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.
=> Strategic planning first entry
- The easiest introduction to the Strategic Planning
- The basic knowledge of the strategic planning, that everybody should know.
ABDULLAH ALKHADRAWY
Ensuring the future of your business through strategic workforce planning ā¦Workforce BluePrint
Ā
Presentation by Head Workforce Planner, Wendy Perry from Workforce BluePrint at the Changing Skills for a Changing World Conference in Melbourne on 14.2.13.
=> Strategic planning first entry
- The easiest introduction to the Strategic Planning
- The basic knowledge of the strategic planning, that everybody should know.
ABDULLAH ALKHADRAWY
Ensuring the future of your business through strategic workforce planning ā¦Workforce BluePrint
Ā
Presentation by Head Workforce Planner, Wendy Perry from Workforce BluePrint at the Changing Skills for a Changing World Conference in Melbourne on 14.2.13.
General management & leadership course ;workplace stress ;attitudes & c...David Mazanga
Ā
Its a summarised General Management and Leadership Skills as well as Workplace Stress ,Attitudes ,Time and Change Management full elaborated Presentation by Sir David Mazanga in Otjiwarongo ,Namibia on the 12th -23rd of October 2015. It is the course attended by various delegates from Ministry of Works and Transport Windhoek ,Namibia and Omusati Regional Council Staff Members for the duration of Two(2) Weeks at Regional Institute for Management Training(RIMT) -www.rimt.co.za
Is change management tactical or strategic v6Gail Severini
Ā
Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
People plans support the organizationās strategypludoni GmbH
Ā
"EFQM 3a People plans support the organizationās strategy" introduces concepts for HR Planning, HR Placement, HR Succession Planning, Employee Survey
2a Strategy is based on the understanding the needs and expectations of both ...pludoni GmbH
Ā
2a Strategy is based on the understanding the needs and expectations of both stakeholders and their external environment; Strategy-focussed organization, Competition arena
General management & leadership course ;workplace stress ;attitudes & c...David Mazanga
Ā
Its a summarised General Management and Leadership Skills as well as Workplace Stress ,Attitudes ,Time and Change Management full elaborated Presentation by Sir David Mazanga in Otjiwarongo ,Namibia on the 12th -23rd of October 2015. It is the course attended by various delegates from Ministry of Works and Transport Windhoek ,Namibia and Omusati Regional Council Staff Members for the duration of Two(2) Weeks at Regional Institute for Management Training(RIMT) -www.rimt.co.za
Is change management tactical or strategic v6Gail Severini
Ā
Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
People plans support the organizationās strategypludoni GmbH
Ā
"EFQM 3a People plans support the organizationās strategy" introduces concepts for HR Planning, HR Placement, HR Succession Planning, Employee Survey
2a Strategy is based on the understanding the needs and expectations of both ...pludoni GmbH
Ā
2a Strategy is based on the understanding the needs and expectations of both stakeholders and their external environment; Strategy-focussed organization, Competition arena
Strategic Talent Management and Development online learning programme, facilitated by Dr Charles Cotter. Best practice principles, tools and processes.
Business People Excellence is a comprehensive framework to provide guidance on improving performance of human resources management in all kind of organizations
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Ā
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Exploring the Zone of Synergy (ZoS) and levels of maturity of cooperation between Organizational Development (OD) and Strategic Human Resources Management (SHRM)
Integrating Knowledge Management in a Business Strategy Process Operationaliz...Pedro Sobreiro
Ā
Presentation Agenda: (1) Research objectives; (2) Theoretical framework; (3) Proposed approach for business context; (4) Knowledge Management and Business Process Management integration; (5) Case study developed and (6) Conclusions
Similar to International human resources management lesson 5a (20)
Die aktuellen Entwicklerupdates fĆ¼r den Empfehlungsbund. Enthalten sind Updates am Empfehlungsbund und am EBMS, sowie grƶĆere Anpassungen an Mittlr.de und Jobwert.info.
Stand des Empfehlungsbundes - Januar 2021pludoni GmbH
Ā
Die erreichten Ergebnisse des Empfehlungsbundes im Januar 2021: Enthalten sind die Entwicklung der eingehenden Bewerbungen der gesamten Arbeitgebercommunity, sowie Informationen Ć¼ber Demographie und die Herkunft der Bewerber.
Die aktuellen Entwicklerupdates fĆ¼r den Empfehlungsbund. Betroffen sind Verbesserungen am Bewerbermanagementsystem EBMS sowie eine verbesserte Schnittstelle zwischen Mittlr und dem EB-Dashboard. AuĆerdem 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 fĆ¼r eine verbesserte Empfehlungrate.
Fachvortrag: Active Sourcing - Do's und Dont's bei der direkten Ansprachepludoni GmbH
Ā
Unter Active Sourcing verĀsteht man im AllĀgeĀmeiĀnen die perĀsoĀnaĀliĀsierĀte AnĀspraĀche von KanĀdiĀdat*inĀnen, die pasĀsiv auf der JobĀsuĀche oder laĀtent wechĀselĀwilĀlig sind. Beim AcĀtive SourĀcing kann die AnĀspraĀche onĀline oder offĀline und diĀrekt oder Ć¼ber dritĀte PerĀsoĀnen erĀfolĀgen. Auch die AusĀspraĀche von EmpĀfehĀlunĀgen kann zum AcĀtive SourĀcing geĀzƤhlt werĀden.
