2a Strategy is based on the understanding the needs and expectations of both ...pludoni GmbH
2a Strategy is based on the understanding the needs and expectations of both stakeholders and their external environment; Strategy-focussed organization, Competition arena
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
2a Strategy is based on the understanding the needs and expectations of both ...pludoni GmbH
2a Strategy is based on the understanding the needs and expectations of both stakeholders and their external environment; Strategy-focussed organization, Competition arena
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Bill Denney, CEO, Quality Texas, - 'Defining Excellence An Overview of Framew...Dubai Quality Group
Bill Denney, CEO Quality Texas, represented American Society for Quality at the recently concluded 'Excellence: the Future of Business' in Dubai.
He presented his topic 'Defining Excellence An Overview of Frameworks And Their Value' on Day3
Event was jointly hosted by ASQ and the Dubai Quality Group.
http://www.facebook.com/DubaiQualityGroup
This presentation reflects the study conducted by the People Analytics team of Google in an attempt to find out if manager's really matter and if they do then what the best managers do
Towards a new conceptualization of managerial disciplineTogar Simatupang
Provides a new conceptualization of managerial discipline. It identifies four managerial studies: management, administration, entrepreneurship, and stewardship. Its implication to academic degree in management is also offered.
Die aktuellen Entwicklerupdates für den Empfehlungsbund. Enthalten sind Updates am Empfehlungsbund und am EBMS, sowie größere Anpassungen an Mittlr.de und Jobwert.info.
Stand des Empfehlungsbundes - Januar 2021pludoni GmbH
Die erreichten Ergebnisse des Empfehlungsbundes im Januar 2021: Enthalten sind die Entwicklung der eingehenden Bewerbungen der gesamten Arbeitgebercommunity, sowie Informationen über Demographie und die Herkunft der Bewerber.
Die aktuellen Entwicklerupdates für den Empfehlungsbund. Betroffen sind Verbesserungen am Bewerbermanagementsystem EBMS sowie eine verbesserte Schnittstelle zwischen Mittlr und dem EB-Dashboard. Außerdem stellen wir Ihnen das neue Active Sourcing Tool CandiSearch vor.
Die erreichten Ergebnisse des Empfehlungsbundes. Enthalten sind der Verlauf der eingehenden Bewerbungen innerhalb der Arbeitgebercommunity, die Entwicklung des Empfehlungsnetzwerkes, die Zahl der Jobabonnenten, sowie Handlungsempfehlungen für eine verbesserte Empfehlungrate.
Fachvortrag: Active Sourcing - Do's und Dont's bei der direkten Ansprachepludoni GmbH
Unter Active Sourcing versteht man im Allgemeinen die personalisierte Ansprache von Kandidat*innen, die passiv auf der Jobsuche oder latent wechselwillig sind. Beim Active Sourcing kann die Ansprache online oder offline und direkt oder über dritte Personen erfolgen. Auch die Aussprache von Empfehlungen kann zum Active Sourcing gezählt werden.
In diesem Fachvortrag werten wir aktuelle Studienergebnisse aus, die sich mit dem Thema Active Sourcing beschäftigen. Darüber hinaus besprechen wir Tools, die zur aktiven Ansprache genutzt werden können und geben Empfehlungen für deren effektive Nutzung. Zu guter Letzt zeigen wir anhand von Studien Konsequenzen auf, die sich in einem Unsachgemäßen umgang bei der direkten Ansprache mit potentiellen Kandidaten ergeben und geben Empfehlungen wie ein besserer Umgang gestaltet werden kann.
EBCW September 2020 - Titelthema: Active Sourcingpludoni GmbH
Auf dem diesjährigen Community Workshop im September dreht sich alles rund um den Themenbereich Active Sourcing. Wir stellen Ihnen nach den aktuellen Entwicklungen im Empfehlungsbund die technischen Updates unserer Services vor, mit denen Sie Active Search betreiben können. Anschließend präsentieren wir Ihnen im Fachvortrag einen Rundumblick auf Active Sourcing aus Perspektive von Personaler*innen. Aufgrund der aktuellen Situation findet der Community Workshop wieder online statt.
