international human resources management lesson 1+2

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Lesson 1 and 2 of the lecture "Human Resources Management" by Dr. Jörg Klukas about: Using the EFQM Model to build up excellent HR Organizations

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international human resources management lesson 1+2

  1. 1. International Human Resources Management, Dr. Jörg Klukas<br />Dr. Jörg Klukas<br />Lecture 1 and 2<br />
  2. 2. Agenda for Lecture Intro and Lecture 2<br />International Human Resources Management, Dr. Jörg Klukas<br />
  3. 3. Agenda for Lecture Intro and Lecture 2<br />Introduction into the EFQM<br />Fundamental Concept<br />EFQM Model and Overview of Criteria<br />Learning RADAR<br />What is an assessor <br />Assessment according to RADAR<br />Example<br />International Human Resources Management, Dr. Jörg Klukas<br />
  4. 4. Guidelines for excellent HR Organizations<br />Based on the EFQM Excellence Model<br />International Human Resources Management, Dr. Jörg Klukas<br />
  5. 5. Business Excellence.... From the perspective of Dilbert.<br />International Human Resources Management, Dr. Jörg Klukas<br />
  6. 6. Business Excellence.... From the perspective of Dilbert.<br />International Human Resources Management, Dr. Jörg Klukas<br />
  7. 7. Business Excellence.Is Dilbert a suitable advertiser?<br />Employees don‘t see this issue unreflecting...<br />International Human Resources Management, Dr. Jörg Klukas<br />
  8. 8. What Makes a good Organization?<br />In Your Opinion:<br />International Human Resources Management, Dr. Jörg Klukas<br />
  9. 9. EFQM & RADAR – Whatis EFQM? <br />EFQM = European Foundation for Quality Management<br />is a Community; located in Brussels; www.efqm.org<br />over 700 members (from Germany 200)<br /> (among them Siemens, DaimlerChrysler, Deutsche Post, TNT-Express, British Telekom)<br />EFQM-Model<br /><ul><li> consisting of 9 criterias (32 sub-criterias), to prove Business Excellence
  10. 10. more than 20 000 organizations in Europe use it; among them 60% of Europe’s 25 biggest organizations and at least 10.000 smalland medium-sizedbusinesses</li></ul>EQA = European Quality Award (EQA)<br /><ul><li> annual competition of the best European organizations
  11. 11. Based on an EQA-report, SiteVisit and RADAR assessment method</li></ul>International Human Resources Management, Dr. Jörg Klukas<br />
  12. 12. EFQM & RADAR – Whatis EFQM? <br />Foundation of the EFQM<br /><ul><li>1988 by 14 leading European organizations</li></ul>Vision of EFQM<br /><ul><li>a world, where European organizations have an outstanding position</li></ul>Mission of EFQM<br /><ul><li>to be driving power for sustainable excellence in Europe</li></ul>International Human Resources Management, Dr. Jörg Klukas<br />
  13. 13. EFQM & RADAR<br />Does Business Excellence repay? <br />Empirical Results of Prof. Singhal (2001): <br /><ul><li>in the phase of implementation, there are no differences between award-winners in business excellence programs and comparison companies
  14. 14. there are significant differences in the post-implementation-phase</li></ul>Database of the empirical research:<br /><ul><li>about 600 quality-award-winner versus a group of benchmark firms with equal company size and industry
  15. 15. comparison of financial performance data over 5 years after a winner-company won the first prize (post-implementation-phase)</li></ul>International Human Resources Management, Dr. Jörg Klukas<br />
  16. 16. EFQM & RADAR<br />Does Business Excellence repay? <br />Performance of award-winner in the post-implementation-phase. Improvement over 5 years.<br />91<br />100<br />Award Winners<br />90<br />Benchmark Firms<br />80<br />69<br />70<br />60<br />Veränderungen in %<br />43<br />50<br />32<br />40<br />30<br />20<br />9<br />8<br />6<br />1<br />10<br />0<br />Operating<br />Sales<br />Return on<br />Return on<br />Income<br />Sales<br />Assets<br />Singhal (2001)<br />International Human Resources Management, Dr. Jörg Klukas<br />
  17. 17. EFQM & RADAR<br />Does Business Excellence repay? <br />Performance of smaller und larger companies in the post-implementation-phase. <br />Small companies<br />70<br />63<br />Largecompanies<br />60<br />50<br />39<br />40<br />Veränderungen in %<br />30<br />22<br />20<br />17<br />20<br />10<br />7<br />4<br />10<br />0<br />Operating<br />Sales<br />Return on<br />Return on<br />Income<br />Sales<br />Assets<br />Singhal (2001)<br />International Human Resources Management, Dr. Jörg Klukas<br />
