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

1. Excellent HR Organizations
according to the EFQM Model
http://www.flickr.com/photos/egui/161715788/sizes/z/

2. AGENDA FOR LECTURE
INTRO AND LECTURE 2
International Human Resources Management,
Dr. Jörg Klukas

3. Agenda for Lecture Intro and Lecture 2
g
• Introduction/Expectations
• Lecture Structure/Calendar
• Assignments of Topics to Students
• Homework Preparation
• Introduction into the EFQM
• Fundamental Concept
• EFQM Model and Overview of Criteria
• Learning RADAR
• What is an assessor
• Assessment according to RADAR
• Example
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4. INTRODUCTION AND
EXPECTATIONS
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5. Introduction & Expectations
p
Me: Dr. Jörg Klukas
- PhD in Computer Sciences
- Additional MBA
- Worked 8 years as HR and Procurement Director at T-
Systems
You: Prepare a profile-paper with:
fil ih
• Full name and origin (country)
• Grade your interest in a position as HR Manager
(from 1 = no interest to 10 = high interest)
• Expectations for this lecture
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6. LECTURE STRUCTURE
AND CALENDAR
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7. Lecture Structure – each 90minutes
• Summary of the last lectures and positioning of the Topic of
the Lecture
• General Introduction to Topic of the Lecture (student)
• 20min presentation by student for a selected sub-criteria/topic
sub criteria/topic
• prepared as homework
• 10min discussion and elaboration by team
• questions
• other li k
th linkages
• other international aspects
• other approaches
• assess RADAR
• Introduction of HR concepts, foundations and approaches
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8. HOMEWORK
ASSIGNMENTS
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9. Assignments of Topics to Students
Add your subcriteria on profile-paper
y p p p
• Homework 20 Presentations (= Topic of the Lecture)
• 1a-e Roles of Leaders
• 2a-d Human Resources Strategy
• 3a-e People Management
• 4a Human Resources Partner
• 4e Knowledge Management (P
K l d M (People Places Objects)
l Pl Obj )
• 5a/b Processes /Products of Human Resources
• 7a/b Indicators of Human Resources
• Homework Content (20min presentation)
• Present and explain content of the criteria
• Reflect criteria according to HR-function (except 3/7)
HR function
• Reflect international relevance
• Define context and linkages/dependencies to other sub/criteria
• Investigate and list possible approaches
• Present one approach according to RADAR-Structure
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10. Based on the EFQM Excellence Model
GUIDELINES FOR
EXCELLENT HR
ORGANIZATIONS
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11. Business Excellence.
Is Dilbert a suitable advertiser?
Employees don‘t see this issue unreflecting...
don t unreflecting
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12. In Your Opinion:
WHAT MAKES A GOOD
ORGANIZATION?
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13. EFQM & RADAR – What is EFQM?
Q Q
EFQM = European Foundation for Quality Management
•is a Community; located in Brussels; www.efqm.org
is www efqm org
•over 700 members (from Germany 200)
(among them Siemens, DaimlerChrysler, Deutsche Post, TNT-Express, British Telekom)
EFQM-Model
• consisting of 9 criterias (32 sub-criterias), to prove Business Excellence
• more than 20 000 organizations in Europe use it; among them 60% of
Europe s
Europe’s 25 biggest organizations and at least 10 000 small and medium
10.000 medium-
sized businesses
EQA = European Quality Award (EQA)
• annual competition of the best European organizations
• Based on an EQA-report, SiteVisit and RADAR assessment method
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14. EFQM & RADAR – What is EFQM?
Q Q
Foundation of the EFQM
• 1988 by 14 leading European organizations
y g p g
Vision of EFQM
• a world, where European organizations have an outstanding position
Mission of EFQM
• to be driving power for sustainable excellence in Europe
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15. EFQM & RADAR
Does Business Excellence repay?
Empirical Results of Prof. Singhal (2001):
• in
the phase of implementation, there are no differences between
award-winners in business excellence programs and comparison
companies
• there are significant differences in the post-implementation-phase
Database of th empirical research:
D t b f the i i l h
• about600 quality-award-winner versus a group of benchmark firms
with equal company size and industry
q p y y
• comparison
of financial performance data over 5 years after a winner-
company won the first prize (post-implementation-phase)
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16. EFQM & RADAR
Does Business Excellence repay?
