This document summarizes the agenda for a two-day HR business partner conference on organizational resilience in turbulent times. The conference will cover topics like applying agile principles to HR, global megatrends, defining problems to solve, responding agilely, agile organizations, challenges with agility, agile HR processes, leading agile transformations, and developing an agile mindset. Videos related to the new world of work will also be shared. The goal is to help HR functions and businesses navigate challenges and build resilience through agility.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
Intentional Project Leadership - Franklin Holtforester - Soirée corporative d...PMI-Montréal
The document discusses intentional project leadership and the characteristics of an effective leader. It emphasizes that effective leaders inspire and motivate their teams. Leaders ask "why" to understand objectives, while managers focus on "how" and "what" tasks need to be done. A project succeeds when it satisfies all stakeholder needs and realizes its quality objectives. Project leadership aims to inspire teams to achieve these objectives, while project management focuses on planning and controlling the schedule, costs, resources and other elements of a project. The document encourages intentional communication to motivate teams and influence others.
Business Agility and Organisational LearningShoaib Shaukat
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
The document describes the SHRM India Knowledge Center, which brings together expertise across all aspects of HR. It provides resources to support and advance the HR profession, including a bank of over 50 subject matter experts, HR advisors, tools/templates, virtual events, and research papers. The goal is to equip HR professionals with knowledge and best practices to address current and future workplace challenges.
This document summarizes the agenda for a two-day HR business partner conference on organizational resilience in turbulent times. The conference will cover topics like applying agile principles to HR, global megatrends, defining problems to solve, responding agilely, agile organizations, challenges with agility, agile HR processes, leading agile transformations, and developing an agile mindset. Videos related to the new world of work will also be shared. The goal is to help HR functions and businesses navigate challenges and build resilience through agility.
Simply Irresistible: Engaging the 21st Century WorkforceJosh Bersin
Josh Bersin's keynote presentation on the Simply Irresistible Organization, a new and expanded way of thinking about employee engagement and building a people-centric company.
Intentional Project Leadership - Franklin Holtforester - Soirée corporative d...PMI-Montréal
The document discusses intentional project leadership and the characteristics of an effective leader. It emphasizes that effective leaders inspire and motivate their teams. Leaders ask "why" to understand objectives, while managers focus on "how" and "what" tasks need to be done. A project succeeds when it satisfies all stakeholder needs and realizes its quality objectives. Project leadership aims to inspire teams to achieve these objectives, while project management focuses on planning and controlling the schedule, costs, resources and other elements of a project. The document encourages intentional communication to motivate teams and influence others.
Business Agility and Organisational LearningShoaib Shaukat
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
The document describes the SHRM India Knowledge Center, which brings together expertise across all aspects of HR. It provides resources to support and advance the HR profession, including a bank of over 50 subject matter experts, HR advisors, tools/templates, virtual events, and research papers. The goal is to equip HR professionals with knowledge and best practices to address current and future workplace challenges.
Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century.
This document summarizes data from SHL on the global availability of current and future leaders. It finds:
1) There is a lack of confidence that organizations have the leaders needed for future success, with only 25% of employees believing their company has the right leaders.
2) Countries with the highest percentage of populations displaying strong leadership potential today include Hong Kong, Germany, the UK, Australia, and the US.
3) While many countries have the potential leaders needed today, developing future leaders remains a challenge, with organizations acknowledging succession risks but often lacking the talent data and development programs to effectively address it.
This document summarizes two models of thinking styles - the Phillips 'Deva' model and the Ned Hermann Group model. The Phillips model categorizes thinking as either 'hard' (objective, tangible) or 'soft' (subjective, intangible). The Ned Hermann Group model describes four thinking styles - type A learns through logic and data, type B through organized consistent approaches, type C through group discussion and personal involvement, and type D through fun spontaneity and variety. The document also provides examples of how companies have used these models to improve team productivity, personal effectiveness, and organizational applications.
