3b People’s knowledge and
http://www.flickr.com/photos/yos/1214842907/sizes/z/
capabilities are developed
3B PEOPLE’S KNOWLEDGE AND
CAPABILITIES ARE DEVELOPED
International Human Resources Management,
Dr. Jörg Klukas 2
SUMMARY OF THE LASTSUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?YOU LEARN?
International Human Resources Management,
...
What we have learnt.
• Overview of the EFQM Model to be applied for
HR-DepartmentsHR-Departments
• Sub-Criteria 3a
• HR Pl...
The EFQM Model –
3b People’s knowledge and3b People s knowledge and
capabilities are developed
International Human Resourc...
The EFQM excellence modelQ
Enablers Results
People
Leadership
People
Policy and
Strategy Processes
People
Results
Customer...
The EFQM excellence modelQ
Leadership
People
Strateg Processes
People
Results
Customer
Key
Performance
3 P lLeadership Str...
The EFQM excellence model - PeopleQ p
P l ’ k l d d biliti d l d
In practice, excellent organizations
People’s knowledge a...
STRATEGIC COMPETENCY
3b People’s knowledge and capabilities are developed
STRATEGIC COMPETENCY
MANAGEMENT
International Hu...
Aspects of Competency Managementp p y g
• following business strategy and/or operational
improvementimprovement
• certific...
Types of Competencyyp p y
Professional
Competency
Methodological
Competency
Social
Competency
Collaborative
Competency
Con...
Success Factors of
Competency Managementp y g
International Human Resources Management,
Dr. Jörg Klukas 12
Sources for required competenciesq p
External Markets
M k l i
Constraints and Conditions
•Market analysis
•Market entry co...
Example Competency Portfolio
Mangementg
yractivty
Optimize
Leadership
Trend-SetterMaintain
more
nessAttBusin
Focus Investm...
Another Example Competency Portfolio
Managementg
10
Java/J2EE
7
Attractivity
Telco
Datenbanken
4
BusinessA
Toolkompetenz B...
Basic Elements of Competency
Managementg
Motivate learning
Controlling of
Competency
Management
Analyze
Competencies
Manag...
Competency Management – a processp y g p
Environment &
Challenges
Targets &
Strategy
Structures &
Processes
Analyze requir...
Controlling of Competency
Managementg
Acceptance & Satisfaction with Trainings
• Depends on preferred Learning Style (Blen...
MANAGING
3b People’s knowledge and capabilities are developed
MANAGING
COMPETENCIES BY
CAREER PATHSCAREER PATHS
Internatio...
Transparency in Career Pathsp y
International Human Resources Management,
Dr. Jörg Klukas 20
Transparency in Career Pathsp y
TITLE
JOB FAMILY
COMPETENCY
Programm-Manager
PROJEKTLEITUNG
Managing of projects and
their...
Transparency in Career Pathsp y
C1 C2 C3 C5
 Develops easy  Deepens skills  Has extensive  Represents a
C6
 Represent...
BLENDED LEARNING
3b People’s knowledge and capabilities are developed
BLENDED LEARNING
SYSTEM
International Human Resource...
Blended Learning Systemg y
On the job Off the jobj j
Out of the job
(Into the job) (On the job) (Near the job) (Off the jo...
General Idea of
Blended Learning Systemg y
International Human Resources Management,
Dr. Jörg Klukas 25
Example for Blended Learningp g
Communityy
Tuning Best Practice
Sharing – Local
PMI Group
Project Manager
Round Table Coac...
Competency and Performance
Management for Leadersg
Define successors of leaders and
prepare them by assigning them as prox...
ANNUAL EMPLOYEE
3b People’s knowledge and capabilities are developed
ANNUAL EMPLOYEE
FEEDBACK TALKS
International Human Re...
Annual Employee Talksp y
≠ Appraisal Interview (3c)
≠ Talking about Money≠ Talking about Money
≠ Solving operational issue...
One-to-one Employee Feedback Talksp y
As leaders and staff talk with each other, as they work together.
• Is initiated by ...
Documentation of
Employee Feedback Talksp y
• Each Talk is documented in a structured way
• It is personally between leade...
Training Plansg
Developing and using training and development plans
leaders plan the qualification requirements of their e...
Contact me!
Dr. Jörg Klukas
• XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Kluk...