In diesem Fachvortrag werten wir aktuelle Studienergebnisse aus, die sich mit dem Thema Active Sourcing beschƤftigen. DarĆ¼ber hinaus besprechen wir Tools, die zur aktiven Ansprache genutzt werden kƶnnen und geben Empfehlungen fĆ¼r deren effektive Nutzung. Zu guter Letzt zeigen wir anhand von Studien Konsequenzen auf, die sich in einem UnsachgemƤĆen 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
Ā
Auf dem diesjƤhrigen 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 kƶnnen. AnschlieĆend prƤsentieren 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
Ā
Die IT-Rechtsexpertin, gab eine ausfĆ¼hrliche Einleitung Ć¼ber 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 PrƤsentation enthƤlt u.a. eine ausfĆ¼hrlich aufbereitet Checkliste "Pflichten von Unternehmen nach der Datenschutzgrundverordnung".
Die GesamtprƤsentation des Offenen Expertenforums Personalmanagement beinhaltet folgende Themen:
(1) Kennzahlen Ć¼ber den Status der jeweilige Empfehlungsnetzwerke fĆ¼r IT-Berufe, MINT-Berufe, KaufmƤnnische Berufe, sowie Arzt- und Pflegeberufe.
(2) Jobwert.info āAuswertung bundesweiter und regionaler Gehaltsentwicklung + Benefits
(3) Kanaleo.de ā 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 KernfunktionalitƤt setzt und unnƶtige Extra-Funktionen vermeidet - "Bewerber managen" auf den Punkt gebracht.
Empfehlungsbund Community Workshop: EB-Academy - multimediale Online-Lernplat...pludoni GmbH
Ā
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
Ā
Wie lassen sich PersonalgewinnungsmaĆnahmen effektiver und gleichzeitig effizienter verwirklichen? Wo und wie finden Unternehmen potenzielle Mitarbeiter? Hat HR-Tech Ć¼berhaupt einen Nutzen fĆ¼r die Personalarbeit? In den Community Workshops des Empfehlungsbundes kommen Personalexperten und FĆ¼hrungskrƤfte regionaler Unternehmen zusammen. Hier werden neue Entwicklungen und Ideen fĆ¼r eine erfolgsversprechende Personalarbeit vorgestellt. Wir ermutigen unsere Workshop Teilnehmer diese Ideen zu evaluieren und mit Ihren BeitrƤgen die Weiterentwicklung unseres Konzeptes der FachkrƤftesuche in der Gemeinschaft voranzutreiben.
Auf der Agenda steht unter anderem, wie Sie Motivationsstrategien sinnvoll fĆ¼r Ihre PersonalgewinnungsmaĆnahmen nutzen kƶnnen. Des Weiteren mƶchten wir Ihnen zeigen, wie Sie mithilfe des EFQM Modells angemessenere Arbeitgeber-Selbstbewertungen formulieren. AuĆerdem stellen wir Ihnen mit EB-Academy eine autodidaktische Lernplattform vor, womit Sie Ihr Personalmanagement-Knowhow weiter optimieren kƶnnen
Zusammenfassung: Empfehlungsbund Community Workshop Februar 2018pludoni GmbH
Ā
Wie lassen sich PersonalgewinnungsmaĆnahmen effektiver und gleichzeitig effizienter verwirklichen? Wo und wie finden Unternehmen potenzielle Mitarbeiter? Hat HR-Tech Ć¼berhaupt einen Nutzen fĆ¼r die Personalarbeit? In den Community Workshops des Empfehlungsbundes kommen Personalexperten und FĆ¼hrungskrƤfte regionaler Unternehmen zusammen. Hier werden neue Entwicklungen und Ideen fĆ¼r eine erfolgsversprechende Personalarbeit vorgestellt. Wir ermutigen unsere Workshop Teilnehmer diese Ideen zu evaluieren und mit Ihren BeitrƤgen die Weiterentwicklung unseres Konzeptes der FachkrƤftesuche in der Gemeinschaft voranzutreiben.
Auf der Agenda steht unter anderem, wie Sie Motivationsstrategien sinnvoll fĆ¼r Ihre PersonalgewinnungsmaĆnahmen nutzen kƶnnen. Des Weiteren mƶchten wir Ihnen zeigen, wie Sie mithilfe des EFQM Modells angemessenere Arbeitgeber-Selbstbewertungen formulieren. AuĆerdem stellen wir Ihnen mit EB-Academy eine autodidaktische Lernplattform vor, womit Sie Ihr Personalmanagement-Knowhow weiter optimieren kƶnnen.
Wie schreibe ich Stellenanzeigen aus, um den
richtigen Bewerber zu finden? Wie kann ich prĆ¼fen, 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 ausfĆ¼llen gefragt, ob diese auch nach 7 ā 21 Tagen die Bewerbungserfahrung einschƤtzen mƶchten
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 DatensƤtze erhalten
Zukunft des Personalmanagements - Auswirkungen der Digitalisierungpludoni GmbH
Ā
In dieser PrƤsentation werden die Auswirkungen Digitalisierung fĆ¼r das Personalmanagement dargestellt. Prof. Dr. Jƶrg Klukas vom Empfehlungsbund gibt Einblicke, wie die Zukunft fĆ¼r Personaler aussehen kann.
Candidate Experience Studie 2016 - kanaleopludoni GmbH
Ā
Diese PrƤsentation wertet die Candidate Experience Studie 2016 des Portals Kanaleo aus. Prof. Dr. Jƶrg Klukas vom Empfehlunsgbund gibt wertvolle Tipps, wie Personaler den Bewerbungsprozess am cleversten fĆ¼r sich nutzen kƶnnen.
