3 PEOPLE
3a People plans support the organisation‘s strategy
18.10.2010 Tina Grotz
OUTLINE
1. General Information
a) Explanation
b) Aims
c) International Relevance
2. Approaches
a) Planning the quantitativ...
1. GENERAL INFORMATION
A) EXPLANATION
 Managing, developing and releasing the knowledge and
full potential of people
 Pl...
1. GENERAL INFORMATION
B) AIMS
1. Systematic, transparent and sustainable HR development
(1)
2. Systematic development of...
 Cultural differences
 Intercultural communication
 Different education
5
1. GENERAL INFORMATION
C) INTERNATIONAL RELEV...
2. APPROACHES
A) PLANNING THE QUANTITATIVE HR DEMAND
1. Estimation procedure
 Ask executive professionals for estimation
...
2. Planning based on working hours
 Calculation based on the time requirement for fulfilling a
certain quantity of work a...
3. Extrapolating the trend line
 Numbers of a longer time in the past (tendencies of
development) are applied to future
8...
1. External:
 Advertisements about image
 Brochures, views of the company, presentations,
exhibitions, traineeships
9
2....
1. External:
 „Employer Branding“:
“An employer brand […] communicates the company's
culture and values and helps to ensu...
11
2. APPROACHES
B) HR MARKETING
2. Internal:
 Motivation
 Material incentives
 Immaterial incentives
 Further trainin...
1. Requirement/competence profile
 Professional, methodological, social competence and
personal skills
 Implementation:
...
2. Analysis of application documents
 ABC analysis
 Check of content and appearance
 Complete CV
 References
 Work sa...
3. Job interview
 Flexible, universally usable, affordable
 Unstructured: depends on situation
 structured: guideline w...
4. Psychological tests
Psychological
Tests
Personality
Tests
Intelligence
Tests
Performance
Tests
15
2. APPROACHES
C) SELE...
5. Assessment Center
 Observation and assessment of concrete social behaviour
 Realistic and job specific tasks
Advantag...
3. RADAR
EMPLOYER BRANDING
1. Results
 Image to be an attractive employer
 Clear differentiation from competitors
 Bran...
2. Approaches
 Partnerships with schools and universities
 Scholarships
 Sponsorships of competitions
 Open days, visi...
3. Deployment / Project Plan
 Plan budget
 Contact Marketing Department for support
 Define target groups
 Choose appr...
20
3. RADAR
EMPLOYER BRANDING
3. Deployment 4. Assessment & Review
+ -
Taster internships Winning encouraged
young workers...
3. Deployment 4. Assessment & Review
+ -
Organisation of and
participation in regional
cultural events
Targeting regional
...
4. SOURCES
 Meinulf Kolb „Personalmanagement“, Gabler Verlag, 1.
Auflage 2008
 Google books: Florian Schuhmacher, Roland...
Thank you for your
attention!
23
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EFQM 3a Tina Grotz

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EFQM 3a Tina Grotz, Vortrag zur Vorlesung Internationales HR Management an der HTW Dresden

