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Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
Human Resources Management and Leadership for Growth
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Human Resources Management and Leadership for Growth

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Support presentation to the SPIN-UP Training Programme on Entrepreneurial Skills for University Spin-Offs. …

Support presentation to the SPIN-UP Training Programme on Entrepreneurial Skills for University Spin-Offs.

SPIN-UP is a cooperation project supported by the European Commission that aims to create an Entrepreneurship Training and Coaching Programme that contributes to the development of Key Entrepreneurial Skills, both technical and behavioural, essential to enable and leverage University Spin-Offs growth.

Download and have access to other training materials in www.spin-up.eu

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  • 1. templateversion1.0HRM AND LEADERSHIP FOR GROWTHModule Presentation
  • 2. TRAINING OBJECTIVES AND CONTENTS| 2The SPIN-UP training in HRMand Leadership for Growth willhelp University Spin-Off’smanagers to improve theirabilities in different aspects ofpeople management, based onthe concepts of HighPerformance Work Systemsand the understanding ofleadership styles.Know the basicsabout HRM andLeadershipIdentify HRM andLeadership practices forgrowthDevelop a HighPerformanceWork Systemand aleadership pathfor growth
  • 3. | 3Understand the main concepts around High Performance WorkSystems as a model for HRMClarify the notion of leadershipUnderstand the model of full range leadershipUnderstand the basic dimensions of a high performing workclimateKnow the basics about HRM and LeadershipTRAINING OBJECTIVES AND CONTENTS
  • 4. | 4Know how a HPWS can support entrepreneurial growthUnderstand the impact of different leadership styles on workclimate and entrepreneurial growthIdentifying HRM and Leadership practices for growthTRAINING OBJECTIVES AND CONTENTS
  • 5. • 1. training objectives and contents| 5Be able to apply the concepts of HPWS to own businessBe able to reflect on own leadership styles and their influenceon growthDeveloping your own HPWS and leadership path for growth
  • 6. | 6 This module is not intended to prepare traineesto be experts in HRM or Leadership. Instead, it appeals to the trainee common senseand experience to understand how HRMprocesses and leadership behaviors can beoptimized for effective people management,that can enable further growth.TRAINING OBJECTIVES AND CONTENTS
  • 7. | 7 Knowing the Basics Identifying practices Develop solutionsLearning Objectives Learning ContentsKnow the basicsabout HRM andLeadershipIdentify HRM andLeadership practices forgrowthDevelop a HighPerformanceWork Systemand aleadership pathfor growthTRAINING OBJECTIVES AND CONTENTS
  • 8. KNOWING THE BASICS| 8HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEMA High Performance Work System (HPWS) is a model for people management thatcombines a set of best HR management practices in a consistent and mutuallyreinforcing fit that ultimately leads to both individual and organizational performance.(Kepes and Delery, 2007)
  • 9. KNOWING THE BASICS| 9HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEMFigure 1: The high-involvement work system integrated framework by Boxall and Macky (2009)
  • 10. KNOWING THE BASICS| 10HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEM» 5 key fundamental HR Management practices that should constitute a HPWS•Selective recruitment and selection•Compensation and performance related pay (PRP)•Appraisal and performance management (PM)•Training and development•Employee participation
  • 11. KNOWING THE BASICS| 11HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEM» 5 key fundamental HR Management practices that should constitute a HPWS•Selective recruitment and selectionThe main objective of recruitment and selection is to ensure aproper job and organisation fit.(Bowen et al, 1991)
  • 12. KNOWING THE BASICS| 12HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEM» 5 key fundamental HR Management practices that should constitute a HPWS•Compensation and performance related pay (PRP)Is not only about salary or financial gains as it can encompassa wider range of benefits and rewards that should be takenalso in account.
  • 13. KNOWING THE BASICS| 13HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEM» 5 key fundamental HR Management practices that should constitute a HPWS•Appraisal and performance management (PM)Establishing and reinforcing the link between individualperformance and the organisational goals.
