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Human Resources Management and Leadership for Growth
- 1. templateversion1.0 HRM AND LEADERSHIPFOR GROWTH Module Presentation
- 2. TRAINING OBJECTIVES ANDCONTENTS | 2 The SPIN-UP training in HRM and Leadership for Growth will help University Spin-Off’s managers to improve their abilities in different aspects of people management, based on the concepts of High Performance Work Systems and the understanding of leadership styles. Know the basics about HRM and Leadership Identify HRM and Leadership practices for growth Develop a High Performance Work System and a leadership path for growth
- 3. | 3 Understand themain concepts around High Performance Work Systems as a model for HRM Clarify the notion of leadership Understand the model of full range leadership Understand the basic dimensions of a high performing work climate Know the basics about HRM and Leadership TRAINING OBJECTIVES AND CONTENTS
- 4. | 4 Know howa HPWS can support entrepreneurial growth Understand the impact of different leadership styles on work climate and entrepreneurial growth Identifying HRM and Leadership practices for growth TRAINING OBJECTIVES AND CONTENTS
- 5. • 1. trainingobjectives and contents | 5 Be able to apply the concepts of HPWS to own business Be able to reflect on own leadership styles and their influence on growth Developing your own HPWS and leadership path for growth
- 6. | 6 Thismodule is not intended to prepare trainees to be experts in HRM or Leadership. Instead, it appeals to the trainee common sense and experience to understand how HRM processes and leadership behaviors can be optimized for effective people management, that can enable further growth. TRAINING OBJECTIVES AND CONTENTS
- 7. | 7 Knowingthe Basics Identifying practices Develop solutions Learning Objectives Learning Contents Know the basics about HRM and Leadership Identify HRM and Leadership practices for growth Develop a High Performance Work System and a leadership path for growth TRAINING OBJECTIVES AND CONTENTS
- 8. KNOWING THE BASICS |8HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM A High Performance Work System (HPWS) is a model for people management that combines a set of best HR management practices in a consistent and mutually reinforcing fit that ultimately leads to both individual and organizational performance. (Kepes and Delery, 2007)
- 9. KNOWING THE BASICS |9HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM Figure 1: The high-involvement work system integrated framework by Boxall and Macky (2009)
- 10. KNOWING THE BASICS |10HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM » 5 key fundamental HR Management practices that should constitute a HPWS •Selective recruitment and selection •Compensation and performance related pay (PRP) •Appraisal and performance management (PM) •Training and development •Employee participation
- 11. KNOWING THE BASICS |11HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM » 5 key fundamental HR Management practices that should constitute a HPWS •Selective recruitment and selection The main objective of recruitment and selection is to ensure a proper job and organisation fit. (Bowen et al, 1991)
- 12. KNOWING THE BASICS |12HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM » 5 key fundamental HR Management practices that should constitute a HPWS •Compensation and performance related pay (PRP) Is not only about salary or financial gains as it can encompass a wider range of benefits and rewards that should be taken also in account.
- 13. KNOWING THE BASICS |13HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM » 5 key fundamental HR Management practices that should constitute a HPWS •Appraisal and performance management (PM) Establishing and reinforcing the link between individual performance and the organisational goals.
- 14. KNOWING THE BASICS |14HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM » 5 key fundamental HR Management practices that should constitute a HPWS •Training and development The development of the knowledge, competencies and skills necessary for an organisation to function and achieve its goals.
- 15. KNOWING THE BASICS |15HRM and Leadership HRM AS A HIGH PERFORMANCE WORK SYSTEM » 5 key fundamental HR Management practices that should constitute a HPWS •Employee participation The development of ownership, which is known to be a critical factor for people to feel motivated to work in a given organisation.