Performance of award-winner in the post-
implementation-phase.
implementation phase Improvement over 5 years.
years
100 91 Award Winners
90 Benchmark Firms
derungen in %
80 69
70
60
50 43
40 32
Veränd
30
20 8 9 6
10 1
0
Operating Sales Return on Return on
Income Sales Assets
Singhal (2001)
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17. EFQM & RADAR
Does Business Excellence repay?
Performance of smaller und larger companies in the
post-implementation-phase.
post implementation phase
Small companies
70 63
erungen in %
Large companies
60
50
39
40
30 22
Verände
20 17
20
7 10
10 4
0
Operating Sales Return on Return on
Income Sales Assets
Singhal (2001)
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18. The direct predecessor of EFQM –
The Malcolm Baldrige Model
g
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19. An alternative for EFQM –
The ISO 9000 standards
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20. Other Excellence Models for HT
• People Capability Maturity Model
• Best Pers Award
• Great Place to Work
• Investors in People
• Top Job
• …
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21. Elements of the EFQM Model
Q
• Fundamental Concepts
Achieving Balanced Results
g • The Fundamental Concepts of Excellence are the
p
underlying principles of the EFQM Excellence Model which are
Taking
Responsibility for
a Adding Value
Sustainable for Customers
the essential foundation of achieving Sustainable Excellence for
Future
Building
Partnershi
any organisation.
p
Leading with Vision,
Inspiration & Integrity
Nurturing Creativity
& Innovation
Managing by Processes
Succeeding through People
S di h hP l
• EFQM Model with 32 Criteria
Enablers Results
• The EFQM Excellence Model is a non-prescriptive assessment
People
People
Results framework that can be used to gain a holistic overview of any
Leadership
Policy
and
Strate
Processes
Customer
Results
Key
Performance
Results
organization regardless of size, sector or maturity.
gy
Partnersh Society
ips Results
&
Resources
Innovation and Learning
• RADAR Review Procedure
• The RADAR Logic is a dynamic assessment framework and
powerful management tool that provides a structured approach to
Plan and Develop
Approaches
q
questioning the p
g performance of an organization.
g
Required Deploy
Results RADAR Approaches
Assess and Refine International Human Resources Management,
Approaches and Deployment
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22. The fundamental concepts of excellence
p
Achieving Balanced Results
Taking Responsibility for a
Sustainable Future
Adding Value
for Customers
f C
Building Partnership
Leading with Vision,
Inspiration & Integrity
Nurturing Creativity
& Innovation
Managing by Processes
Succeeding through People
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23. The fundamental concepts of excellence
p
Business Excellence requires thinking together about the future
already today ...
…to b always ahead of the competition.
be l h d f h ii
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24. The fundamental concepts of excellence
p
Achieving Balanced Results
Taking Responsibility
Achieving Balanced Results Excellent organizations:
for a Sustainable Future Adding Value
for Customers
•Identify and understand the Key Results
Building • E l t progress t
Evaluate towards th i Vi i
d their Vision and
d
Partnership
Leading with Vision, strategic goals
Inspiration & Integrity
• Gather stakeholder’s needs and expectations
Nurturing Creativity
& Innovation
• Use a balanced set of results
Managing by Processes
Succeeding through People
• Adopt effective mechanisms to understand
future scenarios
• Define required outcomes
Excellent organizations meet their
g • Deploy strategy and supporting policies
Mission and progress towards their
• Evaluate the set of results
Vision through planning and achieving a
balanced set of results that meet both the • Ensure transparency of reporting
short and long term needs of their • Ensure, that their leaders are provided with
stakeholders and, where relevant, exceed accurate and sufficient i f
d ffi i information
i
them.
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25. The fundamental concepts of excellence
p
Adding Value for Customers
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Klukas 25

26. The fundamental concepts of excellence
p
Adding Value for Customers
Taking Responsibility
Achieving Balanced Results Excellent organizations:
for a Sustainable Future Adding Value
for Customers
•Know, who their different customer groups
Building
are
Partnership
Leading with Vision, • Build and maintain a dialogue with all their
Inspiration & Integrity
customers
Nurturing Creativity
& Innovation • Strive to innovate and create value for their
Succeeding through People
Managing by Processes customers
• Ensure their people have the necessary tools,
competencies, information and empowerment to
be able to maximise the customer
Excellent organisations know that
g experience
customers are their primary reason for • Continually monitor and review the
being and strive to innovate and create experiences and perceptions of customers
value for them by understanding and
anticipating their needs and expectations
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27. The fundamental concepts of excellence
p
Excellent
ce e t
Strategy
...
