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This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with pe...
This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with pe...
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Excellence in People Management

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Excellence in People Management

  1. 1. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 1 Excellence in PEOPLE Management Matthias Zeuch, CEO and Founder HRMnext This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net
  2. 2. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 2 The Enviromment Brain drain more than doubled in last 12 years Heavy fighting resumes in Zamboanga City GOOD NEWS - As of July 2013, Community-Based Employment Program (CBEP) has reached 492,691 new jobs - New labor law compliance system more developmental than regulatory Philippines storm kills thousands of people
  3. 3. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 3 HRMnext is an Academy and Consulting Partner for Human Resources Management. All contents of HRMnext, both of our academy and our consulting, are based on real-life experience of senior professionals with major leadership experiences in HR management across different continents and industries. We collaborate with leading partner companies and universities. By combining consulting and academy, we support our customers both in HR concept development and in training/implementation. With a flexible combination of eLearning and face-to-face learning we can also develop complex, regionally distributed teams. We deliver our services in English, Chinese, German and Russian. HRMnext Purpose
  4. 4. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 411/26/13 4 HRMnext Partners
  5. 5. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 5 Cycle Springer “Handbook of HR Management” 1,200 pages, print and online 60 – 80 authors Springer Briefs 90 pages, print and online
  6. 6. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 6 Currently: > 50 experienced HR leaders as authors for Springer “Handbook of Human Resources Management” Dr. Rainer Allinger Director HR, Daimler, Berlin/Germany, 27 years of HR experience… Mark Baldwin has worked in China’s talent industry over the last 25 years in a variety of roles, from search consultant to CEO. He founded Zhilian Zhaopin Wang (Zhaopin.com) in the early 1990’s… Laurence Baltzer Owner of Laurence Baltzer Consulting and Coaching in Berlin/Germany. Laurence has 22 years of HR experience in large international companies. She grew up in France, but has been living in Germany for 27 years… HRMnext Authors
  7. 7. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 7 The 8 HRMnext Practice Areas are the conceptional core of our work. We collect and share best-in- class HR knowledge and best practices in this systematic structure. All areas are analyzed from all relevant angles: • People View • Economic View • Risk View • Operative View HRMnext Areas
  8. 8. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 8 German University Certificate Courses Career Development Workshops HR Live Sessions Virtual Career Fair “The Challenge” Interview TrainingHR Dialogues for CEOs and HR Leaders HRMnext Portfolio
  9. 9. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 9 HR Crisis Programs Employee Engagement and Retention Programs HR Efficiency Programs / HR Process Re-Engineer. HR Compliance Programs HR in Joint Ventures / Mergers / Acquisitions Leadership Talent Analysis HR Growth Strategy for Emerging Markets Employer Attractiveness and Branding Internationalization of HR Organizations
  10. 10. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 10 Excellence in Human Resources Management • 1. How to Win the War for Talent: 
Employer branding, HR marketing and recruiting in times of increasing competition for talent resources.
 • 2. New Learning : 
New forms of learning and certification to drive sustainable success in business.
 • 3. HR Optimization
: HR process management and documentation, HR transformation and change. Agenda
  11. 11. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 11 Excellence in Human Resources Management • 1. How to Win the War for Talent
Employer branding, HR marketing and recruiting in times of increasing competition for talent resources.
 • 2. New Learning
New forms of learning and certification to drive sustainable success in business.