- 16. KNOWING THE BASICS |16HRM and Leadership LEADERSHIP Leadership has been defined as a process of influencing individuals towards certain goals. (Yukl, 2010) mutual feedback loops between leaders and followers -------------------------- shared process ability of affecting others' perceptions about priorities and tasks -------------------------- reflected on different leadership styles there are implicit or explicit goals involved -------------------------- key role of a leader is to facilitate the definition and embracing of goals by those taking part in the process
- 17. KNOWING THE BASICS |17HRM and Leadership LEADERSHIP » The “Full Range Leadership” Model and 3 main levels of Leadership According to the full range theory, leadership effectiveness is determined by the ability of the leader to move between transactional and transformational leadership behaviours. Both are needed and important in an organization. The right leadership style... Creates a strong work climate TRANSACTIONAL TRANSFORMATIONALLAISSEZ-FAIRE
- 18. KNOWING THE BASICS |18HRM and Leadership LEADERSHIP » The “Full Range Leadership” Model TRANSFORMATIONAL LEADERSHIP Idealized influence Intellectual stimulation Inspirational motivation Individual consideration
- 19. KNOWING THE BASICS |19HRM and Leadership LEADERSHIP » The “Full Range Leadership” Model The right leadership style... Creates a strong work climate Leaders will have to navigate between transactional aspects like goal setting and control, and the transformational aspects explained before to ensure that these six dimensions of work climate are properly developed and maintained. standards team commitment rewards responsability clarity flexibility
- 20. HRM AND LEADERSHIPFOR GROWTH | 20HRM and Leadership » If one consider 4 main typical characteristics of entrepreneurial growth FURTHER INNOVATION PARTNERSHIP DEVELOPMENT MARKET EXPANSION INCREASING TEAM COMPLEXITY GROWTH & PEOPLE MANAGEMENT CHALLENGES
- 21. HRM AND LEADERSHIPFOR GROWTH | 21HRM and Leadership These multiple aspects of growth pose several challenges in terms of people management into two types: i) affective and ii) operational . GROWTH CHARACTERISTICS PEOPLE MANAGEMENT CHALLENGES AFFECTIVE OPERATIONAL MARKET EXPANSION - Motivation to grow and achieve - Understanding markets - Cultural Awareness - Access to qualified people FURTHER INNOVATION - Motivation to learn and to try new things - Access to new knowledge - Protecting innovation - Access to qualified people INCREASING TEAM COMPLEXITY - Lack of mutual understanding and trust - Knowledge sharing - Project management - Team coordination PARTNERSHIP DEVELOPMENT - “Not invented here” syndrome - Networking skills - Access to networks Table 1: People management challenges in face of growth
- 22. HRM AND LEADERSHIPFOR GROWTH | 22HRM and Leadership How can HPWS and Leadership affect growth and help addressing the challenges presented? GROWTH CHARACTERISTICS OPERATIONAL CHALLENGES HPWS PRACTICES SELECTIVE RECRUITMENT & SELECTION PRP PM TRAINING & DEVELOPMENT EMPLOYEE PARTICIPATION MARKET EXPANSION - Understanding markets - Cultural Awareness - Access to qualified people - Assess ambition levels of candidates during recruitment process - Develop a competency map of the competencies and knowledge needed in the company for market expansion -Reward individuals and teams according to their contribution for growth - Offer stock option plans - Implement an individual and team based bonus system coupled with growth targets - Evaluate specific contribution towards growth and link that with the compensation and performance related pay - Offer specific training on marketing, negotiation skills and cultural differences - Involve employees in the marketing strategy development process FURTHER INNOVATION - Motivation to learn and to try new things - Assess willingness to learn and openness towards change during recruitment processes -Develop a map of the competencies and knowledge that will be likely needed in the future - Establish partnerships with Universities - Reward individuals and teams according to their contribution towards innovation -Offer stock option plans - Implement an individual and team based bonus system coupled with innovation targets - Evaluate specific contribution towards innovation - Create a 360 appraisal process for organizational learning and for a culture of continuous improvement and trust - Offer specific training on innovation management and creativity - Train employees on new technical areas necessary for further innovation - Create horizontal task-forces for innovation projects