  18. 18. The direct predecessor of EFQM – The Malcolm BaldrigeModel<br />International Human Resources Management, Dr. Jörg Klukas<br />
  19. 19. An alternative for EFQM – The ISO 9000 standards<br />International Human Resources Management, Dr. Jörg Klukas<br />
  20. 20. Elements of the EFQM Model<br />Fundamental Concepts<br />The Fundamental Concepts of Excellence are the underlying principles of the EFQM Excellence Model which are the essential foundation of achieving Sustainable Excellence for any organisation.<br />EFQM Model with 32 Criteria<br />The EFQM Excellence Model is a non-prescriptive assessment framework that can be used to gain a holistic overview of any organization regardless of size, sector or maturity.<br />RADAR Review Procedure<br />The RADAR Logic is a dynamic assessment framework and powerful management tool that provides a structured approach to questioning the performance of an organization. <br />Achieving Balanced Results<br />Enablers<br />Results<br />Taking Responsibility for a<br />Sustainable Future<br />Adding Value <br />for Customers<br />Plan and Develop<br />Approaches<br />People <br />Results<br />People<br />RADAR<br />Building Partnership<br />Key<br />Performance<br />Results<br />Policy and<br />Strategy<br />Customer<br />Results<br />Leadership<br />Processes<br />Required <br />Results<br />Deploy<br />Approaches<br />Leading with Vision,<br />Inspiration & Integrity<br />Partnerships<br />& Resources<br />Society<br />Results<br />Nurturing Creativity<br />& Innovation<br />Innovation and Learning<br />Assess and Refine<br />Approaches and Deployment<br />Managing by Processes<br />Succeeding through People<br />International Human Resources Management, Dr. Jörg Klukas<br />
  21. 21. The fundamental concepts of excellence<br />Achieving Balanced Results<br />Taking Responsibility for a<br />Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />International Human Resources Management, Dr. Jörg Klukas<br />
  22. 22. The fundamental concepts of excellence<br />Business Excellence requires thinking together about the future already today ...<br />…to be always ahead of the competition.<br />International Human Resources Management, Dr. Jörg Klukas<br />
  23. 23. The fundamental concepts of excellence<br />Achieving Balanced Results<br />Excellent organizations:<br /><ul><li>Identify and understand the Key Results
  24. 24. Evaluate progress towards their Vision and strategic goals
  25. 25. Gather stakeholder’s needs and expectations
  26. 26. Use a balanced set of results
  27. 27. Adopt effective mechanisms to understand future scenarios
  28. 28. Define required outcomes
  29. 29. Deploy strategy and supporting policies
  30. 30. Evaluate the set of results
  31. 31. Ensure transparency of reporting
  32. 32. Ensure, that their leaders are provided with accurate and sufficient information</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations meet their Mission and progress towards their Vision through planning and achieving a balanced set of results that meet both the short and long term needs of their stakeholders and, where relevant, exceed them. <br />International Human Resources Management, Dr. Jörg Klukas<br />
  33. 33. The fundamental concepts of excellence<br />Adding Value for Customers<br />International Human Resources Management, Dr. Jörg Klukas<br />
  34. 34. The fundamental concepts of excellence<br />Adding Value for Customers<br />Excellent organizations:<br /><ul><li>Know, who their different customer groups are
  35. 35. Build and maintain a dialogue with all their customers
  36. 36. Strive to innovateandcreatevalue for their customers
  37. 37. Ensure their people have the necessary tools, competencies, information and empowerment to be able to maximise the customer experience
  38. 38. Continually monitor and review the experiences and perceptions of customers</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations<br />International Human Resources Management, Dr. Jörg Klukas<br />
  39. 39. The fundamental concepts of excellence<br />International Human Resources Management, Dr. Jörg Klukas<br />Excellent Strategy...<br />...bad Deployment!<br />
  40. 40. The fundamental concepts of excellence<br />Leading with Vision, Inspiration & Integrity<br />Excellent organizations:<br /><ul><li>Set a clear direction and strategic focus
  41. 41. Understand the key business drivers
  42. 42. Demonstrate their ability to make sound and timely decisions
  43. 43. Are flexible