Vortrag DSGVO und Bewerbermanagement Rognerpludoni GmbH
Die IT-Rechtsexpertin, gab eine ausführliche Einleitung über die Rechte und Pflichten von Unternehmen im Bezug auf das Thema DSGVO. Speziell gab sie wichtige Inputs, wie die DSGVO im Bereich Bewerbermanagement umgesetzt wird. Die Präsentation enthält u.a. eine ausführlich aufbereitet Checkliste "Pflichten von Unternehmen nach der Datenschutzgrundverordnung".
Die Gesamtpräsentation des Offenen Expertenforums Personalmanagement beinhaltet folgende Themen:
(1) Kennzahlen über den Status der jeweilige Empfehlungsnetzwerke für IT-Berufe, MINT-Berufe, Kaufmännische Berufe, sowie Arzt- und Pflegeberufe.
(2) Jobwert.info –Auswertung bundesweiter und regionaler Gehaltsentwicklung + Benefits
(3) Kanaleo.de – Optimierung des Bewerbungsprozesses auf Grundlage der Dauerstudie "CandidateExperience (CXP)"
(4) Workshop: Live-Vorstellung des funktionellen Alpharelease des Empfehlungsbund-BMS. Ein Leichtgewicht unter den Bewerbermanagementsystemen, dass gezielt auf intuitive Kernfunktionalität setzt und unnötige Extra-Funktionen vermeidet - "Bewerber managen" auf den Punkt gebracht.
Empfehlungsbund Community Workshop: EB-Academy - multimediale Online-Lernplat...pludoni GmbH
Das gesamte Personalforschungs- und
Weiterbildungsangebot des Empfehlungsbundes
auf einer multimedialen Online-Lernplattform
Ein weiterer Schritt zur Exzellenz in der
Personalgewinnung und Personalbindung
Empfehlungsbund Community Workshop: Stand des Empfehlungsbundes und Technisch...pludoni GmbH
Wie lassen sich Personalgewinnungsmaßnahmen effektiver und gleichzeitig effizienter verwirklichen? Wo und wie finden Unternehmen potenzielle Mitarbeiter? Hat HR-Tech überhaupt einen Nutzen für die Personalarbeit? In den Community Workshops des Empfehlungsbundes kommen Personalexperten und Führungskräfte regionaler Unternehmen zusammen. Hier werden neue Entwicklungen und Ideen für eine erfolgsversprechende Personalarbeit vorgestellt. Wir ermutigen unsere Workshop Teilnehmer diese Ideen zu evaluieren und mit Ihren Beiträgen die Weiterentwicklung unseres Konzeptes der Fachkräftesuche in der Gemeinschaft voranzutreiben.
Auf der Agenda steht unter anderem, wie Sie Motivationsstrategien sinnvoll für Ihre Personalgewinnungsmaßnahmen nutzen können. Des Weiteren möchten wir Ihnen zeigen, wie Sie mithilfe des EFQM Modells angemessenere Arbeitgeber-Selbstbewertungen formulieren. Außerdem stellen wir Ihnen mit EB-Academy eine autodidaktische Lernplattform vor, womit Sie Ihr Personalmanagement-Knowhow weiter optimieren können
Zusammenfassung: Empfehlungsbund Community Workshop Februar 2018pludoni GmbH
Wie lassen sich Personalgewinnungsmaßnahmen effektiver und gleichzeitig effizienter verwirklichen? Wo und wie finden Unternehmen potenzielle Mitarbeiter? Hat HR-Tech überhaupt einen Nutzen für die Personalarbeit? In den Community Workshops des Empfehlungsbundes kommen Personalexperten und Führungskräfte regionaler Unternehmen zusammen. Hier werden neue Entwicklungen und Ideen für eine erfolgsversprechende Personalarbeit vorgestellt. Wir ermutigen unsere Workshop Teilnehmer diese Ideen zu evaluieren und mit Ihren Beiträgen die Weiterentwicklung unseres Konzeptes der Fachkräftesuche in der Gemeinschaft voranzutreiben.
Auf der Agenda steht unter anderem, wie Sie Motivationsstrategien sinnvoll für Ihre Personalgewinnungsmaßnahmen nutzen können. Des Weiteren möchten wir Ihnen zeigen, wie Sie mithilfe des EFQM Modells angemessenere Arbeitgeber-Selbstbewertungen formulieren. Außerdem stellen wir Ihnen mit EB-Academy eine autodidaktische Lernplattform vor, womit Sie Ihr Personalmanagement-Knowhow weiter optimieren können.