This document discusses organizational project management and the need for new perspectives beyond traditional project management approaches. It notes that while bodies of knowledge, competency frameworks, and qualifications like PRINCE2 exist, organizations are changing in ways that require more flexible models focused on organizational development, strategic alignment, leadership, and engaging employees at all levels of the organization. It argues that project management must adapt to remain relevant and that a "PM crisis" exists as current approaches are not consistently delivering project success costing trillions annually. New perspectives integrating insights from fields like change management, agile methods, brain science and leadership are needed.
Collecting data plays a critical role in a robust and efficient senior leader selection process. Data alone will not transform your senior leader selection process. The key is to turn data in to INSIGHT. Explore our third-in-the-series guidebook and learn three ways that data can be used to drive insight; leading to better senior leader hiring decisions.
How knowledge flow links goals with desired outcomes and what gets in the way of thie. Design your strategy to leverage what you ahve and fills the gaps you need.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Project Managers as instrument of change (change agents in action)PMI-Montréal
This document discusses best practices for incorporating change management into projects. It begins by defining change management and explaining why it is important for project success. It then covers developing a change management strategy and plan integrated with the project plan, identifying stakeholders and assessing impacts, managing resistance to change, and engaging sponsors. Key elements discussed include developing a case for change, impact analysis, communication strategies, and education/training plans to support the changes. The presentation emphasizes the importance of change management in helping people transition successfully to new processes and ways of working.
This document discusses strategies for effective strategy execution, including overcoming challenges, leveraging different influences to increase success, and setting goals and structures to improve execution. It emphasizes that execution requires consistent behaviors over time and outlines tips for goal setting, meetings, coaching, and developing others. Effective execution engages multiple influences, leverages different levers or structures, and requires participation and buy-in at all levels of an organization.
The document discusses strategic leadership and thinking. It describes Syntesis Global as a management consulting firm that works with large companies. The webinar covers various aspects of strategic leadership, including the 5 phases of strategic planning, identifying strategic gaps, and developing strategic thinking skills. The goal is to provide leaders with frameworks and tools to improve strategic execution and drive organizational alignment.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
The document provides an overview of elements needed to create a learning culture within an organization. It discusses the need for paradigm shifts in learning approaches and emphasizes taking a whole brain, whole person approach. Key elements of a learning culture discussed include: supporting learning at the individual, team, and organizational levels; leadership that reinforces learning; embracing change and collaboration; knowledge management; and community learning. The document also provides examples of companies that have built strong learning cultures and outlines a sample culture transformation journey framework.
This document summarizes a presentation on project leadership and taking a people-first approach to project management. The presentation discusses how organizations are increasingly focusing on leadership skills in addition to technical skills. It also covers keys to project success like focusing on teams, collaboration, understanding people's motivations and communication styles. The presentation promotes embracing a people-first approach to project management by engaging stakeholders, building teams and demonstrating leadership.
The document summarizes a presentation on tackling knowledge transfer at a project and organizational level. It defines knowledge transfer as the intentional replication of expertise from key professionals to their coworkers. It discusses how knowledge transfer has evolved from ancestral oral traditions to today's focus on both explicit knowledge captured in documents and tacit knowledge shared interpersonally. The presentation outlines barriers to knowledge transfer like perceived loss of power and lack of trust or commitment. It emphasizes that effective knowledge transfer depends on leadership commitment, engaging employees, and establishing a learning culture where knowledge sharing is part of daily operations.
This document summarizes organizational creativity and innovation. It discusses that organizational creativity involves individuals working together in a complex social system to create valuable new ideas. It notes that organizations must manage the tension between creativity and control. The document presents a model where innovation is supported when there is high congruency between an organization's strategy, environment, culture, people, and processes. It proposes that organizations can manage the tension between creativity and control through five levers of control.
How do you determine who the top performers are in your organization—and what kind of value proposition are you offering to make sure they will stay?