- 23. HRM AND LEADERSHIPFOR GROWTH | 23HRM and Leadership How can HPWS and Leadership affect growth and help addressing the challenges presented? GROWTH CHARACTERISTICS OPERATIONAL CHALLENGES HPWS PRACTICES SELECTIVE RECRUITMENT & SELECTION PRP PM TRAINING & DEVELOPMENT EMPLOYEE PARTICIPATION INCREASING TEAM COMPLEXITY - Knowledge sharing - Project management - Team coordination - Assess for ability to work in multi-cultural and diverse teams -Reward individuals and teams for collaboration and knowledge sharing - Evaluate specific contribution towards collaboration and knowledge sharing - Offer training on project management and team dynamics - Allow room for self- organization such that teams can find optimal ways of working together PARTNERSHIP DEVELOPMENT - Networking skills - Access to networks -Create a map of the necessary networks that will be needed for growth -Assess for adaptability, openness and diplomatic skills - Reward individuals and teams for their contribution towards networking and partnership development - Evaluate specific contribution towards networking and partnership development - Offer training on networking skills - Pro-actively involve employees in the networking process Table 2: Examples of HPWS practices for growth
- 24. HRM AND LEADERSHIPFOR GROWTH | 24HRM and Leadership How can HPWS and Leadership affect growth and help addressing the challenges presented? GROWTH CHARACTERISTICS AFFECTIVE CHALLENGES TRANSFORMATIONAL LEADERSHIP PRACTICES IDEALIZED INFLUENCE INSPIRATIONAL MOTIVATION INTELLECTUAL STIMULATION INDIVIDUALIZED CONSIDERATION MARKET EXPANSION - Motivation to grow and achieve - Be personally involved in customer visits whenever needed -Set and consistently communicate ambitious targets for growth -Communicate a compelling vision - Challenge employees to think of ways to generate new leads -Coach individuals on marketing and business development skills -Praise for growth achievements FURTHER INNOVATION - Motivation to learn and to try new things -Acknowledge own mistakes to stimulate learning and risk taking - Set and consistently communicate ambitious quality, innovation and learning related targets - Challenge employees to contribute with ideas and ways of improving products, services and processes - Provide individual praise for learning and entrepreneurial behaviour INCREASING TEAM COMPLEXITY - Lack of mutual understanding and trust -- Be open and share knowledge with employees - Praise team performance - Challenge teams to find ways of working more effectively together -Spend time understanding people’s concerns -Act as a mediator and facilitator for team performance
- 25. HRM AND LEADERSHIPFOR GROWTH | 25HRM and Leadership How can HPWS and Leadership affect growth and help addressing the challenges presented? GROWTH CHARACTERISTICS AFFECTIVE CHALLENGES TRANSFORMATIONAL LEADERSHIP PRACTICES IDEALIZED INFLUENCE INSPIRATIONAL MOTIVATION INTELLECTUAL STIMULATION INDIVIDUALIZED CONSIDERATION PARTNERSHIP DEVELOPMENT - “Not invented here” syndrome - Be personally involved in networking and supporting partnerships when needed - Stimulate an open innovation and partnering culture, where contributions from the outside are welcome - Create teams with employees and partners for joint projects and events -Spend time understanding the concerns of employees and the specific needs of partners -Act as a mediator and facilitator between partners and employees Table 3: Transformational leadership behaviours for growth
- 26. HRM AND LEADERSHIPFOR GROWTH | 26HRM and Leadership While we claim that SMEs, and University spin-offs in particular, should have some form of HPWS for them to grow, it is however important to emphasize that there are no fixed formulas and that each entrepreneur should reflect on the specific realities of their businesses and develop those HR management practices that can be effective in their context of action. It is not possible, and probably not even recommendable, to provide ready-made type of practices and behaviours for growth as every case is different. » Just to remind...
- 27. URL . www.spin-up.eu eMail. info@spin-up.eu