Wie schreibe ich Stellenanzeigen aus, um den
richtigen Bewerber zu finden? Wie kann ich prüfen, ob ich meine Stellenanzeige auf meine Zielgruppe optimiert
habe? Akos Toth stellt in seinem Workshop eine elegante Methode vor, wie Sie Ihre Stellenanzeigen nach der 4D-Methode zielgruppengerecht optimieren.
Erweiterung von kanaleo.de um eine Auswertung zur Bewerbungserfahrung
Dazu werden die Bewerber, die den kanaleo.de Fragebogen ausfüllen gefragt, ob diese auch nach 7 – 21 Tagen die Bewerbungserfahrung einschätzen möchten
Mit der Analyse auf kanaleo.de soll gezeigt werden was ggf. am Bewerbungsprozess verbessert werden kann und worauf die Bewerber besonders Wert legen.
Analyse erfolgt seit Mai 2017, wir haben 375 Datensätze erhalten
Zukunft des Personalmanagements - Auswirkungen der Digitalisierungpludoni GmbH
In dieser Präsentation werden die Auswirkungen Digitalisierung für das Personalmanagement dargestellt. Prof. Dr. Jörg Klukas vom Empfehlungsbund gibt Einblicke, wie die Zukunft für Personaler aussehen kann.
Candidate Experience Studie 2016 - kanaleopludoni GmbH
Diese Präsentation wertet die Candidate Experience Studie 2016 des Portals Kanaleo aus. Prof. Dr. Jörg Klukas vom Empfehlunsgbund gibt wertvolle Tipps, wie Personaler den Bewerbungsprozess am cleversten für sich nutzen können.
Der Empfehlungsbund stellt sein Update von Kanaleo vor. Denn um erfolgreiches Personalmanagement zu betreiben, ist es wichtig zu wissen, über welchen Weg zuküftige Arbeitnehmer/innen erreicht werden können
Sich über marktübliche Standards bei der Bezahlung zu informieren ist für viele Unternehmen von großer Bedeutung, denn gerade in der Personalbeschaffung spielen faire Gehaltsverhandlungen eine wichtige Rolle. Mit unserem Gehaltsbenchmark vergleichen wir Ihre aktuellen Gehälter mit denen von anderen Firmen aus Ihrer Region und Branche. Für unsere Partner der Communitys des Empfehlungsbundes ist die Teilnahme sowie die Auswertung selbstverständlich kostenfrei, insofern die Daten im Zeitraum von Januar bis März vollständig übermittelt wurden. Für alle weiteren Interessierten, die ihre Gehälter vergleichen möchten, halten wir flexible Preisangebote bereit.
Studie Generation Y Prioritäten bei der Arbeitgebersuchepludoni GmbH
Unter dem Titel Prioritäten der Generation Y bei der Arbeitsplatzsuche konnte ich noch einmal klar stellen, dass die Generation Y, sowie alle folgenden oder vorhergehenden Generationen keine abzusondernde Gruppe von Menschen ist, denen man willkürlich soziale Eigenschaften unterstellen kann. Außer positiver oder negativer Diskriminierung bezweckt man damit gar nichts. Tatsache ist, Menschen haben zu unterschiedlichen Phasen in Ihrem Leben unterschiedliche Prioritäten. Und wir können sowohl aus unseren Erfahrungen als Personalexperten, als auch anhand von statistischen Methoden ein recht gutes Bild darüber erhalten, welche Prioritäten am ehesten eine Person eines gewissen Alters bei der Jobsuche haben wird. Statt Mutmaßungen möchte ich in meinem Fachbeitrag Zahlen sprechen lassen.
Trendea - Personaltrends in Mitteldeutschland 2017-2019pludoni GmbH
Diese Studie wurde zum ersten Mal 2012 mit den Mitgliedern den AK Personalentwicklung des Vereins Silicon Saxony e.V. durchgeführt, jährlich zum Jahresende
Silicon Saxony e.V. = 300 Elektrotechnik/Halbleiter Firmen aus Sachsen und Umland (Europas führender Excellence Cluster in der Chip-Industrie und angebundene Zulieferer)
Ziele:
Ableitung der Trends im Personalmanagement 2017-2019 für die Mitglieder des Silicon Saxony e.V.