Der Empfehlungsbund stellt sein Update von Kanaleo vor. Denn um erfolgreiches Personalmanagement zu betreiben, ist es wichtig zu wissen, Ć¼ber welchen Weg zukĆ¼ftige Arbeitnehmer/innen erreicht werden kƶnnen
Sich Ć¼ber marktĆ¼bliche Standards bei der Bezahlung zu informieren ist fĆ¼r viele Unternehmen von groĆer Bedeutung, denn gerade in der Personalbeschaffung spielen faire Gehaltsverhandlungen eine wichtige Rolle. Mit unserem Gehaltsbenchmark vergleichen wir Ihre aktuellen GehƤlter mit denen von anderen Firmen aus Ihrer Region und Branche. FĆ¼r unsere Partner der Communitys des Empfehlungsbundes ist die Teilnahme sowie die Auswertung selbstverstƤndlich kostenfrei, insofern die Daten im Zeitraum von Januar bis MƤrz vollstƤndig Ć¼bermittelt wurden. FĆ¼r alle weiteren Interessierten, die ihre GehƤlter vergleichen mƶchten, halten wir flexible Preisangebote bereit.
Studie Generation Y PrioritƤten bei der Arbeitgebersuchepludoni GmbH
Ā
Unter dem Titel PrioritƤten 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 willkĆ¼rlich soziale Eigenschaften unterstellen kann. AuĆer positiver oder negativer Diskriminierung bezweckt man damit gar nichts. Tatsache ist, Menschen haben zu unterschiedlichen Phasen in Ihrem Leben unterschiedliche PrioritƤten. Und wir kƶnnen sowohl aus unseren Erfahrungen als Personalexperten, als auch anhand von statistischen Methoden ein recht gutes Bild darĆ¼ber erhalten, welche PrioritƤten am ehesten eine Person eines gewissen Alters bei der Jobsuche haben wird. Statt MutmaĆungen mƶchte ich in meinem Fachbeitrag Zahlen sprechen lassen.
Trendea - Personaltrends in Mitteldeutschland 2017-2019pludoni GmbH
Ā
Diese Studie wurde zum ersten Mal 2012 mit den Mitgliedern den AK Personalentwicklung des Vereins Silicon Saxony e.V. durchgefĆ¼hrt, jƤhrlich zum Jahresende
Silicon Saxony e.V. = 300 Elektrotechnik/Halbleiter Firmen aus Sachsen und Umland (Europas fĆ¼hrender Excellence Cluster in der Chip-Industrie und angebundene Zulieferer)
Ziele:
Ableitung der Trends im Personalmanagement 2017-2019 fĆ¼r die Mitglieder des Silicon Saxony e.V.
Ableitung der 4-6 Themen fĆ¼r die Arbeitskreistreffen 2017/18
Memorandum Of Association Constitution of Company.pptseri bangash
Ā
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Business Valuation Principles for EntrepreneursBen Wann
Ā
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.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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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.š¤Æ
We will dig deeper into:
1. How to capture video testimonials that convert from your audience š„
2. How to leverage your testimonials to boost your sales š²
3. How you can capture more CRM data to understand your audience better through video testimonials. š
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
Ā
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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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.
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).
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratās DholeraAvirahi City Dholera
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnāt just any project; itās a potential game changer for Indiaās chipmaking aspirations and a boon for investors seeking promisingĀ residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratās Dholera
Ā
International human resources management lesson 5a
1. 5a Processes are designed and
d t ti i t k h ldmanaged to optimise stakeholder
value
http://www.flickr.com/photos/moertl/1306170809/sizes/l/
2. 5A PROCESSES ARE DESIGNED
AND MANAGED TO OPTIMISE
STAKEHOLDER VALUE
International Human Resources Management,
Dr. Jƶrg Klukas
3. SUMMARY OF THE LASTSUMMARY OF THE LAST
LECTURES ā WHAT DID
YOU LEARN?YOU LEARN?
International Human Resources Management,
Dr. Jƶrg Klukas
4. What we have learnt.
ā¢ Overview of the EFQM
Model to be applied for HR-
Communication
ā¢ Feedback (360Ā°) and
M ti ti T t l R d
Departments
ā¢ Criteria 3
ā¢ HR Planning
Motivation, Total Reward
ā¢ Criteria 5
Y ill l h t t
ā¢ HR Marketing, Recruiting,
Integration
ā¢ Succession Planning
ā¢ Employee Survey
ā¢ You will learn, how to get your
HR Processes right.
ā¢ Employee Survey
ā¢ Strategic Competency
Management and Blended
Learning
S tSystem
ā¢ Annual Employee Feedback
Interviews and Target
Appraisals
ā¢ Empowerment and Internal
International Human Resources Management,
Dr. Jƶrg Klukas
4
5. The EFQM Model ā
5a Processes are designed
and managed to optimiseand managed to optimise
stakeholder value
International Human Resources Management,
Dr. Jƶrg Klukas
6. The EFQM excellence modelQ
Enablers Results
People
Leadership
People
Policy and
Strategy Processes
People
Results
Customer
Results
Key
Performancep Strategy
Partnerships
& Resources
Processes Results
Society
Results
Results
Innovation and Learning
International Human Resources Management, Dr. Jƶrg
Klukas
6
7. The EFQM excellence modelQ
Leadership
People
Strateg Processes
People
Results
Customer
Key
Performance
5 PLeadership Strategy
Partnership
& Resources
Processes
Results
Society
Results
Performance
Results
5. Processes
a. Processes are designed and managed to optimise stakeholder
value
b. Products and services are developed to create optimum value for
customers
c. Products and Services are effectively promoted and marketed
d Products and Services are produces delivered and managedd. Products and Services are produces, delivered and managed
e. Customer relationships are managed and enhanced
What about HR Products, Services and Solutions?
