People plans support the organization’s strategy

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"EFQM 3a People plans support the organization’s strategy" introduces concepts for HR Planning, HR Placement, HR Succession Planning, Employee Survey

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People plans support the organization’s strategy

  1. 1. 3a People plans support the http://www.flickr.com/photos/berti66/1387992971/sizes/o/ organization’s strategy
  2. 2. 3A PEOPLE PLANS SUPPORT THE ORGANIZATION’S STRATEGY International Human Resources Management, Dr. Jörg Klukas 2
  3. 3. SUMMARY OF THE LASTSUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN?YOU LEARN? International Human Resources Management, Dr. Jörg Klukas 3
  4. 4. HR Department = Excellent Organisation according EFQM Model • Fundamental Concepts Th F d t l C t f E ll th Excellent Organisation according EFQM Model • 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. Achieving Balanced Results Adding Value for Customers Leading with Vision, Inspiration & Integrity Nurturing Creativity & I ti Building Partnershi p Taking Responsibility for a Sustainable Future • EFQM Model with 32 Criteria • The EFQM Excellence Model is a non-prescriptive assessment Managing by Processes Succeeding through People & Innovation Q p p framework that can be used to gain a holistic overview of any organization regardless of size, sector or maturity. Enablers Results Innovation and Learning Leadership People Policy and Strate gy Partnersh ips & Resources Processes People Results Customer Results Society Results Key Performance Results • RADAR Review Procedure • The RADAR Logic is a dynamic assessment framework and powerful management tool that provides a structured approach to ti i th f f i ti Plan and Develop Approaches International Human Resources Management, Dr. Jörg Klukas questioning the performance of an organization. RADAR Required Results Deploy Approaches Assess and Refine Approaches and Deployment 4
  5. 5. The EFQM Model – 3a People plans support the3a People plans support the organization’s strategy International Human Resources Management, Dr. Jörg Klukas 5
  6. 6. The EFQM excellence modelQ Enablers Results People Leadership People Policy and Strategy Processes People Results Customer Results Key Performancep Strategy Partnerships & Resources Processes Results Society Results Results Innovation and Learning International Human Resources Management, Dr. Jörg Klukas 6
  7. 7. The EFQM excellence modelQ Leadership People Strateg Processes People Results Customer Key Performance 3 P lLeadership Strategy Partnership & Resources Processes Results Society Results Performance Results 3. People a. People plans support the organization’s strategy b. People’s knowledge and capabilities are developed c People are aligned involved and empoweredc. People are aligned, involved and empowered d. People communicate effectively throughout the organisation e. People are rewarded, recognised and cared for International Human Resources Management, Dr. Jörg Klukas 7
  8. 8. The EFQM excellence model - PeopleQ p 3 P l l t th i ti ’ t t In practice, excellent organizations: 3a People plans support the organization’s strategy APPROACHES • Involve employees, and their representatives, in developing and reviewing the people strategy, policies and plans, adopting creative and innovative approaches when appropriate • Have clearly defined the people performance levels required to HR Strategy (2) HR Processes (5) HR Indicators (7) achieve the strategic goals • Align people plans with their strategy, the organisational structure, new technologies and key processes M i d l bili d ( ) HR Placement HR Planning • Manage recruitment, career development, mobility and succession planning, supported by appropriate policies, to ensure fairness and equal opportunities • Use people surveys and other forms of employee feedback to HR Placement (Marketing, Hiring, Integrating, Out-Placement,…) HR Succession Planning Employee Surveyimprove people strategies, policies and plans International Human Resources Management, Dr. Jörg Klukas Employee Survey 8
  9. 9. HR PLACEMENT 3a People plans support the organization’s strategy HR PLACEMENT International Human Resources Management, Dr. Jörg Klukas 9