  44. 44. Inspire people and create a culture of involvement
  45. 45. Promote a culture which supports the generation and development of new ideas
  46. 46. Champion the organisation’s Values and are role models</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations have leaders who shape the future and make it happen, acting as role models for its Values and ethics. <br />International Human Resources Management, Dr. Jörg Klukas<br />
  47. 47. The fundamental concepts of excellence<br />The company,...<br />....sometimes difficult to control it<br />M.C. Escher<br />International Human Resources Management, Dr. Jörg Klukas<br />
  48. 48. The fundamental concepts of excellence<br />Managing by Processes<br />Excellent organizations:<br /><ul><li>Create and manage a framework of key processes
  49. 49. Analyse, categorise and prioritise their processes and adopt appropriate approaches to effectively managethem
  50. 50. Develop meaningful process performance indicators
  51. 51. Base decisions on factually reliable information
  52. 52. Use data on the current performanceandcapabilities of processes
  53. 53. Involve their people
  54. 54. Deliver high levels of stakeholder confidence
  55. 55. Manage end to end processes</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations are managed through structured and strategically aligned processes using fact-based decision making to create balanced and sustained results. <br />International Human Resources Management, Dr. Jörg Klukas<br />
  56. 56. The fundamental concepts of excellence<br />International Human Resources Management, Dr. Jörg Klukas<br />Excellent organisations value their people and create a culture of empowerment for the balanced achievement of organisational and personal goals.<br />
  57. 57. The fundamental concepts of excellence<br />Succeeding through People<br />Excellent organizations:<br /><ul><li>Understand the skills and competencies required
  58. 58. Create a culture, where people’s dedication, skills, talents and creativity are developed
  59. 59. Ensure that their people can contribute to their own, and the organisations ongoing process
  60. 60. Align personal and team objectives with the organisation’s strategic goals
  61. 61. Adopt approaches that ensure a responsible work
  62. 62. Ensure and embrace diversity of their people
  63. 63. Foster organisational development through shared Values
  64. 64. Define the levels of people performance required
  65. 65. Encourage their people to be creators and ambassadors</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations value their people and create a culture of empowerment for the balanced achievement of organisational and personal goals.<br />International Human Resources Management, Dr. Jörg Klukas<br />
  66. 66. The fundamental concepts of excellence<br />International Human Resources Management, Dr. Jörg Klukas<br />Excellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders.<br />
  67. 67. The fundamental concepts of excellence<br />Nurturing Creativity & Innovation<br />Excellent organizations:<br /><ul><li> Establish and manage networks
  68. 68. Set clear goals and objectives for innovation
  69. 69. Establish approaches to engage shareholders in generating ideas and innovations
  70. 70. Create a cultureofentrepreneurship
  71. 71. Use innovation in a way that goes well beyond technical change
  72. 72. Use innovation to enhance their organisation’s reputation and image
  73. 73. Have an open mindset
  74. 74. Assess the impact and added value of innovations</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders.<br />International Human Resources Management, Dr. Jörg Klukas<br />
  75. 75. The fundamental concepts of excellence<br />International Human Resources Management, Dr. Jörg Klukas<br />Excellent organisations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non-Governmental Organisations (NGO). <br />
  76. 76. The fundamental concepts of excellence<br />Building Partnership<br />Excellent organizations:<br /><ul><li>Recognise that success depend on the effective partnership they develop
  77. 77. Know their core purpose
  78. 78. Establish extensive Networks
  79. 79. Understand partnerships entail working together for long-term, sustainable value enhancement
  80. 80. Identify strategic and operational partnerships
  81. 81. Work together with partners to achieve mutual benefit
  82. 82. Build a sustainable relationship with partners based on mutual trust, respect and openness</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non-Governmental Organisations (NGO). <br />International Human Resources Management, Dr. Jörg Klukas<br />