International Human Resources Management,
Dr. Jƶrg Klukas
What about HR customer relationship?
7
8. The EFQM excellence model - ProcessesQ
5 P d i d d d t ti i t k h ld l
In practice, excellent organizations
A l i d i i i h i d d f h
5a Processes are designed and managed to optimise stakeholder value
APPROACHES
ā¢ Analyze, categorize and priorities their end to end processes as part of the
overall management system and adopt appropriate approaches to effectively
manage and improve them, including those processes that extend beyond the
boundaries of the organization.
ā¢ Clearly define process ownership and their role and responsibility in developing,
Process-oriented
Management System with
ProcessClearly define process ownership and their role and responsibility in developing,
maintaining and improving the framework of key processes.
ā¢ Develop meaningful process performance indicators and outcome measures,
clearly linked to the strategic goals.
ā¢ Turn ne ideas into realit through inno ation enabling processes that fit the
Process
Documentation,
Managing Roles and
Responsibilities,
M i Pā¢ Turn new ideas into reality through innovation-enabling processes that fit the
nature and importance of the changes they will make.
ā¢ Assess the impact and the added value of innovations and improvement to
processes.
Measuring Process
Performance by
Indicators
Process Improvements
International Human Resources Management,
Dr. Jƶrg Klukas
p
Process Maturity
8
10. Is Dilbert a suitable advertiser?
Employees donāt see this issue unreflectingEmployees don t see this issue unreflecting...
International Human Resources Management, Dr. Jƶrg
Klukas
10
11. EFQM Model and ISO 9000Q
International Human Resources Management, Dr. Jƶrg
Klukas
11
12. Reasons for Business Process
Managementg
Internal ObjectivesExternal Objectives
ļ® Internal optimizations of
procedures
ļ® Proofs fulfillment of quality
and compliance requirements
Internal ObjectivesExternal Objectives
ļ® Documentation
ļ® Increase in productivity
ļ® Transparency for customers
ļ® Simplification of business
processes
ļ® Motivation of employees
ļ® Reducing costs
p
ļ® Set up efficient customer-
supplier relationships
ļ® Improve weaknesses
ļ® Faster introduction of new
hires
ļ® Improvement of image
ļ® Competitive Advantages
International Human Resources Management,
Dr. Jƶrg Klukas
Source: Bruhn (1997)
12
14. Managing Processes ā A General Process
Model viewed on HR Perspective.p
L d hi P
1. Strategy and
Planning
2. Operative Leadership 3. Business Excellence
Steering
Core Performance Processes
Leadership Processes
M
A
R
K
C
U
S
T
O
C
U
S
T
O
M
A
R
K
4. Acquisi-
tion and
7. Know-
ledge
Sharing
5. Produce and Deliver Products
K
E
T
O
M
E
R
O
M
E
R
K
E
T
CRM
6. Manage Projects and Services
g
and
Learning
Enabling Processes
8. Human Resources 9. Procurement
10. Finance
Management and 11. Infrastructure
International Human Resources Management,
Dr. Jƶrg Klukas
Management Management
Management and
Controlling Management
14
15. Elements of Process Managementg
ā¢ Processes
ā¢ Corporate ViewCorporate View
ā¢ For all Key processes
ā¢ Linkages
ā¢ Owners, Managers, Community
ā¢ Sub-Processes
ā¢ Fall all main elementsFall all main elements
of a process
ā¢ Linkages
ā¢ Indicators/MeasuresIndicators/Measures
ā¢ ONLY A FEW: Procedures
ā¢ Detailed description
ā¢ Steps, roles, documents
International Human Resources Management,
Dr. Jƶrg Klukas
15
16. HR Processes with Sub-Processes
ļ§Integration / On-
Boarding (First Day
ļ§Education, Training,
Coaching,
ļ§Blended Learning
ļ§Employee AppraisalBoarding (First Day
Procedures, Welcome
Day,ā¦)
ļ§Strategic Alignment
(Target Management)
p y pp
ļ§Total Reward
Approach
Integrate & Align
Develop & Bind
Placement
Integrate & Align
Emplacement
Set free & Support
OutplacementPlan & Find
ļ§Last Work Day
Procedures
ļ§Outplacement
ļ§Certification
ļ§Retirement
ļ§Personnel and
Competency
Planning
ļ§HR Marketing
Outplacement
Re-integrate & Keep up
Replacement
Preplacement
Retirement
ļ§Vacation
ļ§Parental Leave
ļ§HR Marketing
ļ§Applicant
Management
ļ§Transfer, Shifting
ļ§Job Rotation
ļ§Succession Planning
ļ§Re-Organization
ļ§Alumni Management
International Human Resources Management,
Dr. Jƶrg Klukas
Alumni Management
16
17. Examples of HR Sub-Process:
Plan&Find
Procedures
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
Measures
Deviations of
plans
Main Steps
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
p
#applicants per
open position;
cost of
recruiting per
Management of general conditions
(policies and quota of hiring, training with prioritizing by means of cost-benefit analysis,ā¦)
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
recruiting per
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
time to
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
ManagementManagement facility, administration,ā¦ Day
y
Probation
Talks
p ( g
plan)employment
probation
period
17