...bad
Deployment!
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28. The fundamental concepts of excellence
p
Leading with Vision, Inspiration & Integrity
Taking Responsibility
Achieving Balanced Results Excellent organizations:
for a Sustainable Future Adding Value
for Customers
•Set a clear direction and strategic focus
Building • U d t d th k business d i
Understand the key b i drivers
Partnership
Leading with Vision,
Inspiration & Integrity
• Demonstrate their ability to make sound and
timely decisions
Nurturing Creativity
& Innovation
• Are flexible
Managing by Processes
Succeeding through People
• Inspire people and create a culture of
involvement
• Promote a culture which supports the
Excellent organisations have leaders who
g generation and development of new ideas
shape the future and make it happen, • Champion the organisation’s Values and
acting as role models for its Values and are role models
ethics.
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29. The fundamental concepts of excellence
p
The company,...
M.C. Escher
....sometimes difficult to control it
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30. The fundamental concepts of excellence
p
Managing by Processes
Taking Responsibility
Achieving Balanced Results Excellent organizations:
for a Sustainable Future Adding Value
for Customers
•Create and manage a framework of key
Building
processes
Partnership
Leading with Vision, • Analyse, categorise and prioritise their
Inspiration & Integrity
processes and adopt appropriate approaches to
Nurturing Creativity
& Innovation
effectively manage them
Succeeding through People
Managing by Processes • Develop meaningful process performance
indicators
•Base decisions on factually reliable information
• Use data on the current performance and
Excellent organisations are managed
g g
capabilities of processes
f
through structured and strategically
aligned processes using fact-based • Involve their people
decision making to create balanced and • Deliver high levels of stakeholder confidence
sustained results. • Manage end to end processes
g p
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31. The fundamental concepts of excellence
p
Excellent organisations value
their people and create a culture
p p
of empowerment for the balanced
achievement of organisational
and personal goals.
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32. The fundamental concepts of excellence
p
Succeeding through People
Taking Responsibility
Achieving Balanced Results Excellent organizations:
for a Sustainable Future Adding Value
for Customers
•Understand the skills and competencies
Building
required
Partnership
Leading with Vision, • Create a culture, where people’s dedication,
Inspiration & Integrity
skills, talents and creativity are developed
Nurturing Creativity
& Innovation • Ensure that their people can contribute to their
Succeeding through People
Managing by Processes own,
own and the organisations ongoing process
• Align personal and team objectives with the
organisation’s strategic goals
• Adopt approaches that ensure a responsible
Excellent organisations value their
g
work
ork
people and create a culture of
empowerment for the balanced • Ensure and embrace diversity of their people
achievement of organisational and • Foster organisational development through shared
personal goals. Values
• Define the levels of people performance required
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• Encourage their people to be creators and
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33. The fundamental concepts of excellence
p
Excellent organisations
generate increased value and
levels of performance through
continual and systematic
innovation by harnessing the
y g
creativity of their
stakeholders.
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34. The fundamental concepts of excellence
p
Nurturing Creativity & Innovation
Taking Responsibility
Achieving Balanced Results Excellent organizations:
for a Sustainable Future Adding Value
for Customers
• Establish and manage networks
Building • S t clear goals and objectives for i
Set l l d bj ti f innovation
ti
Partnership
Leading with Vision,
Inspiration & Integrity
• Establish approaches to engage shareholders in
generating ideas and innovations
Nurturing Creativity
& Innovation
• Create a culture of entrepreneurship
Managing by Processes
Succeeding through People
• Use innovation in a way that goes well beyond
technical change
• Use innovation to enhance their organisation’s
Excellent organisations
g g
generate reputation and image
increased value and levels of • Have an open mindset
performance through continual and • Assess the impact and added value of
systematic innovation by harnessing the innovations
creativity of their stakeholders.
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35. The fundamental concepts of excellence
p
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).