 • 3. HR Optimization
HR process management and documentation, HR transformation and change. Agenda
  12. 12. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 12 The War for Talent: Winning the New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  13. 13. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 13 HR Marketing and Recruiting Human Resources Management • Define a clear Employer Value Proposition • Live your EVP before communicating it. • Use new recruiting channels to attract “generation smart phone”. • Use recruiting process to enhance employer image. • Actively use university relationships Leader • Learn to “sell” the employment experience. • Understand that more and more you compete for talent rather than talent competing for your open jobs. • Do not overstate job requirements. The New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  14. 14. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 14 Practice Case Microsoft: Employer Branding (1)
  15. 15. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 15 2010-2011Practice Case Microsoft: Employer Branding (2)
  16. 16. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 16 HR Marketing and Recruiting Human Resources Management • Define a clear Employer Value Proposition • Live your EVP before communicating it. • Use new recruiting channels to attract “generation smart phone”. • Use recruiting process to enhance employer image. • Actively use university relationships Leader • Learn to “sell” the employment experience. • Understand that more and more you compete for talent rather than talent competing for your open jobs. • Do not overstate job requirements. The New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  17. 17. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 17 LG Goes Virtual for Better Hiring LG Electronics USA Inc., coordinating travel and schedules for interviews, sometimes internationally, was time- consuming and expensive, and not all candidates were getting full consideration. Problem: For LG Electronics USA Inc., coordinating travel and schedules for interviews, sometimes internationally, was time-consuming and expensive, and not all candidates were getting full consideration. Solution: The company integrated a live virtual interviewing platform into its hiring process, reducing costs and saving time while enabling HR leaders to draw from a wider candidate pool. LG: Virtual Recruiting Practice Case
  18. 18. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 18 Hewlett Packard - Recruitment and selection via LinkedIn Susan Graye, the Hewlett Packard, Global Staffing Strategic Initiative Manager from the Houston, Texas area says "she has been part of the LinkedIn network for over three years. During that time, she has used the LinkedIn network in a number of different ways to find employees including: searching by employer (current/past), using InMail, purchasing advertising, and networking. Graye indicates that she has filled jobs from sales to executive level roles using LinkedIn. She thinks LinkedIn "is a great venue to build and develop long term strategic relationships. It allows us to proactively network and learn on a continual basis." Practice Case
  19. 19. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 19 Virtual Career Fair “The Career Challenge” 11/26/13 19 How to find the „Diamonds in the Rough“? „The Challenge“ provides an opportunity for talented graduates to prove their managerial thinking skill in online competitions. The best are made visible to potential employers. Carl Benz Academy: The Career Challenge – Pilot China Practice Case
  20. 20. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 20 Amazom, GM etc.: Gamification of Recruiting As gaming platforms grow and companies increase their use of “gamification” strategies. In the last quarter of 2012, the number of gaming job ads grew 30%. The largest percentage of these jobs was for computer and technical occupations. IT related jobs accounted for 46 percent of all hiring for video gaming talent. Solution: Gamification allows small rewards or recognition for good referral efforts that bring in qualified candidates and result in interviews. By using game mechanics to encourage engagement, you can instantly recognize the efforts of employees who proactively participate in the recruiting process. You can do so through leader boards, which show the progress of each individual, or through extended rewards, which provide incentives to every party involved. Examples: Microsoft, Amazon, GM, IBM, Pontiac, Adidas, Toyota, Dell, Cisco Systems, and Reuters are just some of the companies with a presence on Second Life. Practice Case
  21. 21. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 21 Google: High paying internships Not only has Google topped Fortune 500's top U.S company to work for, it also has the highest-paying internships. On average, interns are paid $5,800 a month, although a specialized software engineer can make as much as $6,700. The equivalent full-time salary for a Google intern is $72,000 - about $30,000 higher than the average starting salary for graduates. Potential interns must commit to three months of full-time work during their time at the Mountain View, California headquarters. Google also has one of the highest numbers of interns - taking 1,500 a year from nearly 40,000 applicants. It also has a reputation for an extreme interviewing process. Candidates have to pass two 45-minute, highly technical phone interviews, where they can be asked to write code. Once accepted, they face interviews with up to five departments to determine where they will fit in best. Practice Case