18. HR Processes with Sub-Processes
ļ§Integration / On-
Boarding (First Day
ļ§Education, Training,
Coaching,
ļ§Blended Learning
ļ§Employee AppraisalBoarding (First Day
Procedures, Welcome
Day,ā¦)
ļ§Strategic Alignment
(Target Management)
p y pp
ļ§Total Reward
Approach
Integrate & Align
Develop & Bind
Placement
Integrate & Align
Emplacement
Set free & Support
OutplacementPlan & Find
ļ§Last Work Day
Procedures
ļ§Outplacement
ļ§Certification
ļ§Retirement
ļ§Personnel and
Competency
Planning
ļ§HR Marketing
Outplacement
Re-integrate & Keep up
Replacement
Preplacement
Retirement
ļ§Vacation
ļ§Parental Leave
ļ§HR Marketing
ļ§Applicant
Management
ļ§Transfer, Shifting
ļ§Job Rotation
ļ§Succession Planning
ļ§Re-Organization
ļ§Alumni Management
International Human Resources Management,
Dr. Jƶrg Klukas
Alumni Management
18
19. Example of HR Sub-Process:
Competency Managementp y g
Environment &
Challenges
Targets &
Strategy
Structures &
Processes
Analyze requirements &
training targets
Plan &
Definition & Preparation
Compare with targets,
Review and improve
Information Systems
Develop training sessions
Deployment &
Transfer
Controlling of
success
Develop training sessions
or outsource training
(make or buy)
International Human Resources Management,
Dr. Jƶrg Klukas
Transfer
19
20. HR Processes with Sub-Processes
ļ§Integration / On-
Boarding (First Day
ļ§Education, Training,
Coaching,
ļ§Blended Learning
ļ§Employee AppraisalBoarding (First Day
Procedures, Welcome
Day,ā¦)
ļ§Strategic Alignment
(Target Management)
p y pp
ļ§Total Reward
Approach
Integrate & Align
Develop & Bind
Placement
Integrate & Align
Emplacement
Set free & Support
OutplacementPlan & Find
ļ§Last Work Day
Procedures
ļ§Outplacement
ļ§Certification
ļ§Retirement
ļ§Personnel and
Competency
Planning
ļ§HR Marketing
Outplacement
Re-integrate & Keep up
Replacement
Preplacement
Retirement
ļ§Vacation
ļ§Parental Leave
ļ§HR Marketing
ļ§Applicant
Management
ļ§Transfer, Shifting
ļ§Job Rotation
ļ§Succession Planning
ļ§Re-Organization
ļ§Alumni Management
International Human Resources Management,
Dr. Jƶrg Klukas
Alumni Management
20
21. Example: Procedure for
Target/Appraisal Managementg pp g
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
Organizationās
and unitās targets
ll l New Target
Appraisal
New Target
Appraisal
to all employees
International Human Resources Management,
Dr. Jƶrg Klukas
Changed
organizational
targets?
Same targets of
organization?
21
22. Necessary Elements of Proceduresy
Roles
ToDos
Decisions/
Gates
Li k tLinks to
other
processes,
procedures
International Human Resources Management,
Dr. Jƶrg Klukas
Source: http://www.essex.ac.uk/adminreview/images/staff-recruitment-diagram.gif
procedures
22
23. Necessary Elements of Proceduresy
R lRoles
Decisions/
Gates
Comments
Gates
Docu-
mentsments
ToDos
International Human Resources Management,
Dr. Jƶrg Klukas
23
25. Describing Processes rightg g
L d hi P
1. Strategy and
Planning
2. Operative Leadership 3. Business Excellence
Steering
Core Performance Processes
Leadership Processes
M
A
R
K
C
U
S
T
O
C
U
S
T
O
M
A
R
K
4. Acquisi-
tion and
7. Know-
ledge
Sharing
5. Produce and Deliver Products
K
E
T
O
M
E
R
O
M
E
R
K
E
T
CRM
6. Manage Projects and Services
g
and
Learning
Enabling Processes
8. Human Resources 9. Procurement
10. Finance
Management and 11. Infrastructure
International Human Resources Management,
Dr. Jƶrg Klukas
Management Management
Management and
Controlling Management
25
26. Example Description ā HR Processp p
Necessity for the organization
ā¢ Human Resources is a key process because itā¢ Human Resources is a key process, because it
describes procedures for people management, as
people are the most important economic factor
(People Management)
P t gProcess category
ā¢ The Process āHuman Resources Managementā
belongs to enabling processes (Process 8)g g p ( )
International Human Resources Management,
Dr. Jƶrg Klukas
26
27. Example Description ā HR Processp p
Specialties:
ā¢ the individual Sub-Processes are running in parallel and arethe individual Sub Processes are running in parallel and are
performed continuously
Process-Customers:Process-Customers:
ā¢ Internal: Organization, Employees, Manager, Workerās
Council
ā¢ E t l A li t S i t bli I tit ti dā¢ External: Applicants, Society, public Institutions and
Authorities, Alumni
E i i h i iExecution in the organization
ā¢ Over all Business Units (all Processes)
International Human Resources Management,
Dr. Jƶrg Klukas
27
28. Example Description ā HR Processp p
Objective:
1 The Process Human Resources Managementā1. The Process āHuman Resources Management
ensures, that qualified personnel is provided
ā¢ in sufficient number,
ā¢ on the right time,
ā¢ on the right place,
2 and that the employees2. and that the employees
ā¢ are trained for their own benefit and for the
organizationās benefit
itt d l tā¢ are committed on a long term,
so that the economic success of the organization can
be ensured.