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36. The fundamental concepts of excellence
p
Building Partnership
Taking Responsibility
Achieving Balanced Results Excellent organizations:
for a Sustainable Future Adding Value
for Customers
•Recognise that success depend on the effective
Building
partnership they develop
Partnership
Leading with Vision, • Know their core purpose
Inspiration & Integrity
• Establish extensive Networks
Nurturing Creativity
& Innovation
• Understand partnerships entail working
Managing by Processes
Succeeding through People together for long-term, sustainable value
enhancement
• Identify strategic and operational partnerships
Excellent organisations seek, develop and
g , p • Work together with partners to achieve mutual
maintain trusting relationships with benefit
various partners to ensure mutual • Build a sustainable relationship with partners
success. These partnerships may be based on mutual trust, respect and openness
formed with customers, society, key
suppliers, educational bodies or Non-
Governmental Organisations (NGO).
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37. The fundamental concepts of excellence
p
Excellent organisations embed within
their culture an ethical mindset, clear
Values and the highest standards of
organisational behaviour, all of which
enable them to strive for economic, social
and ecological sustainability.
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38. The fundamental concepts of excellence
p
Taking Responsibility for a Sustainable Future
Taking Responsibility for
Achieving Balanced Results Excellent organizations:
a Sustainable Future Adding Value
for Customers
•Defining and communicating a core purpose
Building • U d t d th i organisation’s k
Understand their i ti ’ key
Partnership
Leading with Vision, competencies
Inspiration & Integrity
• Consider economical, societal and ecological
Nurturing Creativity
& Innovation sustainability
Managing by Processes
Succeeding through People • Are able to demonstrate that they have considered
the impact of their operations etc…
• Ensure a safe and healthy working
Environnement for their people
Excellent organisations embed within
g
their culture an ethical mindset, clear • Adopt the highest standards of ethical
Values and the highest standards of behaviour
organisational behaviour, all of which • Are transparent and accountable to theit
enable them to strive for economic, social stakeholders
and ecological sustainability. • Allocate resources to provide for long-term
needs
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39. The EFQM excellence model
Q
Enablers Results
People
People Results
Policy and Customer Key
Leadership
p Strategy Processes Results Performance
Results
Partnerships Society
& Resources Results
Innovation and Learning
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40. The EFQM excellence model
Q
People
People
Results
Key
Customer
Leadership Strategy Processes Performance
Results
Results
Partnership Society
& Resources Results
1. Leadership
a. Leaders develop the Mission, Vision,
HR Leadership Team
Values and ethics and act as role models
(Head of HR, Head of HR
b. Leaders define, monitor, review and departments, HR Team
drive the improvement of the Leaders,…)
, )
organisation’s management system and
i i ’ d
performance
c. Leaders engage with external Designing, selection,
stakeholders
evaluation, development of
, p
d. Leaders reinforce a culture of excellence general Leadership of
with the organisation’s people organization
e. Leaders ensure that the organisation is
flexible and manages changes effectively
g g y
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41. The EFQM excellence model
Q
People
People
Results
Key
Customer
Leadership Strategy Processes Performance
Results
Results
Partnership Society
& Resources Results
2. Strategy
a. Strategy is based on the needs and
expectations of both stakeholders and
the external Environnement
Human Capital Vision,
Strategy
b.
b Strategy is based on understanding
internal performance and capabilities
Human Capital Scorecard
c. Strategy and supporting policies are
developed, reviewed und updated HR Strategy Deployment and
d. Strategy and supporting policies are Review
R i
communicated, implemented and
monitored
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42. The EFQM excellence model
Q
People
People
Results
Key
Customer
Leadership Strategy Processes Performance
Results
Results
Partnership Society
& Resources Results
3. People
a. People plans support the organisation’s
strategy
b. People’s knowledge and capabilities are Core HR Tasks
developed
c. People are aligned, involved and
empowered
d. People communicate effectively
throughout the organisation
e. People are rewarded, recognised and
cared for
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43. The EFQM excellence model
Q
People
People
Results
Key
Customer
Leadership Strategy Processes Performance
Results
Results
Partnership Society
& Resources Results
4. Partnership and
Resources
a. Partners and suppliers are managed for Partners of HR
sustainable benefit
b.
b Finances are managed to secure sustained HR Finance, Budgets
success
HR Office
c. Buildings, equipment, materials and natural
resources are managed in sustainable way
HR Busness Technology
d. Technology is managed to support the delivery (e.g. IT Sytems)
of strategy
e. Information and knowledge are managed to Learning Organizations
support effective decision making and to build
the organisation’s capability
h i i ’ bili
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44. The EFQM excellence model
Q
People
People
Results
Key
Customer
Leadership Strategy Processes Performance
Results
Results
Partnership Society
& Resources Results
5. Processes, Products
HR Processes, sub-process,
and Services procedures, checklists,
a. Processes are designed and managed to forms,…
optimise stakeholder value HR Process Performance
b.