  83. 83. The fundamental concepts of excellence<br />International Human Resources Management, Dr. Jörg Klukas<br />Excellent organisations embed within their culture an ethical mindset, clear Values and the highest standards of organisationalbehaviour, all of which enable them to strive for economic, social and ecological sustainability.<br />
  84. 84. The fundamental concepts of excellence<br />Taking Responsibility for a Sustainable Future<br />Excellent organizations:<br /><ul><li>Defining and communicating a core purpose
  85. 85. Understand their organisation’s key competencies
  86. 86. Consider economical, societal and ecologicalsustainability
  87. 87. Are able to demonstrate that they have considered the impact of their operations etc…
  88. 88. Ensure a safe and healthy workingEnvironnement for their people
  89. 89. Adopt the highest standards of ethical behaviour
  90. 90. Are transparent and accountable to theit stakeholders
  91. 91. Allocate resources to provide for long-term needs</li></ul>Achieving Balanced Results<br />TakingResponsibility for a Sustainable Future<br />Adding Value <br />for Customers<br />Building Partnership<br />Leading with Vision,<br />Inspiration & Integrity<br />Nurturing Creativity<br />& Innovation<br />Managing by Processes<br />Succeeding through People<br />Excellent organisations embed within their culture an ethical mindset, clear Values and the highest standards of organisationalbehaviour, all of which enable them to strive for economic, social and ecological sustainability.<br />International Human Resources Management, Dr. Jörg Klukas<br />
  92. 92. The EFQM excellence model<br />Enablers<br />Results<br />People <br />Results<br />People<br />Key<br />Performance<br />Results<br />Policy and<br />Strategy<br />Customer<br />Results<br />Leadership<br />Processes<br />Partnerships<br />& Resources<br />Society<br />Results<br />Innovation and Learning<br />International Human Resources Management, Dr. Jörg Klukas<br />
  93. 93. The EFQM excellence model<br />Leadership<br />People<br />Processes<br />People <br />Results<br />Key <br />Performance<br />Results<br />Strategy<br />Customer <br />Results<br />Society <br />Results<br />Partnership<br />& Resources<br />Leadership<br />Leaders develop the Mission, Vision, Values and ethics and act as role models<br />Leaders define, monitor, review and drive the improvement of the organisation’s management system and performance<br />Leaders engage with external stakeholders<br />Leaders reinforce a culture of excellence with the organisation’s people<br />Leaders ensure that the organisation is flexible and manages changes effectively<br />Strategy<br />Strategy is based on the needs and expectations of both stakeholders and the external Environnement<br />Strategy is based on understanding internal performance and capabilities<br />Strategy and supporting policies are developed, reviewed und updated<br />Strategy and supporting policies are communicated, implemented and monitored<br />International Human Resources Management, Dr. Jörg Klukas<br />
  94. 94. The EFQM excellence model<br />Leadership<br />People<br />Processes<br />People <br />Results<br />Key <br />Performance<br />Results<br />Strategy<br />Customer <br />Results<br />Society <br />Results<br />Partnership<br />& Resources<br />People<br />People plans support the organisation’s strategy<br />People’s knowledge and capabilities are developed<br />People are aligned, involved and empowered<br />People communicate effectively throughout the organisation<br />People are rewarded, recognised and cared for<br />Partnership and Resources<br />Partners and suppliers are managed for sustainable benefit<br />Finances are managed to secure sustained success<br />Buildings, equipment, materials and natural resources are managed in sustainable way<br />Technology is managed to support the delivery of strategy<br />Information and knowledge are managed to support effective decision making and to build the organisation’s capability<br />International Human Resources Management, Dr. Jörg Klukas<br />
