2b Strategy is based on understanding internal performance and capabilities identifying, managing key skills international human resources management

1. 2b Strategy is based on
understanding internal
performance and capabilities
http://www.flickr.com/photos/andreajoseph/3672580505/sizes/o/

2. SUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?
International Human Resources Management, Dr. Jörg
Klukas 2

3. What we have learnt.
• Overview of the EFQM Model • Criteria 1
to be applied for HR- • Strategic Leadership
Departments • Process Leadership
• Operational Leadership
• Criteria 3
• Leadership of Change
• People Approaches
• Criteria 5 • Criteria 2
• Strategy focussed
• HR Process Management
organizations
• Criteria 4e • Process of
• Learning Organization
g g Strategy Mapping
• People, Places and Objects • Analysing HR Stakeholders
Approach
• Intercultural Management by
Lixiu
• Criteria 7
• People’s Perception measures
• People’s Performance Indicators
International Human Resources Management,
Dr. Jörg Klukas

4. 2B STRATEGY IS BASED ON
UNDERSTANDING INTERNAL
S A G A
PERFORMANCE AND CAPABILITIES
International Human Resources Management,
Dr. Jörg Klukas 4

5. 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
International Human Resources Management,
Dr. Jörg Klukas 5

6. The EFQM excellence model
Q
People
People
Results
Key
2. Strategy
2 St t
Customer
Leadership Strategy
Strateg Processes Performance
Results
Results
Partnership Society
& Resources Results
Excellent organizations implement their Mission and Vision by developing a
stakeholder focused strategy. Policies, plans, objectives and processes are developed and
deployed to deliver the strategy.
a.
a Strategy is based on understanding the needs and expectations of both
stakeholders and the external environment.
b. Strategy is based on understanding internal performance and
capabilities.
capabilities
c. Strategy and supporting policies are developed and updated.
d. Strategy and supporting p
gy pp g policies are communicated, implemented and
, p
monitored.
International Human Resources Management, Dr. Jörg
Klukas 6

7. The EFQM excellence model - Strategy
Q gy
Strategy is based on understanding internal
St t i b d d t di i t l
performance and capabilities
APPROACHES
In practice, excellent organizations
• Analyse operational performance trends, core competencies and outcomes to understand
current and potential organisational capabilities
Understanding
Key Skill
K Skills and
d
• Analyse data and information regarding existing and potential partners’ core
competencies and capabilities to understand how they complement the organisation’s Competencies
capabilities
• Analyse data and information to determine the impact of new technologies and business
y p g Assessment and
models on the performance of the organisation Development of
• Compare their performance with relevant benchmarks to understand their relative Key Skills
strength and areas for improvement
Organisational
Framework
International Human Resources Management, Dr. Jörg
Klukas 7

8. Skills as HR Capital
UNDERSTANDING KEY
SKILLS

9. 27 Billion € for HR Development*
p
*Analysis based on 1.053€ per employee, compare http://www.iwkoeln.de/Portals/0/pdf/trends01_09_3.pdf
Lenske, Werner 2009; 10.000 organisations with 2.95 Mio employees surveyed

10. Half-life period of knowledge
p g
• Knowledge acquired at school = 20 years
• Knowledge acquired at university = 10 years
• Knowledge acquired at work
g q = 5 years
y
• Knowledge about technologies = 3 years
• Knowledge about computers = 1 year
…is that still right?
compare Stäbler 1999

11. Downtrend of Half-live perdiod of
knowledge: Example X-Internet
g p
Consumer Products
Pallets and Containers
Appliances
Each step evolves new
People technologies, materials,
Machines machines and knwoledge
Vehicles
Mobile Devices
Computer
10 8 10 7
10 10 9
11
10
10
12
10
Quelle: Forrester
Q ll F
(Fichera 2004)
We are here!

12. Dynamic Environment demands particular
skills
• Technology Complexity
• Intensity of consulting • Individualisation and
• Understanding Interfaces, Virtualisation of work
Interdisciplinarity and lerning processes
Customer as
• Speed of Innovation
• Customer proximity,
Project specifica, project
specifica
oriented production
co-designer BUT
• For Products
• For Processes • Know-how-Access,
Training On-the-Job
somewhere over
Convergence fi ld Vi t al work environment
C fields
• Virtual o k en i on ent
• Agility Requirements
Every rainbow to design nowin
thefrom device •Decide
6 month
• Lean Management, De-
Understand
centrale organisations
Competencies and
changing sectors
new technologies
• E
h l i of
Empowerment and di
the customers
communication
d direct
attechnologies
customers
• Service sector and service
or procedures
the customer Place.
• Digitalisation of value
chain
compare BITKOM e.V. Studie ProfIT 2005, Stefan Pfisterer; Eilles-Matthiessen u. a. 2002; Leder 2001

