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Efqm 2c lisa chemnitz


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EFQM 2c Lisa Chemnitz

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Efqm 2c lisa chemnitz

  1. 1. 2c. Strategy and supporting policies are developed, reviewed and updated by Lisa Chemnitz 3 rd semester IB student International HRM Dresden, 10/01/11
  2. 2. Outline <ul><li>1. Introduction: strategy and supporting policies </li></ul><ul><li>2. Vision of a perfect HR strategy </li></ul><ul><li>3. Key targets of HR </li></ul><ul><li>4. I nternational relevance </li></ul><ul><li>5. Linkages </li></ul><ul><li>6. Development HR strategy </li></ul><ul><li>7. Approach Strategy Map </li></ul><ul><li>8. Sources </li></ul>
  3. 3. 1. Introduction HR strategy = planning of personell resources for their most efficient and effective use in order to fulfil the mission and vision of the company Supporting policy = to provide guidelines to apply a strategy (e.g. Recruitment policies, Coaching policies) -> efficiency-oriented organization if people are aligned to strategy
  4. 4. 2. Vision of a perfect HR strategy high performing workforce: - stable - well motivated - involved - highly skilled working environment: - safe - non-discriminatory - efforts are properly recognized and rewarded
  5. 5. <ul><li>-> to create high performing, well­motivated workforce that continuously seeks to improve services </li></ul><ul><li>key aims </li></ul><ul><ul><li>Recruitment and Selection </li></ul></ul><ul><ul><li>Employee Development </li></ul></ul><ul><ul><li>Employee Relations </li></ul></ul><ul><ul><li>Employee Benefits </li></ul></ul><ul><ul><li>Health, Safety and Welfare </li></ul></ul>3. Key targets of HR
  6. 6. 4. International relevance <ul><li>rapid change organizations need to develop a more focused and coherent approach to managing people </li></ul><ul><li>Employees cause biggest costs and contribute their human capital </li></ul><ul><li>Organizations become internationally </li></ul><ul><li>-> Culture: the beliefs, values, norms and management style of the organization </li></ul><ul><li>-> Organization: the structure, job roles and reporting lines of the organization </li></ul><ul><li>-> People: the skill levels, staff potential and management capability </li></ul><ul><li>-> Human resources systems: </li></ul><ul><li>the people focused mechanisms which deliver the strategy </li></ul><ul><li>( employee selection, communications, training, rewards, career development, etc.) </li></ul>
  7. 7. 5. Linkages Enablers Results Innovation and Learning Leadership People Policy and Strategy Partnerships & Resources Processes People Results Customer Results Society Results Key Performance Results
  8. 8. 6. Steps in developing HRM strategy <ul><li>Step1: analyze the company </li></ul><ul><ul><li>Understand the business strategy -> BSC </li></ul></ul><ul><ul><li>define key driving forces </li></ul></ul><ul><ul><li>(e.g. technology, distribution, </li></ul></ul><ul><ul><li>competition) </li></ul></ul><ul><ul><li>implications of the driving forces </li></ul></ul><ul><ul><li>for the people </li></ul></ul><ul><ul><li>What do your people contribute? </li></ul></ul><ul><ul><li>SWOT </li></ul></ul><ul><ul><li>Analysis of HR department </li></ul></ul><ul><ul><li>(areas of operation, the service levels </li></ul></ul><ul><ul><li>and competences of personnel staff) </li></ul></ul>
  9. 9. Step2: derive HR strategy - set up most effective ways to attract, motivate, develop new and existing talents - define a set of key people initiatives to support the overall business strategy - develop guidelines and decide what to focus on — and what to ignore e.g. Age management, Talent management, external recruiting providers, Competency management - ensure that HR goals and objectives are aligned with the company's vision, mission and core values
  10. 10. 7. Approach: Strategy Map <ul><li>- graphical visualization of the action plan for HR </li></ul><ul><li>1 page shows HR plans to achieve goals and objectives and meet expectations in four areas of stakeholders and customers , internal , organizational capability and finance </li></ul><ul><li>- 1 st step: develop a HR mission </li></ul><ul><li>e.g. &quot;To be a key strategic business partner who proactively adresses business unit needs and directly contributes to business unit success.“ </li></ul><ul><li>includes long-term plans, key-performance indicators </li></ul><ul><li>using core competencies and main driving forces to generate benefit for stakeholders </li></ul><ul><li>- needs to be reviewed and updated </li></ul><ul><li>a strategy map should “tell the story of the strategy” in a simple and clear way </li></ul>
  11. 11. Example Strategy Map for HR
  12. 12. Thanks for your attention!
  13. 13. 8. Sources <ul><li> </li></ul><ul><li>,28,1 </li></ul><ul><li> </li></ul><ul><li>Balanced.pdf </li></ul><ul><li>coun_human.doc </li></ul><ul><li> </li></ul><ul><li>Buch: Lourens,Brughmanns,Harbig: „Profitables Personalmanagement“, Luchterhand 2008 </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul>