4e Information and Knowledge
are managed to support effectiveare managed to support effective
decision making and to build...
4E INFORMATION AND KNOWLEDGE ARE
A AG O S O CMANAGED TO SUPPORT EFFECTIVE
DECISION MAKING AND TO BUILD THE
ORGANIZATION’S ...
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-
• Empowerment and Internal
Communication
F db k (3...
The EFQM ModelThe EFQM Model –
4e Information and Knowledge are
managed to support effective
decision making and to build ...
The EFQM excellence modelQ
Enablers Results
People
Leadership
People
Policy and
Strategy Processes
People
Results
Customer...
The EFQM excellence modelQ
Leadership
People
Strateg Processes
People
Results
Customer
Key
Performance
4 P t hi & RLeaders...
The EFQM excellence model - ProcessesQ
4e Information and knowledge are managed to support effective
d i i ki d t b ild th...
ELEMENTS OF AELEMENTS OF A
LEARNING
ORGANIZATIONORGANIZATION
International Human Resources Management,
Dr. Jörg Klukas 9
Reasons for Learning Organizationsg g
EFQM
ISO 9001
Assessments
Risk
Dynamic
Talent Scarcity
Assessments
Talent Management...
Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
...
Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
...
Aspects of Strategic Learning,
Alignment of Leadershipg p
T d / S i
Strategic Frame Competition Arena
Within the competiti...
Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
...
Aspects of Customer/Partner
Learningg
Th t i t b ildi d i t i i l t i / i l ti hiThe customer is a partner building and ma...
Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
...
Aspects of Operational Learning based on
customer and employee survey.p y y
L d hi P
1. Strategy and
Planning
2. Operative...
Tools for Operational Learningp g
Approach Indicators Management-Review
 Process Maturity (PCMM)
BSC
 Process Indicators...
Benchlearning for Operational
Learningg
BenchlearningBenchlearning
Additional:
Continuous Learning
and Team building
Bench...
Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
...
Aspects of Individual and Team
Learning (Blended Learning System)g ( g y )
International Human Resources Management,
Dr. J...
ORGANIZING A LEARNING
ORGANZATIONS ACC. TO. PEOPLE,
PLACES OBJECTSPLACES, OBJECTS
International Human Resources Management...
People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence cen...
People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence cen...
Manage people, development, careersg p p , p ,
International Human Resources Management,
Dr. Jörg Klukas
25
People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence cen...
Manage places, groups, communitiesg p , g p ,
learning learning
Project A Project BCustomerCustomer
ShareStore Network
Reg...
People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence cen...
Manage Objects, Topics,
Trends
Strategic
Compentency
Informationen
Strategic
Learning
Customer/
P
p y
Impulse
Value Chain/...
PROCESS OF LEARNINGPROCESS OF LEARNING
AND KNOWLEDGE
SHARINGSHARING
International Human Resources Management,
Dr. Jörg Klu...
Learning Management – a Processg g
L d hi P
1. Strategy and
Planning
2. Operative Leadership 3. Business Excellence
Steeri...
Learning Management – a Processg g
 Objective: Embedded new learning formats in all processes
1. Detect and Analyze Poten...
Contact me!
Dr. Jörg Klukas
• XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Kluk...
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Information and Knowledge are managed to support effective decision making and to build the organization’s capability

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Information and Knowledge are managed to support effective decision making and to build the organization’s capability

  1. 1. 4e Information and Knowledge are managed to support effectiveare managed to support effective decision making and to build the http://www.flickr.com/photos/krischall/2089466950/sizes/z/ organization’s capability.