13. Role of Key Skills
y
• First mentioned by Dieter Mertens 1974
• Siebert says: The Key Skills defined by Mertens
are an answer to the growing due date of subject-
subject-
specific (technical/functional) skills, that are
increasingly depraving
• compare Siebert 1993

14. So, why are key skills important?
, y y p
• Because „labor market policy and economical-
technical and competitive arguments have
priority and the concept of key skills proves to be a
tool for deploying innovations strategies and
securing i t
i international competitiveness“
ti l titi “
(according to Herbert Beck, 1995)

15. Definition of key skills
WHAT IS SO SPECIAL
WITH KEY SKILLS?

16. Definitions of Key Skills
y
• First one by Dieter Mertens (1974) key skills are
y ( ) y
„keys" helping to acquire fast changing subject-
specific skills.
• Attributes acc to Beck 1995
acc. to.
• „relatively long usable skills for solving … non-specific for
function and profession… aming at flexibilty and mobility…
help
h l employees t master changes i work and profession
l to t h in k d f i
independently“
• Time-frame by Eilles-Matthiessen 2002
• „skills to master current and future professional
requirements, that go beyond a particular position or
profession “

17. Main features of key skills from the HR
p p
perspective
• Non-specific for function or profession
• Help mastering current and future
requirements
• Measureable for identification and improvement
p
compare Eilles-Matthiessen u. a. (2002)

18. Examples? Ideas?
p
• To think in coherences • concentration
• communication • Responsible action
• Problem solving taking
• Indepence • Fast learning
• Work in teams • Abstract thinking
• Cooperation
C • accuracy
• assertiveness • Analytical thinking
• Willingness to learn • Information processing
• Flexibility • Independently learning
• Decision making

19. Classifications of Key Skills
y
Basic
Social
Special
ompare Eilles-Matthiessen u. a. (2002)

20. Which ones are important?
Derived from Vision, Mission and Values.
,
Drägerwerk AG, internationales Unternehmen für Medizin- und Sicherheitstechnik
Aus VL-Skipt, Integrierte Personal- und Organisationsarbeit, 2003, Michael Reiß, Uni Stuttgart

21. Role of key skills in HR Management
NEEDED EVERYWHERE

22. Practical view… Key Skills needed for…
y
Ausbildung (Trainee Konzept (Azubis/Duale Studenten),
Management der Diplomanden, Werkstudenten, Schüler,
Integrationskonzept (Welcome Praktikaten, FairCompany)
Which key skills
Day, Einarbeitungsplan,
Belehrungen (Datensicherheit/
Arbeitsschutz), Patenkonzept,
), p,
Weiterentwicklung (Positionsprofile & Karrierewege, Blended
Learning System, Peer Assessment, Mitarbeitergespräche)
Total Reward Approach (Gehalt Altersvorsorge, MA-Anschluss,
(Gehalt, Altersvorsorge MA Anschluss
(employees) do „Next to your education we
we not
Probezeitgespräch) Jobticket, herausfordernde Aufgaben, Tarifverhandlungen,
Strategische Betriebsvereinbarungen, Offsites, Ausflüge)
Ausrichtung/Beteiligung und
Einsatz (Zielemanagement,
need? expectDevelop&Bind degree of
All topics start g over
p a high over…
all g
FlexVAZ)
Integrate&Align
I t t &Ali
Where can we transfer our working style,
indepently
Plan&Find key skills to?
analytical thinking and willingness
y g Release&Support
g
What key skills do we work in teams.“How is
Personal- und
Kompetenzplanung
Could the keyto skills be proven? Personalabbau, Sozialplan
Outplacement
Letzter Arbeitstag
Can you train key skills? the team? Both sides have
certify? in
the fit Reintegrate&Keep up
HR Marketing
Austrittsgespräch
(Stellenausschreibungen,
Weitervermittlung
Messen, Jobbörsen, MA
Zeugniserstellung
werben MA, H dh
b MA Headhunter,
XING)
How?
Bewerbermanagement
fun? Versetzungssgespräch
Wiedereinstiegsgespräch
Zielegespräch
Altersteilzeit, Bildungsauszeit
Krankheit, Urlaub, Mutterschutz
Sonderurlaub
(Bewerbertag, Assessment
Is the development of keyof objectives to be defined
What kind
Center, Einzelinterviews) Job Rotation
Nachfolgeplanung
Reorganisation
g
skills recognized? to promote willingness to learn and
team orientation?