These seem like simple questions but most business leaders struggle to answer them. And knowing the answers is critical given the scarcity of skilled talent in the marketplace today.
In short, being able to identify those people who are really creating value in your business—and developing a pay strategy that keeps them producing—has never been more important. It doesn’t go too far to say that the future of your business depends on it.
Addressing these issues is the focus of this presentation.
People communicate effectively throughout the organisationpludoni GmbH
This document discusses effective communication throughout organizations. It provides an overview of communication approaches used by excellent organizations, including understanding communication needs, developing communication strategies, and enabling knowledge sharing. Barriers to communication like physiological, psychological, cultural, political, and technological barriers are examined. The importance of internal communication is emphasized through approaches like onboarding procedures, project debriefings, and employee feedback talks. Metrics from an IT industry survey on communication are presented. Effective feedback models and the use of 360-degree feedback for leaders are summarized.
Hudson is a leading talent management and recruitment firm that operates globally. They provide services such as assessment centers, competency modeling, leadership development, and succession planning to help clients identify talent gaps, training needs, and high potential employees. Assessment centers involve multiple exercises and assessments to evaluate candidates on key competencies. They provide comprehensive data on strengths, weaknesses, and development areas. Case studies show that using assessment centers versus interviews alone can significantly reduce new hire turnover. Assessment centers also help companies select the right candidates for leadership development programs and global roles.
Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century.
This document summarizes data from SHL on the global availability of current and future leaders. It finds:
1) There is a lack of confidence that organizations have the leaders needed for future success, with only 25% of employees believing their company has the right leaders.
2) Countries with the highest percentage of populations displaying strong leadership potential today include Hong Kong, Germany, the UK, Australia, and the US.
3) While many countries have the potential leaders needed today, developing future leaders remains a challenge, with organizations acknowledging succession risks but often lacking the talent data and development programs to effectively address it.
This document summarizes two models of thinking styles - the Phillips 'Deva' model and the Ned Hermann Group model. The Phillips model categorizes thinking as either 'hard' (objective, tangible) or 'soft' (subjective, intangible). The Ned Hermann Group model describes four thinking styles - type A learns through logic and data, type B through organized consistent approaches, type C through group discussion and personal involvement, and type D through fun spontaneity and variety. The document also provides examples of how companies have used these models to improve team productivity, personal effectiveness, and organizational applications.
This document discusses organizational project management and the need for new perspectives beyond traditional project management approaches. It notes that while bodies of knowledge, competency frameworks, and qualifications like PRINCE2 exist, organizations are changing in ways that require more flexible models focused on organizational development, strategic alignment, leadership, and engaging employees at all levels of the organization. It argues that project management must adapt to remain relevant and that a "PM crisis" exists as current approaches are not consistently delivering project success costing trillions annually. New perspectives integrating insights from fields like change management, agile methods, brain science and leadership are needed.
Collecting data plays a critical role in a robust and efficient senior leader selection process. Data alone will not transform your senior leader selection process. The key is to turn data in to INSIGHT. Explore our third-in-the-series guidebook and learn three ways that data can be used to drive insight; leading to better senior leader hiring decisions.
How knowledge flow links goals with desired outcomes and what gets in the way of thie. Design your strategy to leverage what you ahve and fills the gaps you need.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Project Managers as instrument of change (change agents in action)PMI-Montréal
This document discusses best practices for incorporating change management into projects. It begins by defining change management and explaining why it is important for project success. It then covers developing a change management strategy and plan integrated with the project plan, identifying stakeholders and assessing impacts, managing resistance to change, and engaging sponsors. Key elements discussed include developing a case for change, impact analysis, communication strategies, and education/training plans to support the changes. The presentation emphasizes the importance of change management in helping people transition successfully to new processes and ways of working.