  22. 22. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 22 HR Marketing and Recruiting Human Resources Management • Define a clear Employer Value Proposition • Live your EVP before communicating it. • Use new recruiting channels to attract “generation smart phone”. • Use recruiting process to enhance employer image. • Actively use university relationships Leader • Learn to “sell” the employment experience. • Understand that more and more you compete for talent rather than talent competing for your open jobs. • Do not overstate job requirements. The New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  23. 23. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 23 More than 2000 applicants visited during the “recruitment day” . Company image improved through the campaign and advertisement in advance. Hiring managers and HR staff gave great contribution to the “recruitment day”. Daimler Joint Venture FBAC: Recruitment Event Day Practice Case
  24. 24. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 24 Volkswagen FAW recruitment Events in Germany Volkswagen FAW Engine ( Dalian ) Co., Ltd. is a joint venture between VW and FAW. In 2012, this German-Chinese JV recruited Chinese graduates from German institutions directly on- site. For example, on 1st July 2012, the JV held a recruitment event in Berlin Excelsior Hotel offering 50-80 positions in machinery manufacturing, automotive engineering, engine, electrical automation, metal materials, economic, Germanic literature and other professional areas. The JV joined hands with Chinese student associations in the recruiting cities and promoted the events via online forums, social media and etc. Practice Case
  25. 25. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 25 Google’: Comedy movie “The Internship” The Internship is a 2013 American comedy film starring Vince Vaughn and Owen Wilson - they play as two salesmen whose careers have been torpedoed by the digital world. Trying to prove they are not obsolete, they defy the odds by talking their way into a coveted internship at Google, along with a battalion of brilliant college students...... The Internship received mixed to negative reviews from critics. Majority of the critics who reviewed this film have derided it for being a feature-length Google commercial. Ty Burr of The Boston Globe commented: "Here’s why Google is so successful: It’s figured out a way for Twentieth Century Fox to make a two-hour Google commercial disguised as a summer comedy." Practice Case
  26. 26. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 26 HR Marketing and Recruiting Human Resources Management • Define a clear Employer Value Proposition • Live your EVP before communicating it. • Use new recruiting channels to attract “generation smart phone”. • Use recruiting process to enhance employer image. • Actively use university relationships Leader • Learn to “sell” the employment experience. • Understand that more and more you compete for talent rather than talent competing for your open jobs. • Do not overstate job requirements. The New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  27. 27. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 27 This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrm-next.com In fall 2008 the College of Engineering of University of Michigan, published a magazine on Corporate-University Relationships. On the following pages you will find an excerpt of the contents. For more information please go to: http://www.engin.umich.edu/newscenter/pubs/engineer/08F/MI_Engineer_Fall08.pdf University of Michigan / Ford / Boeing: University Relationships (1) 27 Practice Case
  28. 28. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 28 Boeing: - enhance undergraduate curricula - support continuing education of Boeing employees - recruit outstanding candidate Ford Motor Company: - external alliances to augment internal capabilities Source: http://www.engin.umich.edu/newscenter/pubs/engineer/08F/MI_Engineer_Fall08.pdf Paul Nuyen, VP Boeing Manufacturing Commercial Airplanes Ed Krause Ford Motor Company External Alliances Manager Practice Case University of Michigan / Ford / Boeing: University Relationships (2)
  29. 29. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 29 Li Ka Shing Foundation donations to universities Li Ka Shing Foundation (李嘉誠基金會) is a Hong Kong and Canada-based charitable organization founded in 1980 by Hong Kong entrepreneur and philanthropist Li Ka Shing - the Chairman of the Board of Hutchison Whampoa Limited (HWL) and Cheung Kong Holdings as of 2008; through them, he is the world's largest operator of container terminals and the world's largest health and beauty retailer. Over two-fifths of the Foundation’s donations have been put to education-related initiatives. Major programs and projects include: • The Hong Kong Polytechnic University, Li Ka Shing Tower • Education and Medical Care Development Program for Western China • Future Internet Technology Research Center at Tsinghua University • Li Ka Shing Faculty of Medicine, The University of Hong Kong • Cheung Kong Scholars Programme • Technology building Polytechnic University • Cheung Kong Graduate School of Business • Shantou University • ……… Practice Case
  30. 30. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 30 Engagement and Retention Human Resources Management • Do frequent surveys and focus groups. • Organize fire-side talks with top management. • Review your employee communication. Does it reach the new generations? • Consider after-work activities. • Consider CSR activities and social events. • Consider Family Days Leader • Understand that you are key for this, invest time to listen and to care. • Share feedback and be open for feedback • Know your “flight risks” and dedicate attention to their needs. Balance with fairness. The New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  31. 31. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 31 Molex: Employee survey Mr. Oon Chye Yeo, Molex's vice president of HR, Asia Pacific South, "Knowing that engaged employees are high performers, we needed to find out how our employees had been feeling over the last five years…. The survey results would help us focus our resources on addressing the most significant issues, which, in turn, could help us strengthen the organization as we continue to grow in the APS region.“ Therefore in 2011 the company rolled out the survey in 12 locations in seven countries, the survey questionnaire had 94 questions on issues that included career development, training, performance management, pay and benefits, management, working conditions and communication. The survey was conducted in eight languages, online and on paper. Approximately 10,000 employees were invited to participate — and there was an overwhelming 98% response rate. "We had a broader, lofty goal," added Yeo. "We aimed to use the survey results to help Molex become a high-performing, $5 billion company by 2015.” Practice Case Molex is one of the world's largest manufacturers of electronic components