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People’s knowledge and capabilities are developed

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"EFQM 3b People’s knowledge and capabilities are developed" introduces concepts for Strategic Competency Management, Blended Learning System, Annual Employee Feedback Talks

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People’s knowledge and capabilities are developed

  1. 1. 3b People’s knowledge and http://www.flickr.com/photos/yos/1214842907/sizes/z/ capabilities are developed
  2. 2. 3B PEOPLE’S KNOWLEDGE AND CAPABILITIES ARE DEVELOPED 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. What we have learnt. • Overview of the EFQM Model to be applied for HR-DepartmentsHR-Departments • Sub-Criteria 3a • HR Planning • HR Marketing, Recruiting, Integration • Succession Planning • Employee SurveyEmployee Survey International Human Resources Management, Dr. Jörg Klukas 4
  5. 5. The EFQM Model – 3b People’s knowledge and3b People s knowledge and capabilities are developed 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 organization e. People are rewarded, recognised and cared for International Human Resources Management, Dr. Jörg Klukas 7
  8. 8. The EFQM excellence model - PeopleQ p P l ’ k l d d biliti d l d In practice, excellent organizations People’s knowledge and capabilities are developed APPROACHES • Understand the skills and competencies required to achieve the Mission, Vision and strategic goals • Ensure training and development plans help people match the skills and future capabilities needs of the organization Strategic Competency Management • Ensure their people have the necessary tools, competencies, information and empowerment to be able to maximise their contribution Ali i di id l d bj i i h h Blended Learning System Target Management• Align individual and team objectives with the organization’s targets, reviewing and updating them in a timely manner • Appraise and help people improve their performance to Target Management (3c) Annual Employee T lkimprove and maintain their mobility and employability International Human Resources Management, Dr. Jörg Klukas Talks 8
  9. 9. STRATEGIC COMPETENCY 3b People’s knowledge and capabilities are developed STRATEGIC COMPETENCY MANAGEMENT International Human Resources Management, Dr. Jörg Klukas 9
  10. 10. Aspects of Competency Managementp p y g • following business strategy and/or operational improvementimprovement • certification and/or trainings • self-learning and/or organized trainingsg g g • chosen by leader and/or chosen by employee • centralized by HR and/or de-centralized by line manager • paid and/or unpaid • free time and/or working time• free time and/or working time • for all and/or for selected employees • hire and/or train and/or buyhire and/or train and/or buy International Human Resources Management, Dr. Jörg Klukas 10
  11. 11. Types of Competencyyp p y Professional Competency Methodological Competency Social Competency Collaborative Competency Continuity Flexibility Sociality Participation Knowledge Skills Capabilities Approaches Processes Best Practices Attitude Behavior Moderation Formation Shaping ConvincingConvincing International Human Resources Management, Dr. Jörg Klukas 11
  12. 12. Success Factors of Competency Managementp y g International Human Resources Management, Dr. Jörg Klukas 12
  13. 13. Sources for required competenciesq p External Markets M k l i Constraints and Conditions •Market analysis •Market entry conditions •Competition •Visits to fairs •Legal Conditions •Requirements of Mother Organization •Current political & economical changes Internal View Employee CPI, Processes, Audits Strategy •BSC, SOP, •Strategy Map, •Manag. Meeting Customer Feedback/Account Reviews Organizational Change Linked Environment •TOP Accounts and their requirements •TOP-Partners/suppliers and their competencies •Fast-changing Technologies; Visits to conferences •Best-practice Sharing and Benchmarking (incl. different sectors) International Human Resources Management, Dr. Jörg Klukas 13
  14. 14. Example Competency Portfolio Mangementg yractivty Optimize Leadership Trend-SetterMaintain more nessAttBusin Focus Investment little Give up Market Maturity of Competency existing newold International Human Resources Management, Dr. Jörg Klukas 14
  15. 15. Another Example Competency Portfolio Managementg 10 Java/J2EE 7 Attractivity Telco Datenbanken 4 BusinessA Toolkompetenz BI / Web Statistik und Analyse Code Quality Management / KM Systeme 1 1 4 7 10 Strength Systeme International Human Resources Management, Dr. Jörg Klukas 15