This document discusses strategies for effective strategy execution, including overcoming challenges, leveraging different influences to increase success, and setting goals and structures to improve execution. It emphasizes that execution requires consistent behaviors over time and outlines tips for goal setting, meetings, coaching, and developing others. Effective execution engages multiple influences, leverages different levers or structures, and requires participation and buy-in at all levels of an organization.
The document discusses strategic leadership and thinking. It describes Syntesis Global as a management consulting firm that works with large companies. The webinar covers various aspects of strategic leadership, including the 5 phases of strategic planning, identifying strategic gaps, and developing strategic thinking skills. The goal is to provide leaders with frameworks and tools to improve strategic execution and drive organizational alignment.
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
The document provides an overview of elements needed to create a learning culture within an organization. It discusses the need for paradigm shifts in learning approaches and emphasizes taking a whole brain, whole person approach. Key elements of a learning culture discussed include: supporting learning at the individual, team, and organizational levels; leadership that reinforces learning; embracing change and collaboration; knowledge management; and community learning. The document also provides examples of companies that have built strong learning cultures and outlines a sample culture transformation journey framework.
This document summarizes a presentation on project leadership and taking a people-first approach to project management. The presentation discusses how organizations are increasingly focusing on leadership skills in addition to technical skills. It also covers keys to project success like focusing on teams, collaboration, understanding people's motivations and communication styles. The presentation promotes embracing a people-first approach to project management by engaging stakeholders, building teams and demonstrating leadership.
The document summarizes a presentation on tackling knowledge transfer at a project and organizational level. It defines knowledge transfer as the intentional replication of expertise from key professionals to their coworkers. It discusses how knowledge transfer has evolved from ancestral oral traditions to today's focus on both explicit knowledge captured in documents and tacit knowledge shared interpersonally. The presentation outlines barriers to knowledge transfer like perceived loss of power and lack of trust or commitment. It emphasizes that effective knowledge transfer depends on leadership commitment, engaging employees, and establishing a learning culture where knowledge sharing is part of daily operations.
This document summarizes organizational creativity and innovation. It discusses that organizational creativity involves individuals working together in a complex social system to create valuable new ideas. It notes that organizations must manage the tension between creativity and control. The document presents a model where innovation is supported when there is high congruency between an organization's strategy, environment, culture, people, and processes. It proposes that organizations can manage the tension between creativity and control through five levers of control.
How do you determine who the top performers are in your organization—and what kind of value proposition are you offering to make sure they will stay?
These seem like simple questions but most business leaders struggle to answer them. And knowing the answers is critical given the scarcity of skilled talent in the marketplace today.
In short, being able to identify those people who are really creating value in your business—and developing a pay strategy that keeps them producing—has never been more important. It doesn’t go too far to say that the future of your business depends on it.
Addressing these issues is the focus of this presentation.
People communicate effectively throughout the organisationpludoni GmbH
This document discusses effective communication throughout organizations. It provides an overview of communication approaches used by excellent organizations, including understanding communication needs, developing communication strategies, and enabling knowledge sharing. Barriers to communication like physiological, psychological, cultural, political, and technological barriers are examined. The importance of internal communication is emphasized through approaches like onboarding procedures, project debriefings, and employee feedback talks. Metrics from an IT industry survey on communication are presented. Effective feedback models and the use of 360-degree feedback for leaders are summarized.
Hudson is a leading talent management and recruitment firm that operates globally. They provide services such as assessment centers, competency modeling, leadership development, and succession planning to help clients identify talent gaps, training needs, and high potential employees. Assessment centers involve multiple exercises and assessments to evaluate candidates on key competencies. They provide comprehensive data on strengths, weaknesses, and development areas. Case studies show that using assessment centers versus interviews alone can significantly reduce new hire turnover. Assessment centers also help companies select the right candidates for leadership development programs and global roles.
This document discusses human resource planning and management. It begins by defining human resource management and its functions, which include proactively acquiring, retaining, developing, adjusting, and managing changes to human resources to ensure organizational success. It then discusses several key aspects of human resource planning:
1. The importance of linking HR planning to organizational strategic planning and forecasts.
2. Methods for forecasting future personnel needs, including qualitative approaches like expert opinions and the Delphi technique, and quantitative approaches like regression analysis.