  95. 95. The EFQM excellence model<br />Leadership<br />People<br />Processes<br />People <br />Results<br />Key <br />Performance<br />Results<br />Strategy<br />Customer <br />Results<br />Society <br />Results<br />Partnership<br />& Resources<br />Processes, Products and Services<br />Processes are designed and managed to optimise stakeholder value<br />Products and services are developed to create optimum value for customers<br />Products and Services are effectively promoted and marketed<br />Products and Services are produces, delivered and managed<br />Customer relationships are managed and enhanced<br />International Human Resources Management, Dr. Jörg Klukas<br />
  96. 96. The EFQM excellence model<br />Leadership<br />People<br />Processes<br />People <br />Results<br />Key <br />Performance<br />Results<br />Strategy<br />Customer <br />Results<br />Society <br />Results<br />Partnership<br />& Resources<br />Customer Results<br />Perceptions<br />These are the customer’s perceptions of the organization. <br />Performance Indicators<br />These are the internal measures used by the organization in order to monitor, understand, predict and improve the organization’s performance. <br />Society Results<br />Perceptions<br />These is the society perception of the organization. <br />Performance Indicators<br />These are the internal measures used by the organization in order to monitor, understand, predict and improve the organization’s performance. <br />People Results<br />Perceptions<br />These are the people’s perceptions of the organization. <br />Performance Indicators<br />These are the internal measures used by the organization in order to monitor, understand, predict and improve the organizations people. <br />Key Results<br />Key Strategic Outcomes<br />These are the key financial and non-financial outcomes which demonstrate the success of the organization’s deployment of their strategy.<br />Performance Indicators<br />These are the key financial and non-financial indicators that are used to measure the organization’s operational performance.<br />International Human Resources Management, Dr. Jörg Klukas<br />
  97. 97. Howto Check Criteriaareappliedcorrectly?<br />International Human Resources Management, Dr. Jörg Klukas<br />
  98. 98. Business ExcellenceRADAR – A general review method<br />What is RADAR ?<br />Plan and Develop<br />Approaches<br />At the highest level RADAR logic states that an organisation needs to:<br /> Determine the Results it is aiming to achieve as part of its strategy<br /> Plan and Develop an integrated set of sound Approaches<br /> Deploy the approaches in a systematic way to ensure implementation<br /> Assess and Refine the deployed approaches<br />RADAR<br />Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  99. 99. Business ExcellenceRADAR – A general review method<br />…to review projects and services<br />…to review organizational units, accounts and partners<br />…to review the entire company<br />…to structure the approaches of the company<br />review = report, assess, criticize, discuss, learn, and improve<br />We use RADAR intensively...<br />International Human Resources Management, Dr. Jörg Klukas<br />
  100. 100. RESULTS<br /><ul><li>are visions, targets, requirements, ideas, evaluations
  101. 101. all interest groups considered
  102. 102. financial and operational</li></ul>APPROACH<br /><ul><li>is project, service, concept, method
  103. 103. to achieve targets of interest groups
  104. 104. systemized by standards and processes
  105. 105. integrated with other approaches
  106. 106. following policy and strategy (SPEED, T-Spirit, Vision,…)</li></ul>DEPLOYMENT<br /><ul><li>is making, realizing, performing
  107. 107. fully for all relevant areas and interest groups
  108. 108. systematically by standards and processes</li></ul>ASSESSMENT&REVIEW<br /><ul><li>is reporting, criticizing, assessing, discussing, learning and improving
  109. 109. regularly measure efficiency of approaches and deployments
  110. 110. active learning and knowledge sharing by Best-Practice
  111. 111. Improvements are identified, prioritized, planed and deployed
  112. 112. assure effectiveness of improvements</li></ul>Levels of ImprovementRADAR – A general review method<br />strategic <br />OPTIMIZE<br />tactic<br />STRUCTURE<br />operative<br />Adaptation effort<br />Frequency of adaptation<br />International Human Resources Management, Dr. Jörg Klukas<br />