  10. 10. Managing the Life-Cycle of Employeesg g y p y Integration / On- Boarding (First Day Education, Training, Coaching, Blended Learning Employee AppraisalBoarding (First Day Procedures, Welcome Day,…) Strategic Alignment (Target Management) p y pp Total Reward Approach Integrate & Align Develop & Bind Placement Integrate & Align Emplacement Set free & Support OutplacementPlan & Find Last Work Day Procedures Outplacement Certification Retirement Personnel and Competency Planning HR Marketing Outplacement Re-integrate & Keep up Replacement Preplacement Retirement Vacation Parental Leave HR Marketing Applicant Management Transfer, Shifting Job Rotation Succession Planning Re-Organization Alumni Management International Human Resources Management, Dr. Jörg Klukas Alumni Management 10
  11. 11. HR PLANING 3a People plans support the organization’s strategy HR PLANING International Human Resources Management, Dr. Jörg Klukas 11
  12. 12. HR Planning – Example RADARg p • Result • Realize a planned turnover by the right number of people (monthly average over a year) • ApproachApproach • Sound: • rational = #people ~ turnover • defined processes = quarterly cycle • stakeholders = hr, finance, leaders, ceo/coo,… • IntegratedIntegrated • strategy linkages = core topics embedded in qualitative planning • approach linkages = leadership performance review (1), financial better budgeting system (4b),… • Deployment • Implemented: li bl f ll i ti l it• applicable for all organizational units • starting with production units and continue later with service units (e.g. hr, finance, …) • Systematically: • Quarterly cycle embedded in the unit review • Start quantitatively (how many) and continue qualitatively (what kind) • Update and balance planning according to needs of units (better budgeting)• Update and balance planning according to needs of units (better budgeting) • Assessment and Refine • Measurements: Monthly report of HR planning and fulfillment within regular leadership meetings (e.g. deviations) and agreeing measures for improvement • Learning: Using Better Budgeting Method I W t f l fi d b d t l i t th b tt b d ti th d ith t l• Improvement: Went from annual fixed budget planning to the better budgeting method with quarterly review and adaptations International Human Resources Management, Dr. Jörg Klukas 12
  13. 13. Aspects of HR Planningp g • quantitative (how many) and/or qualitative (what kind) • regional (where) and/or timely (when)• regional (where) and/or timely (when) • internal and/or external (e.g. training, organizational change) • temporarily and/or permanently (e.g. parental leaves, job rotation, retirements) • i d/ d ti• increase and/or reduction • international and/or national • defined shift-work and/or flexible work-timedefined shift-work and/or flexible work-time • #Persons and/or #FTE (full-time equivalents)( q ) International Human Resources Management, Dr. Jörg Klukas 13
  14. 14. Predictive HR-Planningg ing d net) ntial #FTE n es ancialplanni Required potential(n Newpoten period ential Known depature Known arrivals ntial ccordingfina (gross) erplanning Re- integra- tions Currentpote edictedpoten dpotentialac ( Potentialaft C Pre Required P International Human Resources Management, Dr. Jörg Klukas Time Now Forecast, Prediction Planning Later 14
  15. 15. From Planning to Processes of Recruiting, Marketing and Integrationg, g g Process Steps Qualitative HR Planning and Budgeting Quarterly Review as part of Business Unit Reviews HR Planning andHR Planning and Review; Mgmt. ofReview; Mgmt. of l ditil diti Controlling Deviations of plans Disciplines Updating communications planes, marketing activities and job posts Allocation of internal and external channels; Organizing communication and marketing campaigns Commission of marketing measures and deployment of communication plan general conditionsgeneral conditions HR marketing andHR marketing and communicationcommunication managementmanagement #applicants per open position; cost of recruiting per open position Management of general conditions (policies and quota of hiring, training with prioritizing by means of cost-benefit analysis,…) and marketing campaigns communication planmanagementmanagement ApplicantApplicant Receipt of application, registration and request of missing information Pre-selection by HR and forward to Leaders Manage leaders responses and follow up 1. Decision: decline, recommend, invite open position time to hire, t f pppp ManagementManagement Management of interviews or assessments 2. Decision: decline, recommend/save, offer