Ableitung der 4-6 Themen für die Arbeitskreistreffen 2017/18
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Exploring Patterns of Connection with Social Dreaming
1b Leaders define, monitor, review and drive the improvement of the organization’s management performance
1. 1b Leaders define, monitor,
review and drive the improvement
of the organization’s management
performance
http://www.flickr.com/photos/dronir/3637162478/sizes/l/
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- • Tasks/Roles of Leaders
Departments • Various Theories, Types, Traits
about Leadership
• Criteria 3
• People Approaches
• Criteria 5
• HR Process Management
• Criteria 4e
• Learning Organization
g g
• People, Places and Objects
Approach
• Intercultural Management by
Lixiu
• Criteria 7
• People’s Perception measures
• People’s Performance Indicators
International Human Resources Management, Wassili
Lasarov, Dr. Jörg Klukas
4. 1B LEADERS DEFINE, MONITOR, REVIEW
AND DRIVE THE IMPROVEMENT O THE
A O OF
ORGANIZATION’S MANAGEMENT
PERFORMANCE
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
1. Leadership
1 L d hi
Customer
Leadership Strategy
Strateg Processes Performance
Results
Results
Partnership Society
& Resources Results
a. Leaders develop the Mission, Vision, Values and ethics and act as role
model
b. Leaders define, monitor, review and drive the improvement of the
organization’s management system and performance
c. Leaders engage with external stakeholders
d.
d Leaders reinforce a culture of excellence with the organization s people
organization’s
e. Leaders ensure that the organization is flexible, and managers change
effectively
International Human Resources Management, Dr. Jörg
Klukas 6
7. The EFQM excellence model - Leadership
Q p
Leaders define, monitor, review and drive the improvement of the organization’s
define monitor
management system and performance
In practice, excellent organizations
• Use b l
U a balanced set of results to review their progress, providing a view of long- and
d t f lt t i th i idi i fl d
APPROACHES
short-term priorities for the key stakeholders, with clearly defined “cause and effect”
relationships. Process Coordinator,
• Develop and improve the organization’s management system, including evaluating Process Owner
the set of results in order to improve future p
p performance and p
provide sustainable
benefits to stakeholders.
Process Manager
• Base decisions on factually reliable information and use all available knowledge to
interpret current and predicted performance of the relevant processes. Leader of
• Are transparent and accountable to stakeholders and society at large for their
Improvement Team
performance and actively support the desire to go beyond regulatory compliance.
• Deliver high levels of stakeholders confidence by ensuring risks are identified and
Regular BSC Review
appropriately managed across their processes.
• Understand d develop th underlying capabilities of the organization.
U d t d and d l the d l i biliti f th i ti Assessor / Auditor
(e.g. EFQM)
International Human Resources Management, Dr. Jörg
Klukas 7
9. 4 Tasks of Leaders
4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal.
Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for
continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.
Strategic Leadership Operational
1a Leadership 1c/d
• Process Coordinator, Process Owner
people
ship
Process Manager
g
Leadership Processs
of Change Leaders
• Leader of Improvement Team
1b
• Assessor / Auditor (EFQM, Bootstrap/SPICE)
Visionary
Enabler • Member of Management Review
g
e
Role Model • Responsible for Strategic Initiatives
• Manger of Innovations; Member of Disruptive
1e
Innovation Decision Teams; Leader/Member
of Focus Innovations
experiences
• Set challenging goals, create belief • Leading employees
and commitment to these goals, • Account Manager
involving people at all company • Partner Manager
levels, stick with the challenging • Responsible for Cultural Activities,
goals, focus on it and execute Educational Institutions,
• by Offsites, Management Meetings, Governmental Relationships
BU/Account Reviews, Strategy
Mapping, BSC
International Human Resources Management,
Dr. Jörg Klukas 9
10. Ways to influence
y
Leader
Leading by vision,
Leading by structure corporate values and HR
and systems policy
Processes, Objectives and Vision, corporate culture,
Direct Influence
Rewards shared values and norms
Governance by
Go ernance b Governance by
objectives, rules and sozialization
rewards Follower
Self-Governance by
Extra-organizational
socializations or teams
International Human Resources Management,
Dr. Jörg Klukas 10
11. PROCESS ROLES
International Human Resources Management,
Dr. Jörg Klukas
12. Example -Process Owners by Top
Management
g
1. Strategy and 2. Operative Leadership 3. Business Excellence
Planning CEO CEO Steering
QM
Leadership Processes
Core Performance Processes
Head of Sales CEO
5.