3. Assessing available internal and external resources to meet future needs, using tools like replacement charts, succession planning, and transition matrices.
4. Developing action plans to reconcile supply and demand,
Dr. Karl Albrecht's model of organizational performanceDr. Karl Albrecht
The document discusses the challenges facing organizations in today's changing business environment. It notes that the usual strategies are no longer working and that executives need new approaches to improve organizational performance. The key points are:
1. Organizational performance is driven by seven domains of excellence, including strategic focus, customer value, leadership, culture and knowledge management.
2. To succeed, organizations need new views of customers as unique individuals, employees as complex performers and executives as leaders.
3. Improving performance requires evaluation, planning, implementing changes and ensuring continuity through formalizing new processes. Management ownership, employee engagement and customized solutions are critical success factors.
International human resources management lesson 5apludoni GmbH
HR processes are designed and managed to optimize stakeholder value through three main activities:
1) Ensuring that qualified personnel is provided in sufficient numbers and in the right places at the right times.
2) Training and developing employees for their own benefit and the organization's benefit.
3) Committing employees to the organization for the long-term.
This allows the economic success of the organization to be ensured.
The document discusses why organizations should focus on asking "why" to improve performance. It provides explanations for why focusing on values and behaviors, reward and recognition, purpose and strategic alignment, measures and analytics, and employee engagement can help organizations perform at a higher level. The document encourages readers to reflect on these areas in their own organizations and make sure they are aligned with the organization's purpose and used to motivate and engage employees. It provides additional resources for readers who want to learn more.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
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
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
The document discusses various models and frameworks for achieving organizational excellence. It emphasizes that organizational excellence is about people within a system being extremely good at achieving their purpose. It highlights key ingredients as leadership, systems thinking, people development and engagement, process excellence, knowledge management, change management, communication, team building, and project management. Leadership is identified as particularly important for setting the tone and defining the vision and strategy to guide the organization.
This document discusses the importance of human resource management in projects. It notes that people are the most important asset for organizations and managing human resources effectively is one of the toughest challenges for project managers. The document outlines strategies for developing the human resource plan, acquiring the project team, developing the project team through training and team building activities, and managing the project team. It emphasizes treating people with consideration, understanding what motivates them, communicating carefully, and focusing on enabling team members to do their best work.
This document discusses emerging challenges for HR professionals. It begins by quoting Peter Drucker and Jack Welch on the need to adapt to changes and field the best players. The main challenges identified are environmental factors like technology changes and globalization. Organizational challenges include cost-cutting and restructuring. Cultural challenges involve managing diversity. HR must develop strategies aligned with business goals and capabilities. Key roles involve developing intellectual capital, managing careers and conflicts, transferring knowledge, and fostering creativity.
Human Capital Growth Webinar: 2018 HCG talent development benchmark studyHuman Capital Growth
Learn the results of our 2018 HCG Talent Development Benchmark Survey.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results.html
This case study examines the culture at Google and whether it can remain "Googley" as it continues to rapidly expand. It discusses Google's unique culture which encourages innovation, autonomy, informality and risk-taking. The study also analyzes Google's people strategies around recruitment, promotions, compensation and training. It concludes that Google's strong foundations in cultural principles and support from top management have allowed it to remain exceptional while continuing to grow rapidly.
Five Strategies to Expand Succession Planning in the Public SectorCornerstone OnDemand
Talent management is evolving, and implementing innovative solutions for succession planning, mentoring, training, and recruiting are critical steps for reaching agency goals.
Join us for our webinar to learn how you can efficiently build tomorrow's public sector workforce.