23. Assessment and Development of Key Skills
LOOKING FOR
CHALLENGERS, FAST
LEARNERS AND TEAM
PLAYERS

24. What you can‘t measure you can‘t improve.
Any ideas for indicators?
y
ompare Eilles-Matthiessen u. a. (2002)

25. Measurement Tools
•New topics •Stress?
quickly •Procedures?
learned? •Prioritization?
•Set targets?
g •Reflection to
•Different improve?
projects? •What do we
•Increased ask? •Change
responsibility?
p y •What answers context and
•Good f
G d for do we want to tasks
•Targets
basic key skills hear?
achieved
•Which degree
reflected?
is sufficient?

26. Interview procedures
p
• Hiring
interviews,
assessment
• Trail period
interviews
• Employee
appraisels
• Succession
planning talks
compare Kadishi, Bernadette (2001), Das Instrument zur Erfassung von Schlüsselkompetenzen IESKO. In: Schlüsselkompetenzen
wirksam erfassen - Personalselektion ohne Diskriminierung, Hrsg. Bernadette Kadishi, Altstätten

27. Acquisition of key skills
LEAN THE LEARNING

28. Discovering learning acc.to. Reetz/Roth
g g
• Key skills can not be acquired by classical
instruction methods they require an indirect
methods,
promotion of personal forces and
competencies
• Meaning for training measures
• problem based situations as inductive basis
• Organisation of learning processes in such a way, that
meanings, rules and and action patterns result
from a story line
• The learninger involves actively in authentically,
simulated or symbolically representative actions
• Important: Reflection of the various action options
* Es gibt Kuppeleffekte; compare Blended Learning

29. Training Suggestions
Any Ideas?
y
s bject
subject-
specific = Expertise;
Didactical methods,
skills e.g. complex case studies, business games
SsS
Key
Skills
Skill
= Soft Skills; =self-competence;
lf
Didactical methods, requires methodology and
z.B. group work, project lectures Didactic,
z.B. role games
compare U. Woschnack, P. Frischknecht (2002) Schlüsselqualifikationen – Vom Arbeitsmarkt verlangt! Von der Hochschule gelehrt?
compare G. Pätzold (1993), Lehrmethoden in der beruflichen Bildung. Sauer, Heidelberg

30. Organizational framwork for Key Skills
TRAININGS ARE NOT
SUFFICIENT

31. Remember 4e Learning Organisation – HR
Development in a broader view
p
Learning g
Organisationen
promote the
development of
key skills

32. Strategic Business Driver
KEY SKILLS

33. Key Skills are Key Drivers for Growth
y y
Market / Customer (outisde)
Growth
G h
Organization (inside)
New
Products & Profitability
Innovation
Customer
Internal Satisfaction
Strategy
Processes Loyalty
Service
Leadership
Quality
Key skills are reflected by attitudes and
Career Behavior
of employees
behavior of employees.
opportunity
Attitude of Customer Strong key skills require satisfaction with:
employees Relation
• leadership and teamwork
direct
Teamwork
• adaptable internal processes
leadership • customer interaction
Performance/ • performance and feedback culture
Feedback Empowerment
Culture
C l
• career opportunities
Those ones need satisfaction with
Based on corellation analyzis of employee surveys, Human Resources Consulting, 2000 strategy, empowerment and innovation.
forum! Modell zum Einfluss der Motivation auf den Unternehmenserfolg

34. Key Skills
y
• Drive business success by ensuring employability
now and in the future
• Must be set up and prioritized according to
organizations values, vision and mission
• Are promoted by establishing an environment of a
Learning Organization
• A consequently adressed i th entire employee
Are tl d d in the ti l
life cycle
„Hire for Attitude“ and „Train for Skills“

35. Key Skills and Strategy
y gy
• Strategy-oriented HR aims to develop key skills
systematically that are needed for mastering
strategic performance requirements
• Compare: Ryschka, J., Solga, M. & Mattenklott, A. (Hrsg.). (2005).
Praxishandbuch Personalentwicklung. Instrumente, Konzepte,
Beispiele. Wiesbaden: Gabler.

36. Contact me!
Dr. Jörg Klukas
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• Email: joerg.klukas@pludoni.de
International Human Resources Management,
Dr. Jörg Klukas 36