  2. 2. 4E INFORMATION AND KNOWLEDGE ARE A AG O S O CMANAGED TO SUPPORT EFFECTIVE DECISION MAKING AND TO BUILD THE ORGANIZATION’S CAPABILITY. 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- • Empowerment and Internal Communication F db k (360°) d Departments • Criteria 3 • HR Planning • Feedback (360°) and Motivation, Total Reward • Criteria 5 • HR Process Management • HR Marketing, Recruiting, Integration • Succession Planning • Employee Survey HR Process Management, Process Indicators • Process Improvement • HR Mangement Review acc. to ISO• Employee Survey • Strategic Competency Management and Blended Learning S t ISO • Roles, Products & Services of HR • Criteria 4eSystem • Annual Employee Feedback Interviews and Target Appraisals Criteria 4e • Manage Information and knowledge as source for improvement, innovation and f t h International Human Resources Management, Dr. Jörg Klukas future change 4
  5. 5. The EFQM ModelThe EFQM Model – 4e Information and Knowledge are managed to support effective decision making and to build thedecision making and to build the organization’s capability. International Human Resources Management, Dr. Jörg Klukas 5
  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 4 P t hi & RLeadership Strategy Partnership & Resources Processes Results Society Results Performance Results 4. Partnership & Resources a. Partners and suppliers are managed for sustainable benefit b. Finances are managed to secure sustained success c Buildings equipment materials and natural resources are managed in sustainablec. Buildings, equipment, materials and natural resources are managed in sustainable way d. Technology is managed to support the delivery of strategy e. Information and knowledge are managed to support effective decision making and to build the organisation’s capability International Human Resources Management, Dr. Jörg Klukas 7
  8. 8. The EFQM excellence model - ProcessesQ 4e Information and knowledge are managed to support effective d i i ki d t b ild th i ti ’ bilit In practice, excellent organizations • Ensure that their leaders are provided with accurate and sufficient decision making and to build the organisation’s capability A hinformation to support them in effective and timely decision making, enabling them to effectively predict the future performance of the organization. • Transform data into information and, where relevant, into knowledge that can be shared and effectively used. Approaches Learning Organization• Provide and monitor access to relevant information and knowledge for their people and external users, while ensuring both security and the organization’s intellectual property is protected. • Establish and manage networks to identify opportunities for innovation from signals within the internal and external environment. Organization People, Places and Objects • Use innovation in a way that goes well beyond technical change and reveals new ways of offering value to customers, new ways of working and new ways of building on partnership, resources and competencies. • Use data and information on the current performance and capabilities of and Objects Methode Process of Learning processes to identify opportunities for, and generate, innovation. International Human Resources Management, Dr. Jörg Klukas Knowledge Sharing 8
  9. 9. ELEMENTS OF AELEMENTS OF A LEARNING ORGANIZATIONORGANIZATION International Human Resources Management, Dr. Jörg Klukas 9
  10. 10. Reasons for Learning Organizationsg g EFQM ISO 9001 Assessments Risk Dynamic Talent Scarcity Assessments Talent Management Balanced Scorecard Emerging Market Price Competition Global Operations International Human Resources Management, Dr. Jörg Klukas 10
  11. 11. Elements of a Learning Organizationg g • Assess changing conditions • Clarify the vision • Focus & align the organization Strategic Management Processes Strategic Learning organization • Monitor progress Customer/Partner • Customer strategies h d li l Customer/Partner Value Processes Customer/ Partner Learning that deliver value • Experience definition (customer/partner) • Integrated channel experience • Monitor progress Value Chain/ Operational Learning • Capture learnings • Encourage best practices • Facilitate knowledge sharing, collaboration Core Business Processes (across value chain) Individual/ Team • Stimulate continuous improvement • Define strategic competencies C bilit / it International Human Resources Management, Dr. Jörg Klukas Team Learning • Capability/capacity development • Increase flexibility and apply learning/insights • Enhance and reward effectiveness Competency/ Performance Development Processes 11
