People plans support the organization’s strategy

3a People plans support the
http://www.flickr.com/photos/berti66/1387992971/sizes/o/
organization’s strategy

3A PEOPLE PLANS SUPPORT THE
ORGANIZATION’S STRATEGY
International Human Resources Management,
Dr. Jörg Klukas 2

SUMMARY OF THE LASTSUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?YOU LEARN?
Dr. Jörg Klukas 3

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
Dr. Jörg Klukas
questioning the performance of an organization.
RADAR
Required
Results
Deploy
Approaches
Assess and Refine
Approaches and Deployment
4

The EFQM Model –
3a People plans support the3a People plans support the
organization’s strategy
Dr. Jörg Klukas 5

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
Dr. Jörg Klukas 6

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
Dr. Jörg Klukas 7

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
Dr. Jörg Klukas
Employee Survey
8

HR PLACEMENT
HR PLACEMENT
Dr. Jörg Klukas 9

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
Dr. Jörg Klukas
Alumni Management
10

HR PLANING
HR PLANING
Dr. Jörg Klukas 11

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
Dr. Jörg Klukas 12

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 )
Dr. Jörg Klukas 13

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
Dr. Jörg Klukas
Time
Now Forecast,
Prediction
Planning Later
14

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
Dr. Jörg Klukas 15

HR MARKETING
HR MARKETING
Dr. Jörg Klukas 16

The Future of Job Search
Dr. Jörg Klukas 17

Web 2.0 is changing HR Marketingg g g
Dr. Jörg Klukas
simplyhired: the future of job search, 2010
18

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
Dr. Jörg Klukas 19

Retro-Trend: Local War for Talents
• Big Companies = globalized brands
• Small and Medium Size Organizations =
globalization is outdated, instead:g ,
Be known locally
Dr. Jörg Klukas 20

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/
Dr. Jörg Klukas 21

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
Dr. Jörg Klukas 22

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
Dr. Jörg Klukas 23

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
%
Dr. Jörg Klukas
%Source: jobpilot, young professional survey, 2002
24

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)
Dr. Jörg Klukas 25

HR RECRUITING
HR RECRUITING
Dr. Jörg Klukas 26

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)
Dr. Jörg Klukas 27

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/
Dr. Jörg Klukas 28

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
Dr. Jörg Klukas 29

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

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
Dr. Jörg Klukas 31

HR INTEGRATION
HR INTEGRATION
Dr. Jörg Klukas 32

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)
Dr. Jörg Klukas 33

Integration – a processg p
Trial Period Talk
First Day
Welcomeday
First Day
Preparation of the
First Dayy
Dr. Jörg Klukas 34

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
Dr. Jörg Klukas 35

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
Dr. Jörg Klukas 36

Trial Period Talk
First Day
Welcomeday
First Day
Preparation of the
First Dayy
Responsible for social
and professional
integration
Dr. Jörg Klukas 37

• 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
Dr. Jörg Klukas 38

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
Dr. Jörg Klukas 39

HR SUCCESSION
HR SUCCESSION
PLANNING
Dr. Jörg Klukas 40

Succession Management – a processg p
Dr. Jörg Klukas 41

Succession Management – Managing
New and Old Potentials
Dr. Jörg Klukas 42

Align Succession Management with
other HR Approachespp
Dr. Jörg Klukas 43

EMPLOYEE SURVEY
EMPLOYEE SURVEY
Dr. Jörg Klukas 44

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
Dr. Jörg Klukas 45

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
Dr. Jörg Klukas 46

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
Dr. Jörg Klukas 47

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

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
Dr. Jörg Klukas 49

Participation Ratep
Dr. Jörg Klukas 50

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
Dr. Jörg Klukas 51

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)
Dr. Jörg Klukas 52

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

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
Dr. Jörg Klukas 54

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
Dr. Jörg Klukas 55

People plans support the organization’s strategy

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