Prepare offer and negotiation Creation, success rates of interviews ContractContract ManagementManagement verification, authorization of contract Mailing and administration, Information of leaders Response Controlling, Follow ups Creation of personal files IntegrationIntegration M tM t Preparation of infrastructur, f ilit d i i t ti 1 First Work D Welcome Day Target Interviews, P b ti Monitoring integration steps (e.g. initiation time to contract, rejection rate fluctuation (labor turnover) within employment ManagementManagement facility, administration,… Day y Probation Talks p ( g plan) employment probation period International Human Resources Management, Dr. Jörg Klukas 15
  16. 16. HR MARKETING 3a People plans support the organization’s strategy HR MARKETING International Human Resources Management, Dr. Jörg Klukas 16
  17. 17. The Future of Job Search International Human Resources Management, Dr. Jörg Klukas 17
  18. 18. Web 2.0 is changing HR Marketingg g g International Human Resources Management, Dr. Jörg Klukas simplyhired: the future of job search, 2010 18
  19. 19. Employer Brand: More inside than outsidep y • „Internal communication transfers values.„Internal communication transfers values. Internal branding releases a change process.“ • Adel Gelbert, Managing Partner, BBDO Consulting GmbH, Quelle: Trends *10, Personalwirtschaft International Human Resources Management, Dr. Jörg Klukas 19
  20. 20. Retro-Trend: Local War for Talents • Big Companies = globalized brands • Small and Medium Size Organizations = globalization is outdated, instead:g , Be known locally International Human Resources Management, Dr. Jörg Klukas 20
  21. 21. More human relationshipsp • 54% of employees found theirfound their employer by a recommendation S GWA HRM St di• Source: GWA HRM Studie 2009, Befragung der Kommunikationsbranche http://www.flickr.com/photos/wolfgangs/403846563/ International Human Resources Management, Dr. Jörg Klukas 21
  22. 22. More insights than showsg • 70% invest in good HR management • 20% invest in internal marketing • 10% invest in external marketing • „Target groups want authentic information, in order to get an impression of the work inside theg p company.“ • Jan Köhler, Geschäftsführer, Köhler Kommunikation, Quelle: Trends *10, Personalwirtschaft International Human Resources Management, Dr. Jörg Klukas 22
  23. 23. Recruiting: multi-trackg • Sourcing over Social Media Networks will be a valueable additional source less replacing muchvalueable additional source. „less replacing, much more additional… it was fatal to ignore them…“ • Professor Wolfgang Jäger, Personalmarketing-Experte, Hochschule RheinMain in Wiesbaden, Quelle: Trends *10, Personalwirtschaft International Human Resources Management, Dr. Jörg Klukas 23
  24. 24. Attractive Employersp y Attractive employers should offer... (max. 3 answers) 16 11 10 9 Teamwork Good carreer references Variety of fields of responsibility Nice colleagues 22 19 18 17 Competitive compansation Flextime Safe position Possibility to work at home 34 33 32 24 Growing challenging tasks International career opportunity Further Education at company´s own expense Work-Life Balance p p 37 34 0 10 20 30 40 Positive work-atmosphere Good career opportunity g g g % International Human Resources Management, Dr. Jörg Klukas %Source: jobpilot, young professional survey, 2002 24
  25. 25. HR Marketingg • Clarify Core Message • Using CI/CD• Using CI/CD • Cross-medial (online, offline) • Advertisement Structure • Clarify Requirements • Structure Content • Less = more • Your tasks = topics / technologies and responsibilities • Your profile = most important requirements • Standardized template (recognizable) International Human Resources Management, Dr. Jörg Klukas 25
  26. 26. HR RECRUITING 3a People plans support the organization’s strategy HR RECRUITING International Human Resources Management, Dr. Jörg Klukas 26
  27. 27. Recruiting – a processg p Premise • 1 Applicant ≠ 1 Post• 1 Applicant ≠ 1 Post Standardized Filters:Standardized Filters: 1. Assess documents of applicants according to agreed criteria (first filter) 2. Forward to leaders and employees with technical expertise for feedback (second filter) 3 Manage Interview/Assessment (third filter)3. Manage Interview/Assessment (third filter) International Human Resources Management, Dr. Jörg Klukas 27