  32. 32. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 32 Engagement and Retention Human Resources Management • Do frequent surveys and focus groups. • Organize fire-side talks with top management. • Review your employee communication. Does it reach the new generations? • Consider after-work activities. • Consider CSR activities and social events. • Consider Family Days Leader • Understand that you are key for this, invest time to listen and to care. • Share feedback and be open for feedback • Know your “flight risks” and dedicate attention to their needs. Balance with fairness. The New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  33. 33. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 33 Practice Case Daimler NorthEast Asia: Fireside Talks with Executives
  34. 34. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 34 Engagement and Retention Human Resources Management • Do frequent surveys and focus groups. • Organize fire-side talks with top management. • Review your employee communication. Does it reach the new generations? • Consider after-work activities. • Consider CSR activities as social events. • Consider Family Days Leader • Understand that you are key for this, invest time to listen and to care. • Share feedback and be open for feedback • Know your “flight risks” and dedicate attention to their needs. Balance with fairness. The New Asian Employee • Realistic and demanding • Respectful and debating • Informed and lacking practice • Balanced and professional • Traditional and modern
  35. 35. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 35 Practice Case Daimler Northeast Asia: Family Day
  36. 36. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 36 Excellence in Human Resources Management • 1. How to Win the War for Talent: 
Employer branding, HR marketing and recruiting in times of increasing competition for talent resources.
 • 2. New Learning
: New forms of learning and certification to drive sustainable success in business.
 • 3. HR Optimization
: HR process management and documentation, HR transformation and change. Agenda
  37. 37. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 37 New Learning • Align with Company Strategy and Customized to real needs • Measurable success • Flexible in delivery • Apply scientific insights on Learning • Engaging SM Values: Vision. Leadership. Innovation. Focus. Hard Work. Integrity. Prudence
  38. 38. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 38 Skill Management (1) Build Job Families If, for example, in Compensation and Benefits or in Talent Development a job family model has already been developed, it is highly advisable to use the same model for defining skill profiles for these job families. Discuss Certification Test if the employee really acquired the skills (as opposed to just attending the class!). This can also enhance employer attractiveness and retention! New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  39. 39. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 39 Skill Management (2) Avoid Inflation of Skill Demands Subject matter experts tend to exaggerate skill demands because they are usually proud of what they are doing. You as HR have to keep things reasonable! Avoid Inflation of Job Families and Skill Types Same applies to Job Families and Skill Types. Only allow differentiation where it really makes sense! Imagine: 100 Job Families and 30 Skill Types each  3,000 skill data to develop and update  … who has time for that? New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  40. 40. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 40 Training Management (1) Plan Training Needs (CATALOG?) Discuss between HR/training experts, management and subject matter experts. Require concrete numbers from departments. Training Vendor Management Select training vendors and plan the curriculum with them. Include flexibility in criteria of vendor selection! Training Administration Evaluate feasibility of outsourcing and/or IT solution. Training Quality Management Collect and evaluate feedback from participants and from their supervisors. Ideally, use IT system. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  41. 41. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 41 Training Management (2) Don’t Offer “Nice To Have” Classes Training should not be mixed up with social clubs or comparable hobby circles. Just because people like a class, it does not mean that is has to be offered. Do no just "fill seats"! "We still have open seats" emails are both an indication of wrong planning and lack of attractiveness of your classes. Avoid this kind of self- humiliation of HR! New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  42. 42. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 42 Xerox: Learning Process Outsourcing Quoted from Xerox: The LPO services team can help you: Analyze current effectiveness. Improve and transform processes. Enhance capabilities. This multiple-stage approach to LPO encourages clear decision-making, seamless transformation, rapid transition and increased business impact. These measurable results yield: - Improved efficiency by eliminating waste and redundancy. - A single point of accountability and responsibility for service delivery - A broad range of experience in best-practice processes and technologies without specialized support staff - Reduced headcount, which can be redirected to core or strategic areas of your business. Enhanced thought leadership, market knowledge and insight into new processes and technologies. Practice Case