  12. 12. Elements of a Learning Organizationg g • Assess changing conditions • Clarify the vision • Focus & align the organization Strategic Management Processes Strategic Learning organization • Monitor progress Customer/Partner • Customer strategies h d li l Customer/Partner Value Processes Customer/ Partner Learning that deliver value • Experience definition (customer/partner) • Integrated channel experience • Monitor progress Value Chain/ Operational Learning • Capture learnings • Encourage best practices • Facilitate knowledge sharing, collaboration Core Business Processes (across value chain) Individual/ Team • Stimulate continuous improvement • Define strategic competencies C bilit / it International Human Resources Management, Dr. Jörg Klukas Team Learning • Capability/capacity development • Increase flexibility and apply learning/insights • Enhance and reward effectiveness Competency/ Performance Development Processes 12
  13. 13. Aspects of Strategic Learning, Alignment of Leadershipg p T d / S i Strategic Frame Competition Arena Within the competition arena, the trends, markets, customers, branches of business, k f t d tit l d Ma Trends / Scenario ies M Vision/Target PositionStrategic key factors and competitors are analyzed Within the strategic frame, essential rkets/Cu /Compani ission/Va ssModel PositionSt ateg c Targets Strategic nitiatives Indicators Operative Core decisions for the implemented business model are made ustomer mpetitors/ alues Busines Current Position S I Current and Targets values By implementation of strategy the operative core will be controlled, e.g. with support of the Balanced Scorecard Com Sector / Key Success Factors Current Position Controlling System Within the operative core, the value- added is achieved through usage of resources, processes and products International Human Resources Management, Dr. Jörg Klukas Controlling System (Balanced Scorecard) 13
  14. 14. Elements of a Learning Organizationg g • Assess changing conditions • Clarify the vision • Focus & align the organization Strategic Management Processes Strategic Learning organization • Monitor progress Customer/Partner • Customer strategies h d li l Customer/Partner Value Processes Customer/ Partner Learning that deliver value • Experience definition (customer/partner) • Integrated channel experience • Monitor progress Value Chain/ Operational Learning • Capture learnings • Encourage best practices • Facilitate knowledge sharing, collaboration Core Business Processes (across value chain) Learning Individual/ Team • Stimulate continuous improvement • Define strategic competencies C bilit / it International Human Resources Management, Dr. Jörg Klukas Team Learning • Capability/capacity development • Increase flexibility and apply learning/insights • Enhance and reward effectiveness Competency/ Performance Development Processes 14
  15. 15. Aspects of Customer/Partner Learningg Th t i t b ildi d i t i i l t i / i l ti hiThe customer is a partner building and maintaining long-term, win/win relationships The customer is a co-designer developing services together with the customer The customer informs surveying the customer`s opinion The customer is considered taking on the customer`s perspective The customer is a receiver producing an selling products and services Source: IAO Study, 2003 Howdoes the company see the customer? What are the company`s tasks? International Human Resources Management, Dr. Jörg Klukas 15
  16. 16. Elements of a Learning Organizationg g • Assess changing conditions • Clarify the vision • Focus & align the organization Strategic Management Processes Strategic Learning organization • Monitor progress Customer/Partner • Customer strategies h d li l Customer/Partner Value Processes Customer/ Partner Learning that deliver value • Experience definition (customer/partner) • Integrated channel experience • Monitor progress Value Chain/ Operational L i • Capture learnings • Encourage best practices • Facilitate knowledge sharing, collaboration Core Business Processes (across value chain) Learning Individual/ Team • Stimulate continuous improvement • Define strategic competencies C bilit / it International Human Resources Management, Dr. Jörg Klukas Team Learning • Capability/capacity development • Increase flexibility and apply learning/insights • Enhance and reward effectiveness Competency/ Performance Development Processes 16
  17. 17. Aspects of Operational Learning based on customer and employee survey.p y y 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 17
  18. 18. Tools for Operational Learningp g 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 18
  19. 19. Benchlearning for Operational Learningg BenchlearningBenchlearning Additional: Continuous Learning and Team building Benchmarking Additional: Understand "Why?" and How?" (Development of skills and organization)  Benchmarking Network Benchmarks Comparisons and „How? (Development of Organization) B P i R e c a g et o and Teams  Benchmarking Projects  Site Visits within MMS and other organizations Comparisons  Best Practice Reports  Studies (participate/read)  Indicators FocusonResults FocusonEnabler FocusonLearning International Human Resources Management, Dr. Jörg Klukas FocusonResults FocusonEnabler FocusonLearning 19