  113. 113. The RADAR - Logic<br />Plan and Develop<br />Approaches<br />RADAR<br />Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  114. 114. Assessment of EnablersThe RADAR - Logic<br />Approach<br />Attribute: Sound<br />Seek evidence in order to get confidence that ... <br />... there is a reason to support the choice of the approaches in place <br />... an approach is well described/documented in a way appropriate for those needing to understand it as a process, e.g. is it visualised, did the ‘way of working’ etc.; <br />... an approach is focused on the expectations of everyone involved in the execution of it<br />... the approach already shows signs of maturity or is a proven practice, e.g. because the changes made to it became smaller over time<br />Plan and Develop<br />Approaches<br />RADAR<br />Sound:<br /><ul><li> approach has a clear rationale
  115. 115. approach has defined processes
  116. 116. approach focuses on stakeholder needs
  117. 117. refinements have been embedded in the approach over time </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  118. 118. Assessment of Enablers The RADAR - Logic<br />Approach<br />Attribute: Integrated<br />Seek evidence in order to get confidence that ... <br />... one or a set of approaches are designed to deliver the desired results (now and in the future), <br />... there is a visible/logical link with the strategy, and the approach supports one or more objective; <br />... the people choosing an approach are aligning it with one or more facets of the strategy, while also considering dependencies from and/or impact on other approaches. <br />Plan and Develop<br />Approaches<br />RADAR<br />Integrated:<br /><ul><li> approach supports strategy
  119. 119. approach is linked to other approaches as appropriate </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  120. 120. Assessment of Enablers The RADAR - Logic<br />Deployment<br />Attribute: Implemented<br />Seek evidence in order to get confidence that ... <br />... a view exists on the extent to which an approach has been used and is put into practice. This may relate to different levels within an organisation’s hierarchy; different locations; the number of actual implementations based on an approach; the number of employees actively involved or the various products or services being offered; <br />... there is an awareness of the further potential for deployment in depth or breadth; <br />... some facts & figures exist to show how often an approach is used, how the use has varied over time and why. <br />Plan and Develop<br />Approaches<br />RADAR<br />Implemented:<br /><ul><li> approach is implemented in relevant areas </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  121. 121. Assessment of Enablers The RADAR - Logic<br />Deployment<br />Attribute: Systematic<br />Seek evidence in order to get confidence that ... <br />... there is a plan and timing for the actual deployment (is it a simple or complex project ?); <br />... the implementation of this plan ‘on time’ (maybe too slow or too fast ?); <br />... example(s) exist where the circumstances required temporary or definitive evolutions, small or big. <br />Plan and Develop<br />Approaches<br />RADAR<br />Systematic:<br /><ul><li> approach is deployed in a timely, structured way and with the ability to manage changes in the environment if needed</li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  122. 122. Assessment of Enablers The RADAR - Logic<br />Assessment and Refinement <br />Attribute: Measurement<br />Seek evidence in order to get confidence that ... <br />... there is a view for a specific approach on the effectiveness (achieving the desired output) and efficiency (how much resource, time, money is consumed); <br />... these two aspects are used as a ‘measure’ in one way or another, and are linked to each other; <br />... there is a way to know how frequently this should be done, what period is a ‘good fit’ for measuring. <br />Plan and Develop<br />Approaches<br />RADAR<br />Measurement:<br /><ul><li> regular measurement of the effectiveness and efficiency of the approach and its deployment are carried out
  123. 123. Measures selected are appropriate </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  124. 124. Assessment of Enablers The RADAR - Logic<br />Assessment and Refinement <br />Attribute: Learning and Creativity<br />Seek evidence in order to get confidence that ... <br />... actions resulting in better understanding are undertaken in the field of knowledge needed for a particular approach (this within the organisation, sector, but also outside); <br />... there is knowledge resulting from these learning activities and comparisons that include e.g if the selected approach in use can be considered as ‘outdated’, ‘normal’, ‘better’ or ‘best in class’; <br />... there is an awareness of the potential for further improvement (incremental or radical breakthrough) <br />Plan and Develop<br />Approaches<br />RADAR<br />Learning and Creativity:<br /><ul><li> Learning is used to identify internal and external good practices and improvement opportunities