  16. 16. Basic Elements of Competency Managementg Motivate learning Controlling of Competency Management Analyze Competencies Manage Training Management p Manage Tools for Training International Human Resources Management, Dr. Jörg Klukas 16
  17. 17. Competency Management – a processp y g p Environment & Challenges Targets & Strategy Structures & Processes Analyze requirements & training targets Plan & Definition & Preparation Compare with targets, Review and improve Information Systems Develop training sessions Deployment & Transfer Controlling of success Develop training sessions or outsource training (make or buy) International Human Resources Management, Dr. Jörg Klukas Transfer 17
  18. 18. Controlling of Competency Managementg Acceptance & Satisfaction with Trainings • Depends on preferred Learning Style (Blended Learning) From • Surveying, Feedback Rounds, Perception Success of Learning • Depends on need of learning mleading • Depends on need of learning • Test, certification,… Impact at work place gtolagg p p • Depends on required qualification level at work place • Productivity, error rates,… gingindic Business results • Depends on „Business Needs“ • Sales, turnover, profit in business areas or organizational units cators International Human Resources Management, Dr. Jörg Klukas 18
  19. 19. MANAGING 3b People’s knowledge and capabilities are developed MANAGING COMPETENCIES BY CAREER PATHSCAREER PATHS International Human Resources Management, Dr. Jörg Klukas 19
  20. 20. Transparency in Career Pathsp y International Human Resources Management, Dr. Jörg Klukas 20
  21. 21. Transparency in Career Pathsp y TITLE JOB FAMILY COMPETENCY Programm-Manager PROJEKTLEITUNG Managing of projects and their teams 5321 64 5321 64 REQUIREMENTS LEVEL GENERAL TECHNICAL EXPERTISE L i Abiliti COMPETENCY  Planning, coordination, budgeting,… 5321 5321 5321 5321 64 64 64 64 Learning Abilities Application and Forecast KUNDEN- BZW. GESCHÄFTSORIENTIERUNG Kundenbetreuung G häft tä d i PURPOSE budgeting,…  Verantwortlich für Kosten, Termine und Erreichung des fachlichen Projektziels unter Berücksichtigung der Qualitätsmerkmale 5321 5321 5321 5321 64 64 64 64 Geschäftsverständnis Kosten und Rentabilität ERARBEITUNG/LIEFERUNG VON LÖSUNGEN Problemlösung Planung und Organisation Akquisition von Projekten  Fachliche Führung des Projektteams 5321 5321 5321 5321 64 64 64 64 Planung und Organisation ARBEITSBEZIEHUNGEN Kommunikation, Verhandlung und Überzeugung Teamwork, Betreuung und Anleitung Networking International Human Resources Management, Dr. Jörg Klukas C 5 5321 64Networking Competence Level Overall 21
  22. 22. Transparency in Career Pathsp y C1 C2 C3 C5  Develops easy  Deepens skills  Has extensive  Represents a C6  Represents a C4  Has extensive Learning Abilities  Develops easy skills and knowledge in one working area and processes  Deepens skills and knowledge in one working area and processes or develops easy skills and knowledge in  Has extensive skills and knowledge in one working area and processes  Represents a recognized specialist in one ample discipline  Represents a recognized specialist in more then one ample discipline and knows influence and dependencies  Has extensive skills and knowledge in more than one working area and processes knowledge in more then one working arae and processes  Kann  Wendet  Wendet  Wendet dependencies between them  Ist Ratgeber für Wendet Anwenden  Kann grundlegende Kenntnisse bzw. Fähigkeiten auf die eigene Arbeit anwenden  Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von standardmäßige n, alltäglichen Aktivitäten an und erkennt  Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von standardmäßige n und nicht standardmäßige n Aktivitäten an  Wendet Kenntnisse bzw. Fähigkeiten durch Umgang mit komplexen Problemen und/oder durch Koordinierung  Ist Ratgeber für andere in Bezug auf eine Reihe von Kenntnissen bzw. Fähigkeiten im eigenen  Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von Aktivitäten an und agiert als Quelle für technische und Voraussehen und erkennt ungewöhnliche technische Probleme n Aktivitäten an und kann zur Lösung ungewöhnlicher technischer Probleme beitragen Koordinierung von Arbeiten an, die über den eigenen Fachbereich hinausgehen können und teilt Fachkenntnisse eigenen Fachgebiet sowie in ihrer Beziehung zu anderen Gebieten technische Fachkenntnisse für andere im eigenen Bereich International Human Resources Management, Dr. Jörg Klukas Fachkenntnisse mit Kollegen und anderen Abteilungen 22
  23. 23. BLENDED LEARNING 3b People’s knowledge and capabilities are developed BLENDED LEARNING SYSTEM International Human Resources Management, Dr. Jörg Klukas 23