International Human Resources Management,
Dr. Jƶrg Klukas
28
29. Example Description ā HR Processp p
Critical factors of success
1 Attainment of HR performance indicators are1. Attainment of HR performance indicators are
influenced by the framework of the organization
(e.g. stop of employment) and because of lack of
professionals on the job market
2. Educational controlling for ensuring return on
invest of further educationinvest of further education
3. Long-Term Commitment of employees
International Human Resources Management,
Dr. Jƶrg Klukas
29
30. Example Description ā HR Processp p
The HR Process supports reaching strategic targets
1. Finance: Revenue and Return, because Quantity and
Quality of the employees influence Revenue
and Returnand Return
2. Customer: Loyalty of customers directly depends on
competency and commitment of employees
3 Processes: Utilization rate and Hour-rates per employee3. Processes: Utilization rate and Hour-rates per employee,
because Compentency of the employees
influence their utilization and quality of their
productsp o c s
4. Potential: Certification, Competencies, Maturity Level for
HRM
International Human Resources Management,
Dr. Jƶrg Klukas
30
31. HR Leading Indicators - examplesg p
1. Talents-quota in %
ā¢ Share of Apprentices/BA-Students/Bachelors/Diploma-
Students/MBA-Students
ā¢ Definition: Number of Apprentices/Number of Employees
ā¢ How good is the organizationās prevention for being independent of
the market and framework (e.g. stop of employment)?
2. Rate of labor turnover during the trial period of new
l (l th h lf )employees (less than a half year)
ā¢ Did the organization made the right choice?
ā¢ Definition: Number of terminations during the trial
period/Number of Employmentsperiod/Number of Employments
ā¢ Are the right People employed and trained on the right way?
International Human Resources Management,
Dr. Jƶrg Klukas
31
32. HR Leading Indicators - examplesg p
3. Ćø Organizationās expert knowledge in years
ā¢ Is the organization able to commit employees in the long run?
4. Recruitment Costs
ā¢ Costs per new hire
5. Degree of certification (Human Capital Readiness Index)
ā¢ How good are deployed Trainings?g p y g
International Human Resources Management,
Dr. Jƶrg Klukas
32
33. HR Lagging Indicators - examplegg g p
6. Satisfaction with their development opportunities
(Surveying)
ā¢ How satisfied are the employees with their development
opportunities?
7. Ć Deviation from Personnel Planning in %
ā¢ Degree of deviation of the number of actual employments from
planned employments
8. Placement in the BestPersAward
ā¢ How good is the organizationās HR in comparison to other
companies?companies?
International Human Resources Management,
Dr. Jƶrg Klukas
33
34. HR Lagging Indicators - examplegg g p
9. Value of EFQM-Assessment of criteria 3 and 7
ā¢ How are the criteria āPeopleā and āPeople Resultsā evaluated
internal and external?
10.Evaluation of People-Competencies (Customer Surveys)
ā¢ How do the customers evaluate the competencies of the
organizationās employees?
International Human Resources Management,
Dr. Jƶrg Klukas
34
35. Are these indicator the right ones?g
Objectives of
the process
Key Success / Risks Strategic Targets
# indi-
cator
1 2 1 2 3 1 2 3 4
1 X X X X X X X X X
2 X X X X X X
3 X X X X X X X X X3 X X X X X X X X X
4 X X X X X
5 X X X X X X X X
6 X X X X X X
7 X X X X X
8 X X X X X
9 X X X X X X
1010 X X X X X X X
International Human Resources Management,
Dr. Jƶrg Klukas
35
36. Description of each Sub-process
(text-version)( )
ā¢ Title/Number of sub-process
ā¢ Important Main Stepsā¢ Important Main Steps
ā¢ Involved Roles (leader, employee, departments,ā¦)
ā¢ Reference to further documentation, e.g.Reference to further documentation, e.g.
approaches, concepts, procedures, forms,
templates, IT-Systems,ā¦
International Human Resources Management,
Dr. Jƶrg Klukas
36
37. Alignment & Ownership -
HR Approaches and HR Sub-Processespp
Committee Work
Human Capital
Scorecard
Managing
Processes
HR-Policy & HR-Strategy
Benefits & Compensation
HR-Controlling
Salary Elements
HR Reporting
Variable Bonus
System
g
HR-
Planning
HR-
Recruitment
Monitoring of
Personnel
Development
of
Central
P
Layoff of
Personnel
Job Profiles &
Career Paths
HR Reporting
Employee Feedback
Talks
Blended Learning
System
Planning Recruitment
Deployment EmployeesProcesses Personnel
HR-AdministrationPersonnel
Employee
Appraisels
HR-Planning Last Work D
Procedure
Supporting
Processes
Competency Management System
Working Conditions & Social Conditions
Administration
Competency
Management System
Flexible
trust-based
International Human Resources Management,
Dr. Jƶrg Klukas
working time
37
39. Process Roles
ā¢ Process Owner
ā¢ owns the process, sub-processes, procedures and all belongings of the
process (forms, checklists, templates,ā¦)
ā¢ (re-)designs the process, sub-processes, procedures and all belongings
of the process, if it is necessary
ā¢ assures fulfillment of strategy by its process
Discuss
novate
assures fulfillment of strategy by its process
ā¢ Process Manager
ā¢ Measures and analyzes the process, sub-processes, procedures and
all belongings according to:
n,Measure,
mprove,Inn
ā¢ fulfillment of strategy (e.g. linkage to a BSC)
ā¢ good-in-class performance
ā¢ peers (prĆ¼fend blicken) the process owner and its processes,ā¦; is not
employed with the process owner
Design
Re-Design,I
p y p
ā¢ suggests necessity of improvements
ā¢ Process Community
ā¢ generate, elaborate and share knowledge and best-practices for
i i iimprovements an process innovations
International Human Resources Management,
Dr. Jƶrg Klukas
39
40. Example -Process Owners by Top
Managementg
1. Strategy and
Planning
2. Operative Leadership 3. Business Excellence
SteeringCEOCEO CEOCEO QMQM
Core Performance Processes
Leadership Processes
5 Projects
Head of SalesHead of Sales CEOCEO
M
A
R
C
U
S
T
C
U
S
T
M
A
R
4.