  125. 125. Creativity is used to generate new or changed approaches </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  126. 126. Assessment of Enablers The RADAR - Logic<br />Assessment and Refinement <br />Attribute: Innovation and Improvement<br />Seek evidence in order to get confidence that ... <br />... the measurement and learning from above lead to real improvements and are visible in the results, it is clear that without the measurement and learning the performance would be lower; <br />... which innovative ideas and big or small changes have already or will ‘make a difference’; <br />... there is a way to select and only act on the best ideas and proposals, not on all of them, e.g. based on the understanding of the limitations in time, resource and capabilities when translating ideas to practice. <br />Plan and Develop<br />Approaches<br />RADAR<br />Innovation and Improvement:<br /><ul><li>Output from measurement and learning is analysedand used to identify, prioritise, plan and implement improvements
  127. 127. Output from creativity is evaluated, prioritised and used </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  128. 128. Assessment of ResultsThe RADAR - Logic<br />Relevance and Usability <br />Attribute: Scope and Relevance<br />Seek evidence in order to get confidence that ... <br />.. the organisation is clear about what it needs to measure/achieve/manage to deploy its strategy and understand its impact on stakeholders perceptions, see how the selection and prioritisation of results is decided upon <br />... the prioritised measures/results presented and used are meaningful within the context of Strategy <br />... when using the results to understand ‘the footprint’ and performance of the organisation, what is the way to make a difference between the essential, not so essential and non-important results to look at <br />... what kind of understandable and useful insights exist on how the various results are related to each other, e.g. which weak or strong influences exist, is a relationship linear or of another type, is there a time delay etc. <br />... if both the effectiveness and efficiency aspects exist, if there is awareness of how these correlate/inter-relate <br />Plan and Develop<br />Approaches<br />RADAR<br />Scope and Relevance:<br /><ul><li> The scope of the Results presented: </li></ul>* Addresses the needs and expectations of relevant stakeholders <br />* Is consistent with the strategy and policies of the organisation<br /><ul><li> The most important results are identified and prioritised as Key results
  129. 129. Relationships between relevant results are understood </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  130. 130. Assessment of ResultsThe RADAR - Logic<br />Relevance and Usability <br />Attribute: Integrity<br />Seek evidence in order to get confidence that ... <br />... what is ‘on time’, ‘too soon’ or ‘too late’ for a specific result <br />... to what extent for a specific result there is a view on the consistency, completeness or any other quality aspects of the data and information used as source <br />... if the precision of the information used and needed are in line or very different from each other <br />Plan and Develop<br />Approaches<br />RADAR<br />Integrity:<br /><ul><li> Results are timely, reliable and accurate </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  131. 131. Assessment of ResultsThe RADAR - Logic<br />Relevance and Usability <br />Attribute: Segmentation<br />Seek evidence in order to get confidence that ...<br />... what the reason for a specific segmentation is when analysing performance/achievements in a specific field <br />... when seeing the differences per segment if this leads to actionable conclusions and insights <br />... if the segmentations used create a strongly discriminating analysis, help to show sharp and significant differences<br />Plan and Develop<br />Approaches<br />RADAR<br />Segmentation:<br /><ul><li> Results are appropriatelysegmented</li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  132. 132. Assessment of ResultsThe RADAR - Logic<br />Performance <br />Attribute: Trends<br />Seek evidence in order to get confidence that ...