  28. 28. Knowing about Peopleg p • several leading companies are using LinkedIn and Facebook as their main recruiting tool. These social applications often know far more about l ’ kemployees’ work experience, interests, and capabilities than the HR departmentthe HR department. • Quelle: whitepaper „Top 10 Predictions for HR in 2010” of workday Inc http://www.flickr.com/photos/intersectionconsulting/4044928113/ International Human Resources Management, Dr. Jörg Klukas 28
  29. 29. Objectives – Interview/Assessingj g …concerning the company: …concerning the applicant: • To get to know the applicant more detailed S ft kill • To get to know the company more detailed T t i t h ith diff t• Soft skills (mental attitude, communication, behavior in a team, presentation skills, i t ti ith t ) • To get in touch with different employees and leaders to experience the culture of the company interaction with customers) • Methodic skills • Technical know-how • To get the applicant enthused about • To find out possibilities of further education an carreer development • To get to know the workingTo get the applicant enthused about the company • To make a common (company-wide) decision about an engagement of ne staff/ refusal g g conditions • To get committed to our exciting company new staff/ refusal International Human Resources Management, Dr. Jörg Klukas 29
  30. 30. Peer Principlesp Technical Know how Technical Know-how, Softskills, mental ttit d th di kill Softskills, mental attitude, methodic skills Know-howattitude, methodic skills •Applicants get in contact with different persons of the company HRLeaders from different departments Specialists from different departments Applicants get in contact with different persons of the company •No direct competition among the applicants  pleasant atmosphere to get to know each other and the company •Peer-principle: One department does not decide about an applicant  a common decision is made between several leaders of the company •Time saving: decision is made after one, no 2nd interview is needed Applicants for different positions and/ or departmentsInternational Human Resources Management, Dr. Jörg Klukas 30
  31. 31. Getting to know each other – a processg p Interview/Assessment: • Welcome: short introduction of the participants, agenda, objectives • Presentation of the company, interactive discussion further information about history, future, further education, carreer development • Professional presentation of the applicants (prepared as a homework) formal communication/ presentation skills • Round tour through the company and presentation of one ongoing project by a project leader, discussion  direct look in the company, get in conversation with employees directly on their workplaces, getting feedback from colleagues • Common lunch in an informal atmosphere• Common lunch in an informal atmosphere informal communication, behavior in an group/ interactivity • Personal individual interviews (peer principle), information about the further procedure technical/ methodic/ soft skills, mental attitude, personal questions, first feedbackp q Follow up: • Decision Making with HR, Leaders and Peersg , • Personal feedback and information about the decision via telephone International Human Resources Management, Dr. Jörg Klukas 31
  32. 32. HR INTEGRATION 3a People plans support the organization’s strategy HR INTEGRATION International Human Resources Management, Dr. Jörg Klukas 32
  33. 33. Integration Issuesg Assessment of integration objectives in consultancies 3,84 3,56 3,19 Support identification Social support Accompany organisational change 4 15 3,98 3,98 3,97 Building up a personal network Motivate employees Convey organisational culture Prepare for task 4,4 4,15 1 2 3 4 5 Get to know the organisation Building up a personal network Reference: Mannheimer Beiträge zur Wirtschafts- und Organisationspsychologie – 01/ 2001 „The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment and promote feelings of affiliation“ (Russell 2001, p.17) International Human Resources Management, Dr. Jörg Klukas 33
  34. 34. Integration – a processg p Trial Period Talk First Day Welcomeday First Day Preparation of the First Dayy International Human Resources Management, Dr. Jörg Klukas 34