5 Projects
COO
5.1 Consulting BUL
C C
M U 5.2 Software Solution Development BUL U
7.
M
A 4. S S A
Knowledge
R Acquisition T 5.3
5 3 Test Services BUL T R
Sharing
K and O O K
and
E CRM M M E
COO 6. Services Learning
T E E T
R
6.1 Agency Services BUL R
6.2 Support Services BUL
U
Enabling Processes
Head of HR CFO CFO Head of internal IT
10. Finance
8. Human Resources 9. Procurement Management and 11. Infrastructure
Management Management Controlling Management
International Human Resources Management,
Dr. Jörg Klukas 12
13. How leaders check the system
y
…analyze based on
…monitor areas of
relevant segmentations
risks/success
for interest groups
Performance
Indicators…
…predict whether
…check whether
strategic targets can be
operational process
achieved
objectives are achieved
(Balanced Scorecard)
International Human Resources Management, Dr. Jörg
Klukas 13
14. Process Roles
• Process Owner
• owns the process, sub-processes, procedures and all belongings of the
process (forms, checklists, templates,…)
• (re-)designs the process, sub-processes, procedures and all belongings
Design Measure, Discuss
of the process, if it is necessary
novate
• assures fulfillment of strategy by its process
Re-Design,Improve, Inn
• Process Manager
• Measures and analyzes the process, sub-processes, procedures and
all belongings according to:
n,
• fulfillment of strategy (e.g. linkage to a BSC)
• good-in-class performance
• peers (prüfend blicken) the process owner and its processes,…; is not
employed with the p
p y process owner
• suggests necessity of improvements
• Process Community
• generate, elaborate and share knowledge and best-practices for
improvements an process innovations
i i i
International Human Resources Management,
Dr. Jörg Klukas 14
16. Objectives of EFQM Assessment by
Leaders
• Type “Internal Self-Assessment”
• Understanding the current state of organizational
development
• Reach consensus between all top managers about
strength/weaknesses of the approaches
• Agree important improvement/change measures
regarding organizational approaches
• Type “External Assessment”
• Help other organizations to understand their
organizational development
• Apply and learn the EFQM Model and RADAR method
• Benchlearning during external EFQM Assessment;
Learn new Approaches
International Human Resources Management, Dr. Jörg
Klukas 16
17. Leadership Responsiblity
p p y
Enablers Results
HR HRPeople
People QM Results COO
CEO
CSO
Policy and Customer Key
Leadership
p Strategy Processes QM
Q Results Performance
Results
COO CSO
Partnerships Society
& Resources Results
CEO
CFO, BUL
Innovation and Learning
International Human Resources Management, Dr. Jörg
Klukas 17
18. Leaders as EFQM Criteria Owners
Internal Self-Assessment
During the year:
• Assignment of Leaders to criteria as criteria owners
• Leader review and describe the current approaches according to
RADAR for their criteria
• Gather documentations and evidences through the organization
and check the results (Reasonable?, targets achieved?
Benchmarks?)
• Perform Benchmarking, Benchlearning Activities
• Id tif i
Identify improvements/change measures
t / h
2 Days Self-Assessment Workshop (Consensus Meeting)
• PPresents th results t th t management team
t the lt to the top tt
• Top Management Team scores according to RADAR and reach
consensus
• Prioritize top improvement/change measures for all criteria
International Human Resources Management, Dr. Jörg
Klukas 18
20. Walk the Talk - Example.
Regular BSC and Objective Reviews.
g j
Unit Rounds
(monthly management meeting)
Top Management Rounds
Account Review
(fortnightly management meeting)
Executive Rounds
R
(weekly management meeting)
Chief Executive Officer and Chief Operating Officers
uarteryl)
Offsit BU/A
Chief
Chi f
(qu
Chief Financial Chief Sales
Human Resources
Officer Officer
Officer
tes,
All Leaders of a Business Unit Quality Manager
All Leaders of a Project Field Workers Council
International Human Resources Management,
Dr. Jörg Klukas 20
21. Management Calendar – Linking Operational and Strategic RADAR (P)review.
BU/Account Review – Review Team (Unit Leader, HR, BE, Sales, Finance) and BUL and its PFM.