<br />... what the evolution over time demonstrates, is the performance improving, stabilising or degrading? <br />... if this trend is in line with the ‘desired’ trend and in line with strategic objectives <br />... a specific trend is stronger, comparable or weaker than other relevant trends in the sector, how steep or fast <br />Plan and Develop<br />Approaches<br />RADAR<br />Trends:<br /><ul><li> Trends are positive and/or there is sustained good performance </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  133. 133. Assessment of ResultsThe RADAR - Logic<br />Performance <br />Attribute: Targets<br />Seek evidence in order to get confidence that ...<br />... for a specific key result, in one way or another, a desired level to be achieved exists and is understood. This can be a specific age higher or lower, but also in a ‘band’ between two levels <br />... when this desired future performance level for a specific result is clear, what is or was the rationale behind agreeing to that specific level, why not a bit or a lot higher or lower? <br />... how close in reality these desired levels of performance are (almost) <br />Plan and Develop<br />Approaches<br />RADAR<br />Targets:<br /><ul><li> are set for key results
  134. 134. are appropriate
  135. 135. are achieved </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  136. 136. Assessment of ResultsThe RADAR - Logic<br />Performance <br />Attribute: Comparisons<br />Seek evidence in order to get confidence that ...<br />... if there is (starting with the most important results) an awareness of similar measures used by ‘others’, within or outside of the sector or organisation<br />... to what extent the information to compare with is valid, can be trusted, is easy to use etc. <br />... what can be demonstrated, what does the comparison say about a specific measure, is it a bit or much better, maybe even ‘the best’, or just in the same range, or a bit/ a lot worse, and how this impacts target setting <br />... if out of the comparison further credibility and/or confidence can be allocated to specific achievements <br />Note: competitor and industry averages may be used but for strong role model organisations, these will also show comparisons <br />Plan and Develop<br />Approaches<br />RADAR<br />Comparisons:<br /><ul><li> are made for key results
  137. 137. are appropriate
  138. 138. are favourable</li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  139. 139. Assessment of ResultsThe RADAR - Logic<br />Performance <br />Attribute: Causes<br />Seek evidence in order to get confidence that ...<br />… what the insights gained are concerning cause-effect, e.g. what change in one or more approaches has made a significant difference, which ones not so, or which result would never have been achieved without one or more specific actions, projects, initiatives etc. <br />… for on-going changes and/or deployment of a specific approach in what field(s) a sign of improvement is expected, or why a fall-back to previous or lower levels of performance is very unlikely to happen; <br />… for which results there is a high level of trust and strong ability to convince others that the gains achieved in performance will be kept, what is the probability it will further improve or stabilise. <br />… how much certainty exists in predicted performance, why would it be a surprise if a target is not achieved? <br />Plan and Develop<br />Approaches<br />RADAR<br />Causes:<br /><ul><li> the relationship between Results achieved and their Enablers is understood
  140. 140. based on the evidence presented, there is confidence that positive performance will be sustained in the future </li></ul>Required <br />Results<br />Deploy<br />Approaches<br />Assess and Refine<br />Approaches and Deployment<br />International Human Resources Management, Dr. Jörg Klukas<br />
  141. 141. Literature<br />International Human Resources Management, Dr. Jörg Klukas<br />
  142. 142. Literature<br />EFQM (www.efqm.org)<br />Arthur, Diane: Recruiting, Interviewing, Selecting & Orienting NewEmployees, 4th ed., New York 2006<br />Harzing, Anne-Will: / van Ruysseveldt, Joris: International Human Resource Management, 2. Auflage, London 2004<br />Hodgetts, R. M. / Luthans, F.: International Management – Culture, Strategy, and Behavior, 5. Auflage, New York 2003<br />Noe, Raymond A. / Hollenbeck John R. / Gerhart, Barry / Wright, Patrick M.: Human Resource Management, New York 2006<br />Swart, Juani / Mann, Clare / Brown, Steve / Price, Alan: Human Resource Development, Burlington 2005<br />International Human Resources Management, Dr. Jörg Klukas<br />

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