  35. 35. Manage the first day right!g y g Trial Period Talk• Choosing a well fitting colleague as a mentor in agreement with the future First Day Welcomeday g leader, briefing of the mentor • Initiating of preparation of the working place (infrastructure) First Day Preparation of the First Day • Preparation of the integration plan • Organization of the first day meeting and instruction datesy and instruction dates Responsible: Human Resources International Human Resources Management, Dr. Jörg Klukas 35
  36. 36. Manage the first day right!g y g Trial Period Talk• First day meeting with HR and the mentor: • Introduction in the process of integration, handing out integration plan First Day Welcomeday out integration plan • Presentation of important company information, contact persons, tools and processes • In the department: R d t th h th / d t tFirst Day Preparation of the First Day • Round tour through the company/ department, introduction of colleagues • Handing over of work equipment • Agreement to integration plan and coordinate steps of integration with mentor/ leadery of integration with mentor/ leader • Instruction in tasks, tools and processes of the position • Instruction in data security and safety at work International Human Resources Management, Dr. Jörg Klukas 36
  37. 37. Manage the first day right!g y g Trial Period Talk First Day Welcomeday First Day Preparation of the First Dayy Responsible for social and professional integration International Human Resources Management, Dr. Jörg Klukas 37
  38. 38. Manage the first day right!g y g • After 2 months an one-day event for new employees together with representative of the management board, different specialists and leaders Trial Period Talk specialists and leaders • Objectives: • Get to know further colleagues, intensify networking and teambuilding First Day Welcome-Day g • Get to know the culture, structure and important principles of the company be aligned with the strategy I i i HR i dFirst Day Preparation of the First Day • Instruction in HR-instruments und Business Excellence culture of the company • Convey a survey of projects, products and services y • Get orientation in the company to enhance a fast and efficient integration - local as well as personal • Responsible: Human Resources International Human Resources Management, Dr. Jörg Klukas 38
  39. 39. Manage the first day right!g y g Trial Period Talk • After 4 months personal discussion between leader and new employee: • Professional analysis First Day Welcome-Day • Information about state of integration • Discussion about needs of further education, information, right position and tasksFirst Day Preparation of the First Day position and tasks • Review of requirements and expectations Responsible: Leader y International Human Resources Management, Dr. Jörg Klukas 39
  40. 40. HR SUCCESSION 3a People plans support the organization’s strategy HR SUCCESSION PLANNING International Human Resources Management, Dr. Jörg Klukas 40
  41. 41. Succession Management – a processg p International Human Resources Management, Dr. Jörg Klukas 41
  42. 42. Succession Management – Managing New and Old Potentials International Human Resources Management, Dr. Jörg Klukas 42
  43. 43. Align Succession Management with other HR Approachespp International Human Resources Management, Dr. Jörg Klukas 43
  44. 44. EMPLOYEE SURVEY 3a People plans support the organization’s strategy EMPLOYEE SURVEY International Human Resources Management, Dr. Jörg Klukas 44
  45. 45. Excellent Organizations use people surveys and other forms of employee feedback to improve people strategies, policies and plans Aims of employee feedbacks: plans • alignment of views between staff and managers to conduct performance, goals and potentials • Optimal exploitation and expansion of the potential of employeesOptimal exploitation and expansion of the potential of employees • Feedback for the leader • promotion of job satisfaction and motivation International Human Resources Management, Dr. Jörg Klukas 45
  46. 46. Excellent Organizations use people surveys and other forms of employee feedback to improve people strategies, policies and plans Aims of employee feedbacks: plans • early recognition and overcoming of possible conflicts and difficulties • professional development opportunities for the employee • no call for caution or warning the employeeno call for caution or warning the employee • no call to action coordination on specific individual projects International Human Resources Management, Dr. Jörg Klukas 46