  20. 20. Elements of a Learning Organizationg g • Assess changing conditions • Clarify the vision • Focus & align the organization Strategic Management Processes Strategic Learning organization • Monitor progress Customer/Partner • Customer strategies h d li l Customer/Partner Value Processes Customer/ Partner Learning that deliver value • Experience definition (customer/partner) • Integrated channel experience • Monitor progress Value Chain/ Operational Learning • Capture learnings • Encourage best practices • Facilitate knowledge sharing, collaboration Core Business Processes (across value chain) Individual/ • Stimulate continuous improvement • Define strategic competencies C bilit / it International Human Resources Management, Dr. Jörg Klukas Team Learning • Capability/capacity development • Increase flexibility and apply learning/insights • Enhance and reward effectiveness Competency/ Performance Development Processes 20
  21. 21. Aspects of Individual and Team Learning (Blended Learning System)g ( g y ) International Human Resources Management, Dr. Jörg Klukas 21
  22. 22. ORGANIZING A LEARNING ORGANZATIONS ACC. TO. PEOPLE, PLACES OBJECTSPLACES, OBJECTS International Human Resources Management, Dr. Jörg Klukas
  23. 23. People, Places, Objectsp , , j • Managing a Learning Organizations means • Manage people as interest groups competence centerManage people as interest groups, competence center, etc., who are involved in learning of a particular topic • Manage places, where people can share knowledge and network in order to know who I can asknetwork in order to know who I can ask • Manage objects as the elements to be stored, shared, improved, modified,… people places objects International Human Resources Management, Dr. Jörg Klukas 23
  24. 24. People, Places, Objectsp , , j • Managing a Learning Organizations means • Manage people as interest groups competence centerManage people as interest groups, competence center, etc., who are involved in learning of a particular topic • Manage places, where people can share knowledge and network in order to know who I can asknetwork in order to know who I can ask • Manage objects as the elements to be stored, shared, improved, modified,… people places objects International Human Resources Management, Dr. Jörg Klukas 24
  25. 25. Manage people, development, careersg p p , p , International Human Resources Management, Dr. Jörg Klukas 25
  26. 26. People, Places, Objectsp , , j • Managing a Learning Organizations means • Manage people as interest groups competence centerManage people as interest groups, competence center, etc., who are involved in learning of a particular topic • Manage places, where people can share knowledge and network in order to know who I can asknetwork in order to know who I can ask • Manage objects as the elements to be stored, shared, improved, modified,… people places objects International Human Resources Management, Dr. Jörg Klukas 26
  27. 27. Manage places, groups, communitiesg p , g p , learning learning Project A Project BCustomerCustomer ShareStore Network Regular Team Meetings and Internal Storage Internal and external and Workshops and Reviews g Platforms Databases Competence Center and Interest Groups Knowledge Sharing Forums Project C Project DCustomer Customer International Human Resources Management, Dr. Jörg Klukas learning learning 27
  28. 28. People, Places, Objectsp , , j • Managing a Learning Organizations means • Manage people as interest groups competence centerManage people as interest groups, competence center, etc., who are involved in learning of a particular topic • Manage places, where people can share knowledge and network in order to know who I can asknetwork in order to know who I can ask • Manage objects as the elements to be stored, shared, improved, modified,… people places objects International Human Resources Management, Dr. Jörg Klukas 28
  29. 29. Manage Objects, Topics, Trends Strategic Compentency Informationen Strategic Learning Customer/ P p y Impulse Value Chain/ Partner Learning Methodes Feedback Operational Learning Individual/ Team Learning International Human Resources Management, Dr. Jörg Klukas 29
  30. 30. PROCESS OF LEARNINGPROCESS OF LEARNING AND KNOWLEDGE SHARINGSHARING International Human Resources Management, Dr. Jörg Klukas
  31. 31. Learning Management – a Processg 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 31
  32. 32. Learning Management – a Processg g  Objective: Embedded new learning formats in all processes 1. Detect and Analyze Potentials for Learning 2. Identification/Definition of Learning Formats 3. Establish Learning Tools and Methods 4. Integration within key processes 5. Definition of indicators 6 Review W&L 6. Review International Human Resources Management, Dr. Jörg Klukas 32
  33. 33. 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 33

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