This webinar will teach you:
• Strategies for recruiting millennials
• Different methods and a model for identifying high potential employees
• Strategies and processes to identify, capture, structure, value, and share your organization’s intellectual assets
• How to expand your succession planning strategies to mid-level positions
• How to implement Unified Talent Management Processes and systems
MM Bagali ......HR...... Succession planning......HRM......HRD.......Managementdr m m bagali, phd in hr
This document discusses various aspects of human resources planning including estimating future staffing needs, global trends impacting organizations, and 21st century skills. It covers topics such as succession planning, careers, developing employees, and challenges with management development efforts. The overall purpose is to provide an overview of strategic human resources planning processes and considerations for ensuring an organization has the right employees with the right skills both currently and in the future.
MILC project - 21century handbook - module 1Emanuele Musa
1. Critical thinking is the process of evaluating arguments and making judgments to guide beliefs and actions. It involves judging the credibility of sources, evaluating arguments, and distinguishing facts from opinions.
2. Critical thinking has benefits such as strengthening leadership, increasing openness to change, improving analytical skills, and enhancing learning and co-creation. It is an important skill for solving problems across many fields.
3. Case studies show how companies like Samsung use critical thinking in innovation management and how theaters use it to vary ticket prices to maximize revenues while maintaining affordability. Asking questions is part of developing critical thinking skills.
This document discusses critical thinking, defining it as the process of evaluating arguments and making judgments to guide beliefs and actions. It describes critical thinking as involving judging credibility, evaluating arguments, and distinguishing facts from opinions.
The document then provides tips for critical thinking, including asking questions like who, what, when, where, how, why, what if, so what, and what next. It discusses benefits like improved logical thinking, reasoning, interpretation, and decision making. Examples are given of how critical thinking can strengthen leadership, increase openness to change, and enhance analytical skills.
Finally, the document outlines tools and approaches for practicing critical thinking, like analytical thinking, questioning assumptions, and evaluating evidence. It provides a checklist
Similar to People are aligned involved and empowered (20)
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
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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)
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Ableitung der 4-6 Themen für die Arbeitskreistreffen 2017/18
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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People are aligned involved and empowered
1. 3c People are aligned, involved
http://www.flickr.com/photos/archeon/2884431258/sizes/z/
and empowered
2. SUMMARY OF THE LASTSUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?YOU LEARN?
International Human Resources Management,
Dr. Jörg Klukas 2
3. What we have learnt.
• Overview of the EFQM Model to be applied for HR-
Departments
• Sub-Criteria 3a
• HR Planning
• HR Marketing, Recruiting, Integrationa e g, ec g, eg a o
• Succession Planning
• Employee Survey
• Sub-Criteria 3bSub Criteria 3b
• Strategic Competency
Management
• Blended Learningg
System
• Annual Employee
Talks
International Human Resources Management,
Dr. Jörg Klukas 3
4. 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 4
5. 3C PEOPLE ARE ALIGNED3C PEOPLE ARE ALIGNED
INVOLVED AND
EMPOWEREDEMPOWERED
International Human Resources Management,
Dr. Jörg Klukas 5
6. The EFQM excellence model – PeopleQ p
3 P l li d i l d d d
In practice, excellent organizations
• Ensure their people at the individual and team level are fully
3c People are aligned, involved and empowered
APPROACHES
Target• Ensure their people, at the individual and team level, are fully
aligned with the organization's Mission, Vision and
strategic goals.
• Create a culture where people‘s dedication, skills, talents
and creativity are developed and valued
Target
Management,
Appraisal
and creativity are developed and valued
• Encourage their people to be the creator and ambassadors
of the organization's ongoing success,
• Ensure that people have an open mindset and use creativity
and innovation to respond quickly to challenges they face
Process
Management (5)
E tand innovation to respond quickly to challenges they face.