Acquisition
7.
Knowledge
5. Projects
5 3 Test Services
5.2 Software Solution Development
5.1 Consulting
COOCOO
BULBUL
BULBUL
BULBULR
K
E
T
T
O
M
E
R
T
O
M
E
R
R
K
E
T
Acquisition
and
CRM
6. Services
Sharing
and
Learning
5.3 Test Services
6.1 Agency Services
6.2 Support Services
COOCOO
BULBUL
BULBUL
BULBUL
Enabling Processes
10. Finance
6.2 Support Services
Head of HRHead of HR CFOCFO CFOCFO Head of internal ITHead of internal IT
UU
International Human Resources Management,
Dr. Jƶrg Klukas
8. Human Resources
Management
9. Procurement
Management
10. Finance
Management and
Controlling
11. Infrastructure
Management
40
41. Summary - Elements of Processesy
ā¢A Process consists of:
ā Description of objective and purpose
ā Description of success factors and critical risk
ā Assigned Process Owners, Managers, and/or Community
ā Start points and end points
Li k d bā Linked sub-processes
ā Links to other processes
ā Input/Output (a process produces something.)
ā Involved rolesInvolved roles
ā Key indicators for process evaluation, that are linked to strategy,
success factors and critical risks
ā¢A process is supported by:
ā Approaches, Systems, Concepts
ā Forms and templates
ā Handbooks, Checklists, Procedures
Tools (e g Database) and other appliancesā Tools (e.g. Database) and other appliances
International Human Resources Management,
Dr. Jƶrg Klukas
41
42. Line of Thoughts - Processesg
ā¢ 1b leadersā¦ base decisions on factually reliable information and use all
available knowledge to interpret current and predicted performance
on the relevant processeson the relevant processes
ā¢ 2d in order to deploy strategy... maintain and align an organizational
structure and a framework of key processes to deliver strategy
ā¢ 3a ...align people plans with their strategy, the organizational structure,
new technologies and key processes
ā¢ 5a ...develop meaningful process performance indicators and
outcome measures, clearly linked to the strategic
1b Leaders manage strategy, people and processes
2d strategy
3a people 5a process
2d strategy
is deployed
by key
processes
organization
follows key
processes
and strategy
indicators
measure
strategic
success
International Human Resources Management,
Dr. Jƶrg Klukas
5b improvements, innovations
42
44. 5 formal Levels of Process Performance
Carnegie Mellon University, 1997
International Human Resources Management,
Dr. Jƶrg Klukas
44
45. Maturity Level in view of Knowledgey g
to produceLevel 1
Activity Results
to produce
Just do it.
PlanningLevel 2
Think before
you act.
A d thi k ft
Activity Results
to produce
input to
And think after
you act, just to
make sure you
did right.
Evaluation
input to
to improve
International Human Resources Management,
Dr. Jƶrg Klukas
45
46. Maturity Level in view of Knowledgey g
Level 3
Planninginput to
ResultsActivityStandards
input to
to produce
Evaluation
to improveinput to
Use your lessons learned.
International Human Resources Management,
Dr. Jƶrg Klukas
46
47. Maturity Level in view of Knowledgey g
Level 4
Planninginput to to forecast
ResultsActivityStandards
input to
to produce
Evaluation
to improveinput to
Predict the results you need and expect and
then create opportunities to get those results.
International Human Resources Management,
Dr. Jƶrg Klukas
47
48. Maturity Level in view of Knowledgey g
Level 5
Planninginput to to forecast
ResultsActivityStandards
input to
to produce
input to
Evaluation
to improve
Create lessons learned,
and use lessons learned to create more lessons learned,
and use more lessons learned to create even more lessons learned,
and use even more lessons learned to create ... Etc.
International Human Resources Management,
Dr. Jƶrg Klukas
48
49. People Capability Maturity Model
(PCMM)( )
Continuous Workforce Innovation
Organizational Performance Alignment5 Optimized
Continuous
organizational
Process AreasMaturity Level Focus
Continuous Capability Improvement
4 Managed
development
Capability
Management
Mentoring
Organizational Capability Management
Quality Performance Management Competency
-Based Assets
Empowered Workgroups
C t
Empowered Workgroups
Competency Integration
Participatory Culture
Workgroup Development
Competency-based Practices
3 Defined
Compentency
Management
Career Development
Competency Development
Workforce Planning
Competency Analysis
2 Leaded
Employee
Management
Compensation
Training and Development
Performance Management
Work Environment
Communication and Coordination
Staffing
International Human Resources Management,
Dr. Jƶrg Klukas
Staffing
1 Initial
49
50. Each Process Areas has Process Goals
GOALS
Sample Questions for
A tAssessments
G1
The organization actively recruits for
qualified talent
Goal 1
How does your unit attract
people to open positions?