  43. 43. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 43 New Hire Integration (1) Use Social Media Create a special new hire integration online forum, either in your intranet or in external social media. Involve Supervisors Create a guideline for supervisors about the do's and don'ts regarding new hires. Give them an operational checklist for new hire integration (IT set-up, workspace set-up, medical check, company badge, cell phone, keys, ….) Create Top Management Exposure “Tea with the President” or “Fireside Chat” for a smaller group of new hires with the CEO. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  44. 44. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 44 New Hire Integration (2) Plan With Top Executives Well In Advance If you plan to involve top executives in your new hire integration program, schedule with them well in advance and also prepare for back-up in case of cancellations due to other urgent business needs. Think About Symbolic Experiences The first days in the company have a major, long-term influence on the spirit of the employee. Think about ways to create a positive symbolic activity that the new hires will remember. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  45. 45. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 45 US FDA: The 90-day New Employee Integration program of the CVM This program matches new employees with current Center for Veterinary Medicine CVM employees who serve as Integration Hosts. A host is a peer assigned to a new employee to help integrate him/her into CVM. Specifically, the host helps the new employee: • Understand the written and unwritten elements of CVM’s culture • Learn to navigate the organization • Meet colleagues and other essential staff • Find answers to questions • Identify useful new employee resources (e.g., intranet sites, points of contact) Hosts are not involved in any kind of supervisory capacity over the new employee. Specifically, hosts do not train or supervise the new employee, nor do they take the place of a career mentor. Instead, think of the host as a bridge between the new employee and CVM. He or she encourages socialization, provides information and support and, most importantly, creates a safe venue where the new employee can ask questions without feeling anxious or intimidated. Practice Case ONE SM !
  46. 46. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 46 Leadership Training (1) Align Offering with Latest Demands Evaluate necessity of new topics such as • Intercultural Leadership • Leading Virtual Teams • Leading in the Matrix • Leading without Hierarchical Power (e.g. for project managers) • Leading in Times of Change. Start With Entry Level Leadership First time leaders need training / coaching most! Focus on role change from individual contributor to leaders. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  47. 47. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 47 Leadership Training (2) Create Modular Curricula Learning leadership is a development process over time. It is highly advisable to have a group of leaders go through a sequence of training experiences together in order to reflect and apply what has been learned during the module. Don’t Engage Trainers Who Preach Charismatic leadership trainers who “preach” about leadership are entertaining and often have good points about leadership behavior. The effect of such training courses, however, is limited because the topics are not transferred into the participants' real- life environment. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  48. 48. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 48 Fujitsu Services’ Fujitsu Management Academy Fujitsu Services, headquartered in London, is the European centered IT services arm of the Fujitsu. It employs over 21,000 people and operates in over 20 countries. It has launched a 2.5 year management development program: Fujitsu Management Academy, as to develop their people managers, many of whom are primarily ‘technical experts’. It involves 2,200 managers based in 13 different countries, participating in a single program delivered in 11 different local languages. The program makes use of web technology to ensure a common approach implemented to address directly both global and local issues, at times simultaneously. The Academy is built around three modules: Practice Case
  49. 49. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 49 eLearning / CBT Seize the Possibilities Obviously, information technology opens new, exciting ways of communication which can and should be used for training as well. Particularly, younger generations entering the corporate world will demand training which matches their style. Learn from Computer Games / Game Apps Computer games / game apps • provide instant rewards (points, scores, levels, status) • are animated and fast-paced • have an attractive design (humorous, historical, adventure, ….) • challenge the limits of the player. Include this in your eLearning tools! New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  50. 50. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 50 DCPbites: Podcourses for Dental Care Professionals Continuing Professional Development is a mandatory requirement for Dental Care Professionals (DCPs) that demands 150 hours of training per five years, 50 hours of which have to be verifiable. To tackle both the cost and the time challenges by creating an ‘any time, anywhere’ training option at a reasonable cost, and UCL Eastman Dental Institute came up with the idea of creating a range of ‘podcourses’ called DCPbites. These are instantly accessible via the internet from any location and cost just £3.75 each – and because they can be listened to at any time chosen by the individual, they need not intrude upon a busy work schedule. The ‘podcourses’ consist of 4 steps: Step 1: listen to the podcast Step 2: read the supplementary material Step 3: test your knowledge Step 4: give us your feedback Practice Case
