International Human Resources Management, Dr. Jörg Klukas
  • Contactme!
    Dr. Jörg Klukas
    XING: https://www.xing.com/profile/Joerg_Klukas
    Facebook: http://www.facebook.com/joerg.klukas
    Slideshare: http://www.slideshare.net/pludoni
    Twitter: http://twitter.com/pludoni
    Email: joerg.klukas@pludoni.de
    International Human Resources Management, Dr. Jörg Klukas