b Products and services are developed to Indicators
create optimum value for customers HR Management Review
c. Products and Services are effectively
promoted and marketed What about HR Products,
Services and Solutions?
d. Products and Services are produces,
delivered and managed What about HR customer
relationship?
e. Customer relationships are managed
and enhanced
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45. The EFQM excellence model
Q
In People Business, some People Results are
People
People
Results
Key
Leadership Strategy Processes
Customer
Results
Performance
Results
Key Results with Society Relevance
Partnership Society
& Resources Results
6. Customer Results 8. Society Results
a. Perceptions
p a. Perceptions
p
These are the customer’s perceptions of the organization. These is the society perception of the organization.
b. Performance Indicators b. Performance Indicators
These are the internal measures used by the organization in These are the internal measures used by the
order to monitor, understand, predict and improve the organization in order to monitor, understand, predict and
organization’s performance. improve the organization’s performance.
7. People Results 9. Key Results
a. Perceptions a. Key Strategic Outcomes
These are the people’s perceptions of the organization. These are the key financial and non-financial
outcomes which demonstrate the success of the
b. Performance Indicators organization’s deployment of their strategy.
These are the internal measures used by the b. Performance Indicators
organization in order to monitor, understand, predict and
improve the organizations people.
i th g i ti l These are the k financial and non-financial
Th th key fi i l d fi i l
indicators that are used to measure the
organization’s operational performance.
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46. HOW TO CHECK CRITERIA
ARE APPLIED
CORRECTLY?
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47. Business Excellence
RADAR – A general review method
What is RADAR ?
Plan and Develop
Approaches
pp
At the highest level RADAR logic states
that an organisation needs to:
a. Determine the Results it is aiming
to achieve as part of its strategy Required
q Deploy
p y
b. Plan and Develop an integrated set
Results RADAR Approaches
of sound Approaches
c. Deploy the approaches in a
systematic way to ensure
i
implementation Assess and Refine
Approaches and Deployment
d. Assess and Refine the deployed
approaches
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48. Business Excellence
RADAR – A general review method
We use RADAR intensively...
…to review projects and services
…to review organizational units,
accounts and partners
p
…to review the entire company
…to structure the approaches of
the company
review = report, assess, criticize,
discuss, learn
discuss learn, and improve
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49. Levels of Improvement
RADAR – A general review method
RESULTS
•are visions, targets, requirements, ideas, evaluations
•all interest groups considered
•financial and operational strategic
APPROACH
•is project, service, concept, method
•to achieve t
t hi targets of i t
t f interest groups
t
•systemized by standards and processes
•integrated with other approaches tactic
•following policy and strategy (SPEED, T-Spirit, Vision,…)
DEPLOYMENT
•is making, realizing, performing
•fully for all relevant areas and interest groups
•systematically by standards and processes
daptation effort
operative
ASSESSMENT&REVIEW
e
•is reporting, criticizing, assessing, discussing, learning and improving
•regularly measure efficiency of approaches and deployments
•active learning and knowledge sharing by Best-Practice
•Improvements are identified, prioritized, planed and deployed
•assure effectiveness of improvements
p
Ad
Frequency of adaptation
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50. The RADAR - Logic
g
Assessment and Management for ENABLERS
Element
l Attributes
A b
Approach • Sound
• Integrated
Deployment • Implemented
• Systematic
Plan and Develop
Approaches
Assessment and Refinement • Measurement
• Learning and Creativity
• Improvement and Innovation
Required
Results RADAR Deploy
Approaches
Assessment and Management for RESULTS
Assess and Refine
Approaches and Deployment Element Attributes
Relevance & Usability • Scope & Relevance
• Integrity
• Segmentation:
Performance • Trends
• Targets
• Comparisons
• Causes
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51. Assessment of Enablers
g
The RADAR - Logic
Plan and Develop
Approaches Approach
Attribute: Sound
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment
... there is a reason to support the choice of the approaches in place
... an approach is well described/documented in a way appropriate for
Sound: those needing to understand it as a process, e.g. is it visualised, did the ‘way
of working’ etc.;
• approach has a clear
rationale ... an approach is focused on the expectations of everyone involved in
the execution of it
• approach has defined
processes ... the approach already shows signs of maturity or is a proven
practice, e g because the changes made to it became smaller over time
e.g.