  51. 51. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 51 Team Development (1) Consider Experiential Team Development Examples are: • boat/sailing trip, raft-building and riding • mountain climbing • self-cooking event • music/singing recording • movie creation • photo scavenger hunt • go-cart-racing. Get Professional Support The more unusual the exercise is and the more it takes the team out of its comfort-zone, the more it is advisable to have facilitators who do not do this for the first time! Failed exercises can have become a strong negative symbol! New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  52. 52. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 52 Team Development (2) Do not Rush Do not rush through exercises like you usually rush through the agenda of your business meetings. Team development events also benefit from the times in- between the exercises, the reflections, the exchange between people. Have a Plan B To avoid last-minute stress, start early with preparation. There is hardly any event in which things run 100% according to plan. You always need a plan B, e.g. for an outdoor event in case the weather is not good. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  53. 53. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 53 Shangri-La HotelSingapore: Flat Out Afloat Shangri-La Hotel Singapore employs a two day program, Flat Out Afloat, for its Executive Committee members. The teams are to mark, label and cut a series of cardboard parts, which assemble to make a two person boat that floats and holds during a race. Construction of the boat involves creating the bow, hull and stern. The boat has to be decorated with Shangri-La logos, slogans and any other team inspirations and creativity. Following a team debrief focusing on communication, motivation and innovation, it is down to the beach for the races. All teams have the chance to race at least twice. Prizes are awarded for the winning Team. Practice Case
  54. 54. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 54 Team Development (2) Do not Rush Do not rush through exercises like you usually rush through the agenda of your business meetings. Team development events also benefit from the times in- between the exercises, the reflections, the exchange between people. Have a Plan B To avoid last-minute stress, start early with preparation. There is hardly any event in which things run 100% according to plan. You always need a plan B, e.g. for an outdoor event in case the weather is not good. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  55. 55. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 55 Coaching and Mentoring Ensure Quality of Coaches and Coaching Process Don’t let coaching become a lose and uncontrolled process! As HR, you should set the standards and quality criteria for coaches. Not everybody and can be coach and also not everybody should be coach! Avoid Mentoring to Drive Preferential Treatment Mentors must not overdo their roles by using their power to promote “their” mentees when there are other more suitable candidates for the position! Ensure Availability of Mentors Some top managements might be too busy to fulfill their mentoring commitment. HR has to clarify time investment with them in advance. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  56. 56. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 56 McDonald’s: Coaching Leadership Style Many organizations today have identified “coaching” as a preferred leadership style for their management workforce. Coaching is a powerful organizational and leadership strategy to systemically improve business performance. One survey from the Institute of Personnel and Development confirms that 9 out of ten U.S. companies expect their managers and supervisors to deliver coaching to their direct reports and teams. When McDonald’s former Chief Executive Jim Skinner was in office, he discussed his commitment to coaching Don Thompson, who worked as COO at that time, on what it would take to be successful in his new role (Thompson latterly became CEO). Thompson stated in an interview “… There's a lot that I have to learn and a lot that I'm learning. (McDonald's Chief Executive) Jim Skinner is a fantastic coach relative to what's taking place with me and with this role. “ Practice Case
  57. 57. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 57 International Talent Development Careful Selection Select candidates for international assignments based on their technical skills/experience as well as on their intercultural competence. Being successful in one’s home environment does not guarantee success abroad. Intercultural Training Invest in intercultural training and language training for the international transferees and their families prior to sending them abroad. Don’t Forget About the Families Encourage the employee to involve his/her family in the decision process regarding the international assignment. New Learning • Customized to real needs • Measurable success • Flexible in delivery • Holistic (What, How, Why, Person) • Engaging
  58. 58. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 58 Excellence in Human Resources Management • 1. How to Win the War for Talent
Employer branding, HR marketing and recruiting in times of increasing competition for talent resources.