• Create a culture of entrepreneurship to enable improving
and optimizing the effectiveness and efficiency of their
processes
Empowerment,
Motivation
Strategy
International Human Resources Management,
Dr. Jörg Klukas
Strategy
Management (2)
6
8. Reason for Empowermentp
Daily Interaction
L l ith t l
Entire
Organization
(Hierarchy)
Level with external
stakeholders
(Hierarchy)
Organi-
zational
CCenter
Daily Decisions,
Agreements,…
International Human Resources Management,
Dr. Jörg Klukas
g ,
Empowerment by
strategic clearness
(vision, targets,…) 8
9. What is Empowerment?p
• “Empowerment is not giving people power, people
already have plenty of power in the wealth ofalready have plenty of power, in the wealth of
their knowledge and motivation, to do their jobs
magnificently. We define empowerment as
l tti thi t ” (Bl h d K)letting this power out.” (Blanchard, K)
• It encourages people to gain the skills and
knowledge that will allow them to overcomeknowledge that will allow them to overcome
obstacles in life or work environment and
ultimately, help them develop within themselves
or in the societyor in the society.
International Human Resources Management,
Dr. Jörg Klukas 9
10. Empowerment includes the following or
similar capabilities:p
• to make decisions about personal /collective circumstances
• to access information and resources for decision-makingto access information and resources for decision making
• to consider a range of options from which to choose (not
just yes/no, either/or.)
• to exercise assertiveness in collective decision makingto exercise assertiveness in collective decision making
• Having positive-thinking about the ability to make change
International Human Resources Management,
Dr. Jörg Klukas 10
12. The three keys to empower the peopley p p p
In the book“ Empowerment Takes More Than a Minute“, the authors,
Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three
i l k h i i ff i l hsimple keys that organizations can use to effectively open the
knowledge, experience, and motivation power that people already
have.
• share information with everyone• share information with everyone,
• create autonomy through boundaries
• replace the old hierarchy with self-managed teams.
International Human Resources Management,
Dr. Jörg Klukas 12
13. Top 10 Principles of Employee
Empowermentp
• Demonstrate That You Value People
• Share Leadership Vision
• Share Goals and Direction
• Trust People
• Provide Information for Decision Making
• Delegate Authority and Impact Opportunities, Not Just More Work
• Provide Frequent Feedback
• Solve Problems: Don't Pinpoint Problem Peoplep p
• Listen to Learn and Ask Questions to Provide Guidance
• Help Employees Feel Rewarded and Recognized for Empowered
Behavior
International Human Resources Management,
Dr. Jörg Klukas 13
14. Empowerment is based on
Commitment.
•Organization try to achieve more and more with less and less:
• e.g. improve quality, customer service without increasing cost.
•what makes the difference?
• Brands, state-of-the-art technology, new products or new markets?
•BUT PEOPLE:
– who are prepared to go the extra mile for their employer,
– who care about the future of their company and
– who are ready, willing and able to:
• exert the maximum effort,
• deploy maximum intelligence,
• and apply the maximum creativity
•in their work for the benefit of the organization as a whole.
International Human Resources Management,
Dr. Jörg Klukas 14
15. Commitment is based on
Empowerment (Commitment Driver based on Employee Survey Data)p ( p y y )
•Leadership 31%
•Ethical organization
•Equitable reward
•Viable and creditable strategy
D l t 29%•Development 29%
•Provide opportunities to develop
•Regard people as assets to be invested in not cost to be cut
•Investment in people = investment in company’s futureInvestment in people = investment in company s future
•Support diversification (individuals)
•Empowerment 27%p
•=Responsibility + Authority
•Employees are respected for their talents
•Vest authority in their front-line staff
•Employees are reluctant to express their views, or exercise their initiative
International Human Resources Management,
Dr. Jörg Klukas 15
16. Empowerment as Business Driverp
Market / Customer (outisde)
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
16
17. Maslow and the Motivation
How can you make sure your workforce is loyal and actively engaged
in their work? The answers may surprise you – it’s not all about money
i hi f f b l h i hin this case. In fact, 89% of managers believe that money is the
main issue contributing to turnover. However, only 12% of
employees say money is the reason they left a company.