  • 14. KNOWING THE BASICS| 14HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEM» 5 key fundamental HR Management practices that should constitute a HPWS•Training and developmentThe development of the knowledge, competencies andskills necessary for an organisation to function and achieve itsgoals.
  • 15. KNOWING THE BASICS| 15HRM and LeadershipHRM AS A HIGH PERFORMANCE WORK SYSTEM» 5 key fundamental HR Management practices that should constitute a HPWS•Employee participationThe development of ownership, which is known to be a criticalfactor for people to feel motivated to work in a given organisation.
  • 16. KNOWING THE BASICS| 16HRM and LeadershipLEADERSHIPLeadership has been defined as a process of influencing individualstowards certain goals.(Yukl, 2010)mutual feedback loopsbetween leaders andfollowers--------------------------shared processability of affectingothers perceptionsabout priorities andtasks--------------------------reflected on differentleadership stylesthere are implicit orexplicit goals involved--------------------------key role of a leader isto facilitate thedefinition andembracing of goals bythose taking part inthe process
  • 17. KNOWING THE BASICS| 17HRM and LeadershipLEADERSHIP» The “Full Range Leadership” Model and 3 main levels of LeadershipAccording to the full range theory, leadership effectiveness is determined by the ability of theleader to move between transactional and transformational leadership behaviours. Both areneeded and important in an organization.The right leadership style... Creates a strong work climateTRANSACTIONAL TRANSFORMATIONALLAISSEZ-FAIRE
  • 18. KNOWING THE BASICS| 18HRM and LeadershipLEADERSHIP» The “Full Range Leadership” ModelTRANSFORMATIONALLEADERSHIPIdealizedinfluenceIntellectualstimulationInspirationalmotivationIndividualconsideration
  • 19. KNOWING THE BASICS| 19HRM and LeadershipLEADERSHIP» The “Full Range Leadership” ModelThe right leadership style... Creates a strong work climateLeaders will have to navigate between transactional aspects like goal setting and control, and thetransformational aspects explained before to ensure that these six dimensions of work climateare properly developed and maintained.standardsteam commitmentrewards responsabilityclarityflexibility
  • 20. HRM AND LEADERSHIP FOR GROWTH| 20HRM and Leadership» If one consider 4 main typical characteristics of entrepreneurial growthFURTHERINNOVATIONPARTNERSHIPDEVELOPMENTMARKETEXPANSIONINCREASING TEAMCOMPLEXITYGROWTH&PEOPLEMANAGEMENTCHALLENGES
  • 21. HRM AND LEADERSHIP FOR GROWTH| 21HRM and LeadershipThese multiple aspects of growth pose several challenges in terms of people management intotwo types: i) affective and ii) operational .GROWTH CHARACTERISTICSPEOPLE MANAGEMENT CHALLENGESAFFECTIVE OPERATIONALMARKET EXPANSION - Motivation to grow and achieve - Understanding markets- Cultural Awareness- Access to qualified peopleFURTHER INNOVATION - Motivation to learn and to try newthings- Access to new knowledge- Protecting innovation- Access to qualified peopleINCREASING TEAM COMPLEXITY - Lack of mutual understanding andtrust- Knowledge sharing- Project management- Team coordinationPARTNERSHIP DEVELOPMENT - “Not invented here” syndrome - Networking skills- Access to networksTable 1: People management challenges in face of growth
  • 22. HRM AND LEADERSHIP FOR GROWTH| 22HRM and LeadershipHow can HPWS and Leadership affect growth and help addressing the challengespresented?GROWTHCHARACTERISTICSOPERATIONALCHALLENGESHPWS PRACTICESSELECTIVERECRUITMENT &SELECTIONPRP PMTRAINING &DEVELOPMENTEMPLOYEEPARTICIPATIONMARKETEXPANSION- Understandingmarkets- CulturalAwareness- Access toqualified people- Assess ambition levelsof candidates duringrecruitment process- Develop a competencymap of the competenciesand knowledge neededin the company formarket expansion-Reward individuals and teamsaccording to their contributionfor growth- Offer stock option plans- Implement an individual andteam based bonus systemcoupled with growth targets- Evaluate specificcontribution towardsgrowth and link that withthe compensation andperformance related pay- Offer specific training onmarketing, negotiationskills and culturaldifferences- Involve employees inthe marketing strategydevelopment processFURTHERINNOVATION- Motivation tolearn and to trynew things- Assess willingness tolearn and opennesstowards change duringrecruitment processes-Develop a map of thecompetencies andknowledge that will belikely needed in thefuture- Establish partnershipswith Universities- Reward individuals andteams according to theircontribution towardsinnovation-Offer stock option plans- Implement an individualand team based bonussystem coupled withinnovation targets- Evaluate specificcontribution towardsinnovation- Create a 360 appraisalprocess fororganizational learningand for a culture ofcontinuousimprovement and trust- Offer specific trainingon innovationmanagement andcreativity- Train employees onnew technical areasnecessary for furtherinnovation- Create horizontaltask-forces forinnovation projects