  24. 24. Blended Learning Systemg y On the job Off the jobj j Out of the job (Into the job) (On the job) (Near the job) (Off the job) •Junior Company •Trainee •Representation •Projects J b St t i •Quality Circles •Developing workplace •Conference / Seminar •Studies •Preparation for Retirement •OutplacementTrainee- program •Introduction •Job Structuring •Coaching •Instruction •Foreign Assignment workplace •Controlled mediation of knowledge Studies •Performance review •Case Study •Role plays Outplacement •Experiential education •E-Learning International Human Resources Management, Dr. Jörg Klukas 24
  25. 25. General Idea of Blended Learning Systemg y International Human Resources Management, Dr. Jörg Klukas 25
  26. 26. Example for Blended Learningp g Communityy Tuning Best Practice Sharing – Local PMI Group Project Manager Round Table Coaching On-the-job Experiences Action as Project Manager General/ Program Manager Off-the-job Basics PM Trainee Team PMI-Certification Internal L i External Portals TenSTEPeLearning Portal MoveHR External Portals TenSTEP Methodology/Gantthead International Human Resources Management, Dr. Jörg Klukas 26
  27. 27. Competency and Performance Management for Leadersg Define successors of leaders and prepare them by assigning them as proxy, coaching, job enrichment,… Identify/Find High-Potentials (Assessments, Initial Projects,…) internally and externally Succession Planning Trainee Program y Perfor- mance Manage- ment Annual leadership appraisal based on achieved targets linked to benefits & compensation Develop- ment Leadership Training Program with modules to be selected according to leadership profile (Blended Learning System with Seminars, Coachings, Job- Leadership P fil to benefits & compensation consequences , g , Rotation,…) Evaluation according to achieved results -Profile Potential Review achieved results Balanced Scorecard Financial Success 360° Feedback Peer Evaluation Assessments Talking about next steps and Defined leadership profile based on Mission, Vision and Strategy of the organization International Human Resources Management, Dr. Jörg Klukas Talking about next steps and career opportunities 27
  28. 28. ANNUAL EMPLOYEE 3b People’s knowledge and capabilities are developed ANNUAL EMPLOYEE FEEDBACK TALKS International Human Resources Management, Dr. Jörg Klukas 28
  29. 29. Annual Employee Talksp y ≠ Appraisal Interview (3c) ≠ Talking about Money≠ Talking about Money ≠ Solving operational issues b t l d d l (HR l ti ll )= between leader and employee (HR only optionally) = Reflection about Performance, Satisfaction, and last agreed Development Steps Gi i l db k= Giving mutual Feedback = Development & Career Opportunities = Agreement and Documentation on next Development Steps = Amount of speaking time: 3x employee and 1x leader within the annual employee feedback talk gaps between the organizational needs and the existing competencies of the employees are identified and actions are taken International Human Resources Management, Dr. Jörg Klukas 29
  30. 30. One-to-one Employee Feedback Talksp y As leaders and staff talk with each other, as they work together. • Is initiated by employee for each year on particular demand. • Is initiated by leaders, if last employee feedback talk was more than 1.5 years ago.  Monitoring by HR International Human Resources Management, Dr. Jörg Klukas 30
  31. 31. Documentation of Employee Feedback Talksp y • Each Talk is documented in a structured way • It is personally between leader and employee – each one getsIt is personally between leader and employee each one gets one copy • Weaknesses, strength • Success of trainingsS ccess o a gs • Next career steps • Mutual feedback • HR receives a signed confirmation of date and participants ofHR receives a signed confirmation of date and participants of this talk only • Results are integrated in the operational Training Plan• Results are integrated in the operational Training Plan • Plans for career developments are transferred to HR • Trainings and career developments are reviewed within the t l f db k t lknext employee feedback talk International Human Resources Management, Dr. Jörg Klukas 31
  32. 32. Training Plansg Developing and using training and development plans leaders plan the qualification requirements of their employees once a year and document that in the training & qualification plan International Human Resources Management, Dr. Jörg Klukas 32
  33. 33. 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

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