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EFQM 3a Tina Grotz

  1. 1. 3 PEOPLE 3a People plans support the organisation‘s strategy 18.10.2010 Tina Grotz
  2. 2. OUTLINE 1. General Information a) Explanation b) Aims c) International Relevance 2. Approaches a) Planning the quantitative HR demand b) HR Marketing c) Selection of personnel 3. RADAR – Employer Branding 4. Sources 2
  3. 3. 1. GENERAL INFORMATION A) EXPLANATION  Managing, developing and releasing the knowledge and full potential of people  Plan activties to support policy and strategy  Effective operation 3
  4. 4. 1. GENERAL INFORMATION B) AIMS 1. Systematic, transparent and sustainable HR development (1) 2. Systematic development of team structures (1, 2) 3. Duty of care for (fellow) employees (1) 4. Use and benefit from skills and knowledges of employees Short, medium and long-term HR planning (4) 4
  5. 5.  Cultural differences  Intercultural communication  Different education 5 1. GENERAL INFORMATION C) INTERNATIONAL RELEVANCE
  6. 6. 2. APPROACHES A) PLANNING THE QUANTITATIVE HR DEMAND 1. Estimation procedure  Ask executive professionals for estimation  Review: check additional demand + approval procedure easy to apply, universally usable, popular 6
  7. 7. 2. Planning based on working hours  Calculation based on the time requirement for fulfilling a certain quantity of work and the time available per employee  Example:  writing a letter = 6 minutes (0.1 working hours)  2,400 letters per month  Monthly working hours per employee = 160 hours  Total working hours = 0,1 * 2,400 = 240 http://www.wirtschaftswissen.info/bwl/personalwesen/personalbedarfsplanung/methoden-zur-ermittlung-des-quantitativen-personalbedarfs.php 7 2. APPROACHES A) PLANNING THE QUANTITATIVE HR DEMAND 240 160 1.5
  8. 8. 3. Extrapolating the trend line  Numbers of a longer time in the past (tendencies of development) are applied to future 8 2. APPROACHES A) PLANNING THE QUANTITATIVE HR DEMAND Only suitable in case of constant production and sales trend
  9. 9. 1. External:  Advertisements about image  Brochures, views of the company, presentations, exhibitions, traineeships 9 2. APPROACHES B) HR MARKETING
  10. 10. 1. External:  „Employer Branding“: “An employer brand […] communicates the company's culture and values and helps to ensure employees are passionate about, and fit in with, the organisational culture to help move the company forward.” 10 2. APPROACHES B) HR MARKETING http://www.unigrad.com.au/resource-centre/employer-branding.aspx
  11. 11. 11 2. APPROACHES B) HR MARKETING 2. Internal:  Motivation  Material incentives  Immaterial incentives  Further trainings, career opportunities
  12. 12. 1. Requirement/competence profile  Professional, methodological, social competence and personal skills  Implementation:  Development of competence profile  Measurement of applicants` competencies  If necessary development of competencies in the introduction phase 12 2. APPROACHES C) SELECTION OF PERSONNEL
  13. 13. 2. Analysis of application documents  ABC analysis  Check of content and appearance  Complete CV  References  Work samples A-candidates B-candidates C-candidates 13 2. APPROACHES C) SELECTION OF PERSONNEL
  14. 14. 3. Job interview  Flexible, universally usable, affordable  Unstructured: depends on situation  structured: guideline with questions and their wording  Most often: partly structured = guideline with main aspects, individual development  For applicant: information, conditions, workplace, get to know employer, negotiating contract conditions 14 2. APPROACHES C) SELECTION OF PERSONNEL
  15. 15. 4. Psychological tests Psychological Tests Personality Tests Intelligence Tests Performance Tests 15 2. APPROACHES C) SELECTION OF PERSONNEL
  16. 16. 5. Assessment Center  Observation and assessment of concrete social behaviour  Realistic and job specific tasks Advantages:  Variety of methods  realistic  multi-observation  direct comparison between all participants Disadvantages:  Expensive  Time-comsuming 16 2. APPROACHES C) SELECTION OF PERSONNEL
  17. 17. 3. RADAR EMPLOYER BRANDING 1. Results  Image to be an attractive employer  Clear differentiation from competitors  Brand promise with functional and emotional advantages 17
  18. 18. 2. Approaches  Partnerships with schools and universities  Scholarships  Sponsorships of competitions  Open days, visible production  Professional representation  Target-group-specific communication 18 3. RADAR EMPLOYER BRANDING
  19. 19. 3. Deployment / Project Plan  Plan budget  Contact Marketing Department for support  Define target groups  Choose appropriate employees  Select first partners in one region, if success expansion  Partnership conditions, contracts etc.  Design information material  Public: homepage, brochures… visit schools, universities  Observation/ Assessment  Continuation/Improvement 19 3. RADAR EMPLOYER BRANDING
  20. 20. 20 3. RADAR EMPLOYER BRANDING 3. Deployment 4. Assessment & Review + - Taster internships Winning encouraged young workers, numbers of applicants time-comsuming Information events at schools twice a year Presentation in a large region, name recognition hard to decide on which schools/universities to choose Adequate communication, training for employees Delivering right messages Definition of adequate, training = expensive, time-consuming
  21. 21. 3. Deployment 4. Assessment & Review + - Organisation of and participation in regional cultural events Targeting regional potential customers, regional loyality Expensive, maybe not reaching customers with contents Clearly structured and multilingual homepage, brochures... Easy to read and to remember, intercultural Updating process Corporate culture  professional presentation in public Image, customer satisfaction surveys Exhibitions, information events = expensive, employees required 21 3. RADAR EMPLOYER BRANDING
  22. 22. 4. SOURCES  Meinulf Kolb „Personalmanagement“, Gabler Verlag, 1. Auflage 2008  Google books: Florian Schuhmacher, Roland Geschwill „Human Resources Management für die Unternehmensführung“  http://bbs-reko.mmbbs.de  http://www.unigrad.com.au/resource-centre/employer- branding.aspx  http://www.wirtschaftswissen.info/bwl/personalwesen/per sonalbedarfsplanung/methoden-zur-ermittlung-des- quantitativen-personalbedarfs.php 22
  23. 23. Thank you for your attention! 23

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