International Human Resources Management,
Dr. Jörg Klukas
Source: Expresspro, 2010
17
19. Vision, Mission and Objectives, j
Vision Target Position
Year XYear X
Finance
Strategic
Target
Indi- -
cators Targets Initiative
Customer
-
Processes
Vision
and
Strategy
Strategic
Target
Indi-
cators Targets Initiative
Strategic
Target
Indi-
cators Targets Initiative
Potential
-Strategic
Target
Indi-
cators Targets Initiative
Current
Position
Mission/
Values
International Human Resources Management,
Dr. Jörg Klukas
Position Values
19
20. Align the organization toward customer
and other stakeholders
International Human Resources Management,
Dr. Jörg Klukas 20
21. Balance Targets and Skillsg
Current and Target Position
of the Organizationg
„What we believe in“ and „Where we want to be“
Strategy Map, Balanced Scorecard and central Strategic Initiatives
of the Organization
O G Pl “ d Wh t h t d “„Our Game Plan“ and „What we have to do“
Vision, Strategy, BSC and de-central Initiatives
of the various units/departments
„Where we want to be“ and „What we have to do“
Individual Targets Knowledge&SkillsIndividual Targets
by Target Appraisal Interviews
„What I have to do“
Knowledge&Skills
By Employee Feedback Talks
„Where I want to be“
International Human Resources Management,
Dr. Jörg Klukas 21
22. Reasons for Target Managementg g
• Linking the vision and strategy with the objectives of the
business units, teams and employees
• Introduction of a management tool which involves all staff
through a performance-based pay system in the company's
success
• Strengthening of individual initiative and responsibility of
all employees
• Support of customer orientation and target focusedSupport of customer orientation and target focused
cooperation
International Human Resources Management,
Dr. Jörg Klukas 22
23. Target/Appraisal Management
– a processp
Beginning of year
agree individual
Targets for all
employees
Within the
following year
Beginning of
next year
review and
update Targets
At least 2 weeks
prior Appraisal
Leader&
Employee
Leader&
Employee
Leader&
Employee
Leader
Review Target
Achievement
(last year) &
N T
Status Review
(on demand)
Review Target
Achievement
(last year) &
N T
Communication of
Organization’s
and unit’s targets
ll l New Target
Appraisal
New Target
Appraisal
to all employees
International Human Resources Management,
Dr. Jörg Klukas
Changed
organizational
targets?
Same targets of
organization?
23
24. Rules of Target Managementg g
• 3-5 individual goals agreed between employees and HR
managers
• Every goal to be weighted between 20% and 40% when using
different weights
• The goals cover most of the core areasThe goals cover most of the core areas
• Co-workers have chance to propose own goals
• Individual goals are weighted 2/3 and company goals 1/3
• B d f di t d CEO l d l• Board of directors and CEO conclude company goals
• Goals are declared for one business year
International Human Resources Management,
Dr. Jörg Klukas 24
25. Defining Target according to
SMART Principlep
Individual and team goals must be SMART:
Significant, Stretching, SimpleSpecific
Measurable Meaningful, Motivational, Manageable
A i t A hi bl A d A i bl A ti bl A ti i t d
Attainable[ Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented,
Ambitious], Aligned
Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding
Time-bound Time-oriented, Time framed, Timed, Time-based, Time boxed, Timely,
Time-Specific, Timetabled, Time limited, Traceable, Tangible
International Human Resources Management,
Dr. Jörg Klukas 25
26. Targets of leaders support the targets of employees.
International Human Resources Management,
Dr. Jörg Klukas 26
27. How do the achievement of targets
pay off?p y
Different styles:
• Linkage to benefits&compensation
• Linkage to career planingLinkage to career planing
• Linkage to personal development and
improvement
• Linkage to feedback system
• …
International Human Resources Management,
Dr. Jörg Klukas 27
28. 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 28