  47. 47. Employee Survey – a process • After retrieving the questionnaires they have to be p y y p evaluated regarding, last targets, strengths and weaknesses. • These results have to be communicated to all employees, prioritized and cross – functional focus groups analyze reasons, i dsuggests actions and target values for the next survey International Human Resources Management, Dr. Jörg Klukas 47
  48. 48. Factors of influence for growth (examples)( p ) Market / Customer (outside) Profitability Growth C t New Products & Innovation Organization (inside) Q ti Service Quality Customer Satisfaction Loyalty Leadership Strategy Internal Processes Questions of employee survey Attitude of employees Behavior of employees Customer Relation Career opportunity Growth driver employees Performance/ Feedback Teamwork Re at o Empowerment direct leadership Culture p International Human Resources Management, Dr. Jörg Klukas 48
  49. 49. Theory of Performance Managementy g Increase/growth F db k Clear Expectation, Responsi- bilities Values Commitment learn Feedback Consequences Requirements of Motivation Targets and Tasks Confidence encourage Commitment Engagement TrustStrategy f Performance Tech-orga. work environment Skills Recognition, Promotion Material Conse- quences Performance (Results) See and understand results fair? Satisfaction with Results and System Skills, Knowledge improve learn International Human Resources Management, Dr. Jörg Klukas 49
  50. 50. Participation Ratep International Human Resources Management, Dr. Jörg Klukas 50
  51. 51. Employee Typesp y yp Residents (job security) Engaged Performers (drivers) on 55% 23% Satisfactio 23% (b d 13% 9% (bad influencer) The unreached (improver) Distant Performers Motivating Environment International Human Resources Management, Dr. Jörg Klukas 51
  52. 52. Example TRI*M Commitments (2000)p ( ) 10 0 ITI 10,0 7,97,9 8,08,0 7,87,8 7,87,8 7 77 7 7,37,3 7,07,0 7,17,1 7,47,4 6 96 9 ,, 6 96 9 7,17,1 ,, 7,07,0 7,77,7 6 96 9 7,17,1 7,67,6 6 96 9 7,17,1 6,76,7 7,07,0 6,36,3 6,96,9 6,46,4 6 26 2 6,96,9 6,86,8 6 26 2 7,07,0 6,96,9 6,66,6 6 26 2 6,96,9 6,76,7 Top 10% Top 30% Medium Bottom 30% Europe 6,16,1 Central Europe North Europe 6,26,2 South Europe 6,26,2 6,06,0 West- Europe 6,16,1 Germany 6,26,2 Bottom 10% EuropeEurope Europe Europe (incl. D) International Human Resources Management, Dr. Jörg Klukas 52
  53. 53. Cycle of Success (Example)y ( p ) Value added KPIs Number 1 in Germany Customer People Greater Loyalty Stronger Involvement Customer Loyalty Index: 87 New Media Service Ranking Participation Rate in Empl. Survey: 92 % Satisfaction Work Conditions: 99 Revenue 65 m€ ROIHR 1,19 per head revenue 158T€ y y Recommendation Rate: 90% Willingness to Reorder: 90% Willingness to be announced as reference: 89% Satisfaction Work Conditions: 99 Satisfaction Job: 98 Satisfaction Compensation: 79 Average Customer S ti f ti I d 90 Top100 Ranking as one of the most innovative German companies Employee Commitment : 8,1 Employee Commitment Benchmark: 7,2 Stronger CommitmentGreater Benefit Satisfaction Index: 90 100 = fully satisfied 0 = unsatisfied •Professional and innovative solutions based on internet and multimedia p y , Top10% TRI*M: 7,8 Number of Certificates: 255 • thereof Technology: 126 • thereof Quality: 50 • thereof PMI/ITIL/Test: 75 More Experiences technologies •Customer s win awards and rankings for there internet sites: E-Oscar, iF, Goldene Biene, E-Result More Experiences, Increased Productivity Project/Service Expertise International Human Resources Management, Dr. Jörg Klukas 53
  54. 54. market leader in Germany 1. 1.1. 1. 1. Driver for Success Example T-Systems MMS 10. 5. M€ turnover 46 56 65 a p e Syste s S employee commitment (TRI*M ) customer satisfaction index 86 88 89 32 17 24 34 91 (TRI*M ) 7 7 7.98.1 8.3 82 86 86 80 17 LEP AwardWinner + EEA Prize Winner EEA Prize Winner + 8.1 7.6 7.7 7 1 EEA Recognized for EEA Finalist + 2. Platz BestPersAward + LEP PriceWinner + 3. Platz BestPersAward 7.1 International Best Service Award EEA Recognized for Excellence g Excellence 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 International Human Resources Management, Dr. Jörg Klukas 54
  55. 55. Contact me! Dr. Jörg Klukas • XING: https://www xing com/profile/Joerg KlukasXING: 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/pludoniTwitter: http://twitter.com/pludoni • Email: joerg.klukas@pludoni.de International Human Resources Management, Dr. Jörg Klukas 55

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