Terminplan 2006
Januar Februar März April Mai Juni Juli August September Oktober November Dezember
1 Account-R. Self-Assess. Maifeiertag Unit-Runde 1
2 BU-Review 2
3 EGL-Runde EGL-Runde Tag d. Dt. Einh. 3
4 Unit-Runde Unit-Runde BR / GF-Runde 4
5 Pfingsten 5
6 EGL-Runde EGL-Runde EGL-Runde BR / GF-Runde 6
7 Unit-Runde Unit-Runde Unit-Runde 6.-8.11. EFQM- 7
8 EGL-Runde Forum Budapest 8
9 EGL-Runde Unit-Runde BR / GF-Runde 9
10 Unit-Runde 10
11 BR / GF-Runde 11
12 Site-Visit
Sit Vi it 12
13 Jahres-Kickoff Site-Visit Account-R. 13
14 Karfreitag Site-Visit BR / GF-Runde BU-Review 14
15 Offsite-Meeting Site-Visit 15
16 Offsite-Meeting Site-Visit 16
17 Ostermontag Offsite-Meeting BR / GF-Runde 17
18 Offsite-Meeting
Offsite Meeting EGL-Runde
EGL Runde 18
19 BR / GF-Runde Account-R. Unit-Runde 19
20 BR / GF-Runde BR / GF-Runde SMTM *) BU-Review Offsite-Meeting EGL-Runde 20
21 incl.Manag.-Rev. Unit-Runde 21
22 BR / GF-Runde Buß- u. Bettag 22
23 BR / GF-Runde EGL-Runde 23
24 BR / GF Runde
GF-Runde Unit Runde
Unit-Runde 24
25 Himmelfahrt EGL-Runde 1. Weihnachtsf. 25
26 Account-R. Unit-Runde 2. Weihnachtsf. 26
27 BU-Review 27
28 Self-Assess. EGL-Runde Offsite-Meeting 28
29 Unit-Runde Offsite-Meeting 29
30 30
31 EGL-Runde Reformationst. 31
EGL-Runde CEO (Lead), COO, L US, L CM, L BE/HR, QMB, Stab BR Talk CEO, COO, L BE/HR and Workers Council SMTM *) = Senior-Management-Team-Meeting
GF-Runde EGL + BUL Acc./BUEffective Leadership. HR, Finance
Review EGL + BUL + CRM, BE,
Unit Runde Page 21
Unit Leader, BUL, PFM (all locations) EEA/LEP Ass. All Leaders, EFQM Assessors 07.02.2006
Offsite Meeting All Leaders Jahres-Kickoff All employees from all locations
22. OTHER TOOLS FOR
PROCESS/ IMPROVEMENT
LEADERS
International Human Resources Management,
Dr. Jörg Klukas
23. Tools for Improvements
p
Approach Indicators Management-Review BSC
Process Maturity (PCMM)
Assessment Management Maturity (EFQM) Evaluation of
Management System
Process Performance Strategic
Assessment results Initiatives
Process Indicators
Customer Feedback Quality
Review Target achievements of BSC
State of current Objectives
Business Objectives
Improvement and Budget
Correction measures Owner of
Set
S t up improvement
i - t Initative
Survey Employee Satisfaction measurements
Customer Satisfaction
Image
International Human Resources Management,
Dr. Jörg Klukas 23
24. Management Review (acc. to ISO 9000)
Suggestions for
improvements
Pool of Ideas for Change
Consolidation and Improvement
Management
Strategic Filter/ Strategy Map Review
Prioritize
Mange operational
Improvement
Manage Change: Code
Strategic Initiatives
Monitoring Actions Book
Deployment
International Human Resources Management,
Process Indicators BSC Indicators
Dr. Jörg Klukas
24
25. 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
International Human Resources Management,
Dr. Jörg Klukas 25