• approach focuses on
stakeholder needs
• refinements have been
embedded in the
approach over time
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52. Assessment of Enablers
g
The RADAR - Logic
Plan and Develop
Approaches Approach
Attribute: Integrated
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... one or a set of approaches are designed to deliver the desired results
(now and in the future),
Integrated: ... there is a visible/logical link with the strategy, and the approach
supports one or more objective;
• approach supports ... the people choosing an approach are aligning it with one or more facets of
strategy the strategy, while also considering dependencies from and/or impact on
other approaches.
• approach is linked to
other approaches as
appropriate
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53. Assessment of Enablers
g
The RADAR - Logic
Plan and Develop
Approaches Deployment
Attribute: Implemented
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... 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
Implemented: implementations based on an approach; the number of employees actively
involved or the various products or services being offered;
• approach is
... there is an awareness of the further potential for deployment in
implemented in relevant
depth or breadth;
areas
... some facts & figures exist to show how often an approach is used, how
the use has varied over time and why.y
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54. Assessment of Enablers
g
The RADAR - Logic
Plan and Develop
Approaches Deployment
Attribute: Systematic
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... there is a plan and timing for the actual deployment (is it a simple
or complex project ?);
Systematic: ... the implementation of this plan ‘on time’ (maybe too slow or too fast ?);
... example(s) exist where the circumstances required temporary or
• approach is deployed in definitive evolutions, small or big.
a timely, structured way
and with the ability to
manage changes in the
environment if needed
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55. Assessment of Enablers
g
The RADAR - Logic
Plan and Develop
Approaches Assessment and Refinement
Attribute: Measurement
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... there is a view for a specific approach on the effectiveness (achieving
the desired output) and efficiency (how much resource, time, money is
consumed);
Measurement: ... these two aspects are used as a ‘measure’ in one way or another, and
are linked to each other;
li k d t h th
• regular measurement of
the effectiveness and ... there is a way to know how frequently this should be done, what period
efficiency of the approach is a ‘good fit’ for measuring.
and its deployment are
carried out
• Measures selected are
appropriate
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56. Assessment of Enablers
g
The RADAR - Logic
Plan and Develop
Approaches Assessment and Refinement
Attribute: Learning and Creativity
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... 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);
Learning and ... there is knowledge resulting from these learning activities and
Creativity: comparisons that include e.g if the selected approach in use can be
i th t i l d th l t d hi b
considered as ‘outdated’, ‘normal’, ‘better’ or ‘best in class’;
• Learning is used to
identify internal and ... there is an awareness of the potential for further improvement
external good practices (incremental or radical breakthrough)
and improvement
opportunities
• Creativity is used to
generate new or changed
approaches
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57. Assessment of Enablers
g
The RADAR - Logic
Plan and Develop
Approaches Assessment and Refinement
Attribute: Innovation and Improvement
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... 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;
Innovation ... which innovative ideas and big or small changes have already or will
and ‘make a diff
‘ k difference’;’
Improvement: ... 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
• Output from time, resource and capabilities when translating ideas to practice.
measurement and
learning is analysed and
used to identify, prioritise,
plan and implement
improvements
• Output from creativity
is evaluated, prioritised
and used
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58. Excersize – Assess Enabler
• Read Criteria 4b of the submission document
• list 3 strengths 3 areas for improvement and
strengths,
maybe issues for further investigation
• Evaluate approach, deployment and
pp , p y
assessment/review
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59. Excersize – Assess Enabler 60-70Points
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60. Assessment of Results
g
The RADAR - Logic
Plan and Develop
Approaches Relevance and Usability
Attribute: Scope and Relevance
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine .. the organisation is clear about what it needs to
Approaches and Deployment
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
Scope and ... the prioritised measures/results presented and used are meaningful
Relevance: within the context of S
i hi h f Strategy
• The scope of the Results ... when using the results to understand ‘the footprint’ and
presented: 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
* Addresses the needs and
expectations of relevant
t ti f l t
stakeholders
... what kind of understandable and useful insights exist on how the
various results are related to each other, e.g. which weak or strong
* Is consistent with the strategy influences exist, is a relationship linear or of another type, is there a time
and policies of the organisation delay etc.