  • 23. HRM AND LEADERSHIP FOR GROWTH| 23HRM and LeadershipHow can HPWS and Leadership affect growth and help addressing the challengespresented?GROWTHCHARACTERISTICSOPERATIONALCHALLENGESHPWS PRACTICESSELECTIVERECRUITMENT &SELECTIONPRP PMTRAINING &DEVELOPMENTEMPLOYEEPARTICIPATIONINCREASING TEAMCOMPLEXITY- Knowledgesharing- Projectmanagement- Teamcoordination- Assess for ability towork in multi-culturaland diverse teams-Reward individuals and teamsfor collaboration andknowledge sharing- Evaluate specificcontribution towardscollaboration andknowledge sharing- Offer training on projectmanagement and teamdynamics- Allow room for self-organization such thatteams can find optimalways of workingtogetherPARTNERSHIPDEVELOPMENT- Networking skills- Access tonetworks-Create a map of thenecessary networks thatwill be needed forgrowth-Assess for adaptability,openness anddiplomatic skills- Reward individuals andteams for their contributiontowards networking andpartnership development- Evaluate specificcontribution towardsnetworking andpartnershipdevelopment- Offer training onnetworking skills- Pro-actively involveemployees in thenetworking processTable 2: Examples of HPWS practices for growth
  • 24. HRM AND LEADERSHIP FOR GROWTH| 24HRM and LeadershipHow can HPWS and Leadership affect growth and help addressing the challengespresented?GROWTHCHARACTERISTICSAFFECTIVECHALLENGESTRANSFORMATIONAL LEADERSHIP PRACTICESIDEALIZED INFLUENCE INSPIRATIONAL MOTIVATION INTELLECTUAL STIMULATIONINDIVIDUALIZEDCONSIDERATIONMARKET EXPANSION - Motivation to growand achieve- Be personally involved incustomer visits wheneverneeded-Set and consistently communicateambitious targets for growth-Communicate a compelling vision- Challenge employees tothink of ways to generatenew leads-Coach individuals onmarketing and businessdevelopment skills-Praise for growthachievementsFURTHER INNOVATION - Motivation to learnand to try new things-Acknowledge ownmistakes to stimulatelearning and risk taking- Set and consistentlycommunicate ambitious quality,innovation and learning relatedtargets- Challenge employees tocontribute with ideas andways of improving products,services and processes- Provide individual praisefor learning andentrepreneurial behaviourINCREASING TEAMCOMPLEXITY- Lack of mutualunderstanding andtrust-- Be open and shareknowledge with employees- Praise team performance - Challenge teams to findways of working moreeffectively together-Spend time understandingpeople’s concerns-Act as a mediator andfacilitator for teamperformance
  • 25. HRM AND LEADERSHIP FOR GROWTH| 25HRM and LeadershipHow can HPWS and Leadership affect growth and help addressing the challengespresented?GROWTHCHARACTERISTICSAFFECTIVECHALLENGESTRANSFORMATIONAL LEADERSHIP PRACTICESIDEALIZED INFLUENCE INSPIRATIONAL MOTIVATION INTELLECTUAL STIMULATIONINDIVIDUALIZEDCONSIDERATIONPARTNERSHIPDEVELOPMENT- “Not invented here”syndrome- Be personally involved innetworking and supportingpartnerships when needed- Stimulate an open innovationand partnering culture, wherecontributions from the outsideare welcome- Create teams withemployees and partners forjoint projects and events-Spend time understandingthe concerns of employeesand the specific needs ofpartners-Act as a mediator andfacilitator between partnersand employeesTable 3: Transformational leadership behaviours for growth
  • 26. HRM AND LEADERSHIP FOR GROWTH| 26HRM and LeadershipWhile we claim that SMEs, and University spin-offs in particular, should have some form of HPWSfor them to grow, it is however important to emphasize that there are no fixed formulas andthat each entrepreneur should reflect on the specific realities of their businesses anddevelop those HR management practices that can be effective in their context ofaction.It is not possible, and probably not even recommendable, to provide ready-madetype of practices and behaviours for growth as every case is different.» Just to remind...
  • 27. URL . www.spin-up.eueMail . info@spin-up.eu

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