Staffing
qualified talent. people to open positions?
G2
The most qualified candidate is
selected for each position.
Goal 2
How does your unit ensure it is
selecting the most qualified
person for an open position?person for an open position?
G3
Selected candidates are transitioned
into their new positions.
Goal 3
How are people oriented to their
new position and responsibilities
in your unit?y
G4
Members of a unit are involved in its
staffing activities.
Goal 4
How are you involved in the
staffing activities of your unit?
International Human Resources Management,
Dr. Jƶrg Klukas
50
51. Each Goal is assessed and according to
the risk of failing the goal evaluated.g g
ā¢ āgreenā: ļ low risk
the intention of the P-CMM goal is adaquately addressed. There is only a
low risk to fail process goal.
ā¢ āyellowā: ļ medium risk
the intention of the P-CMM goal is partitially addressed (there are
approaches and concepts but they are only partitially deployed toapproaches and concepts, but they are only partitially deployed to
employees . Risk for failing process goal is seen.
ā¢ āredā: ļ high riskā e : g s
the intention of the P-CMM goal is not sufficiently addressed (no approaches).
There is a high risk that the process goal will be failing
International Human Resources Management,
Dr. Jƶrg Klukas
51
52. Example Results of a PCMM
Assessment
Green ļ Yellow ļ Red ļ
Process Areas
S
T
C
O
W
E
P
M
T
D
C
M
C
A
C
D
W
F
C
R
C
B
W
G
P
C
STF - Staffing
PM - Performance Mgmt
TD - Training&Development
T
F
O
M
E M D M
P
A D F
P
R
D
B
P
G
D
C
G 1 ļ
Out
of
scope
Out
of
scope
ļ ļ
Out
of
scope
ļ ļ ļ ļ
Out of
scope
Out of
scope
Out of
scope
TD Training&Development
CA - Competency Analysis
CD - Comp. Development
WFP - Workforce Planning
CRD - Career Development
G 2 ļ
Out
of
scope
Out
of
scope
ļ ļ
Out
of
scope
ļ ļ ļ ļ
Out of
scope
Out of
scope
Out of
scope
G 3 ļ
Out
of
scope
Out
of
scope
ļ ļ
Out
of
scope
ļ ļ ļ ļ
Out of
scope
Out of
scope
Out of
scope
p
G = Process Goal based on
questions for assessment
G 4 ļ
Out
of
scope
Out
of
scope
ļ
na Out
of
scope
ļ ļ ļ
na Out of
scope
Out of
scope
Out of
scope
G 5
*
ļ
Out
of
scope
Out
of
scope
ļ
na Out
of
scope
na na na na Out of
scope
Out of
scope
Out of
scope
International Human Resources Management,
Dr. Jƶrg Klukas
*
52
55. Tools for Improvementsp
Approach Indicators Management-Review
ļ® Process Maturity (PCMM)
BSC
ļ® Process Indicators
Assessment
Process Maturity (PCMM)
ļ® Management Maturity (EFQM) ļ® Evaluation of
Management System
ļ® Process Performance
ļ® Assessment results
ļ® Strategic
Initiatives
ļ® Process Indicators
ļ® Target achievements of BSC
ļ® Business Objectives
Review ļ® Customer Feedback
ļ® State of current
Improvement and
Correction measures
S t i t
ļ® Quality
Objectives
ļ® Budget
ļ® Owner of
Initative
Survey ļ® Employee Satisfaction
ļ® Customer Satisfaction
ļ® Image
ļ® Set up improvement
measurements
- Initative
International Human Resources Management,
Dr. Jƶrg Klukas
55
56. Management Review (acc. to ISO 9000)
Suggestions for
improvements
Pool of Ideas for Change
and Improvement
improvements
Consolidation
HR Strategy Map
HR
Management
Review
Strategic Filter/
Mange operational
Improvement
Actions
Manage Change:
HR Strategic Initiatives
Review
HR Code
Book
Prioritize
Monitoring
International Human Resources Management,
Dr. Jƶrg Klukas
Actions
HR Process Indicators HCSC Indicators
Monitoring
Deployment
56
57. Synchronize Management/Unit
Reviews in all levels of organization
Governance
by Unit Leader
g
Governance
by HR department
Governance by
Top Management by Unit Leaderby HR departmentTop Management
4. BU-Review
MMS BSC
Management
Review
HCSC
HR-Management
Review
le
adapt
Unit BSC
MMS BSC,
Codebook
HCSC
earcycl
p
1. BU-Review
2. BU-Review
3 BU Review
1. Review in
Offsite
2. Review in
Offsite
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HR Meeting
2. Review in
HR Meeting
1ye
Strat. Initiatives
3. BU-Review
3. Review in
Offsite
Strat. Initiatives Strat. Initiatives
HR Meeting
3. Review in
HR Meeting
adapt
International Human Resources Management,
Dr. Jƶrg Klukas
57
58. Contact me!
Dr. Jƶrg Klukas
ā¢ XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Klukas
ā¢ Facebook: http://www.facebook.com/home.php?#!/joerg.klukas
ā¢ Slideshare: http://www.slideshare.net/pludoni
ā¢ Twitter: http://twitter com/pludoniTwitter: http://twitter.com/pludoni
ā¢ Email: joerg.klukas@pludoni.de
International Human Resources Management,
Dr. Jƶrg Klukas 58