• The most important results ... if both the effectiveness and efficiency aspects exist, if there is
exist
are identified and prioritised as
Key results
awareness of how these correlate/inter-relate
• Relationships between International Human Resources Management,
Dr. Jörg Klukas 60
relevant results are
understood

61. Assessment of Results
g
The RADAR - Logic
Plan and Develop
Approaches Relevance and Usability
Attribute: Integrity
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine ... what is ‘on time’, ‘too soon’ or ‘too late’ for a specific result
on time , too soon too late
Approaches and Deployment
... 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
Integrity: used as source
... if the precision of the information used and needed are in line or very
• Results are timely,
different from each other
reliable and accurate
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62. Assessment of Results
g
The RADAR - Logic
Plan and Develop
Approaches Relevance and Usability
Attribute: Segmentation
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... what the reason for a specific segmentation is when analysing
performance/achievements in a specific field
... when seeing the differences per segment if this leads to actionable
Segmentation: conclusions and insights
• Results are ... if the segmentations used create a strongly discriminating analysis, help
appropriately to show sharp and significant differences
segmented
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63. Assessment of Results
g
The RADAR - Logic
Plan and Develop
Approaches Performance
Attribute: Trends
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... what the evolution over time demonstrates, is the performance
improving, stabilising or degrading?
... if this trend is in line with the ‘desired’ trend and in line with
Trends: strategic objectives
• Trends are positive ... a specific trend is stronger, comparable or weaker than other relevant
and/or there is sustained trends in the sector, how steep or fast
good performance
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64. Assessment of Results
g
The RADAR - Logic
Plan and Develop
Approaches Performance
Attribute: Targets
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... 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
Targets: ... when this desired future performance level for a specific result is
clear,
clear what is or was the rationale behind agreeing to that specific level
level,
• are set for key results why not a bit or a lot higher or lower?
• are appropriate ... how close in reality these desired levels of performance are
(almost)
• are achieved
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65. Assessment of Results
g
The RADAR - Logic
Plan and Develop
Approaches Performance
Attribute: Comparisons
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment ... 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
Comparisons: ... to what extent the information to compare with is valid, can be
trusted,
trusted is easy to use etc
etc.
• are made for key results
... what can be demonstrated, what does the comparison say about a
• are appropriate 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
• are favourable
... if out of the comparison further credibility and/or confidence can be
t f th i f th dibilit d/ fid b
allocated to specific achievements
Note: competitor and industry averages may be used but for strong role
model organisations, these will also show comparisons
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66. Assessment of Results
g
The RADAR - Logic
Plan and Develop
Approaches Performance
Attribute: Causes
Required
Results RADAR Deploy
Approaches
Seek evidence in order to get confidence that ...
Assess and Refine
Approaches and Deployment … 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.
Causes:
… for on-going changes and/or deployment of a specific approach in what
on going
• the relationship field(s) a sign of improvement is expected, or why a fall-back to
between Results achieved previous or lower levels of performance is very unlikely to happen;
and their Enablers is
understood … 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
• based on the evidence
e idence is h
i the probability it will further improve or stabilise.
b bili i ill f h i bili
presented, there is
confidence that positive … how much certainty exists in predicted performance, why would it
performance will be be a surprise if a target is not achieved?
sustained in the future
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67. Excersize – Assess Results
• Read Criteria 6b of the submission document
• Evaluate Trends Benchmarks, Targets Cause
Trends, Benchmarks Targets,
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68. Excersize – Assess Results 41-50 Points
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69. LITERATURE
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70. Literature
• EFQM (www.efqm.org)
• Arthur, Diane: Recruiting, Interviewing, Selecting & Orienting
NewEmployees, 4th ed., New Y k 2006
N E l d N York
• Harzing, Anne-Will: / van Ruysseveldt, Joris: International Human
Resource Management, 2. Auflage, London 2004
• Hodgetts, R. M. / Luthans, F.: International Management – Culture,
g , , g ,
Strategy, and Behavior, 5. Auflage, New York 2003
• Noe, Raymond A. / Hollenbeck John R. / Gerhart, Barry / Wright, Patrick
M.: Human Resource Management, New York 2006
• Swart,
Swart Juani / Mann Clare / Brown Steve / Price Alan: Human Resource
Mann, Brown, Price,
Development, Burlington 2005
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71. Contact me!
Dr. Jörg Klukas
• XING: https://www.xing.com/profile/Joerg_Klukas
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/pludoni
http://twitter.com/pludoni
• Email: joerg.klukas@pludoni.de
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