 • 2. New Learning
New forms of learning and certification to drive sustainable success in business.
 • 3. HR Optimization
HR process management and documentation, HR transformation and change. Agenda
  59. 59. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 59 HR Optimization • Clear Make or Buy • Transparency • Cost Consciousness • HR as Learning Organization • Business Partnership
  60. 60. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 60 Payroll and Administration (1) Evaluate Outsourcing Pro: higher level of professionalism, statutory compliance incl. update, backup, IT system. Con: staff attrition at outsource companies, external dependence, retained own capacity might endanger business case. Implement Self-Services Create self-service solutions with IT systems to reduce HR workload (e.g. address change, update resume). HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  61. 61. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 61 Tripadvisor's cloud-based HRIS Launched in 2000, TripAdvisor is now the largest travel web site in the world. According to Stephen Kaufer, president and CEO of TripAdvisor, " TripAdvisor is an incredibly international company, we’ve got sites in over 20 languages and we conduct business all around the globe. We really needed an enterprise-level system that could handle all the different subsidiaries, all the different payments, all the different ….” As a result, the company adopts a new cloud-based HR platform for its human capital management, financial management, payroll, expenses and procurement. Eric Lombardo, TripAdvisor’s senior director of human resources, says, “In the ‘speed wins’ culture that we have, the system helps us go as fast as we can,” he adds, “it was always hard to pull reports. Now we can see an employee’s talent profile. Do they want to relocate? Do they want to be a vice president? Do they want to be an individual contributor? And I can get that data at home on my iPad. Or I may be going into a meeting in Singapore. And I want to understand who this employee is that I’m meeting with, what motivates them, what their development opportunities are. I can just tap right into it from my iPad.” Practice Case
  62. 62. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 62 Payroll and Administration (2) Avoid Data Redundancy Do base all HR IT applications in one set of core employee data. Do not allow multiple data pools with the same type of information. Create User-Friendly HR IT Solutions Keep in mind that most people use HR systems with low frequency. Make systems self- explanatory! Use Pay Slips for Employee Communication The pay slip is a document most employees read on a monthly basis. It is a cost-free channel of employee communication! HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  63. 63. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 63 Compensation and Benefits Agree on Position Discuss and agree on a competitive positioning with upper management. Communicate Communicate your compensation and benefits model to employees (“What is in it for me?”). Ensure Generational Compatibility Review your benefits regarding their attractiveness for the new generation. Differentiate Dare to differentiate in merit increase / bonus. HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  64. 64. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 64 GE India: Shapes a Unified Reward Philosophy “To enhance its growth prospects in India, GE implemented a new organizational structure for GE India,” says David Lobo, GE India’s chief HR officer. “Different India-based business units — each with its own reward structure — were consolidated into one. The change made GE India not only more competitive, but also better able to attract the talent it needs. Lobo adds, “We needed a GE India reward framework that would align each HR program in the new structure with our business priorities. Also, we wanted to shape a philosophy closely aligned with GE’s global compensation philosophy that would act as a compass, providing direction for the development of future reward programs in the local context.” APPROACH: Analyzed reward programs, conducted in-depth interviews with business leaders, created a new reward framework and launched several workforce programs RESULT: Employees have responded very favourably to new programs; leaders are speaking the same reward language, and employees better understand the employee value proposition Practice Case
  65. 65. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 65 IHS: Global, Online Total Rewards Portfolio IHS had forty-five acquisitions in five years. This rapid expansion, which doubled the IHS workforce — has led to numerous changes at the company, both externally and internally. “Since 2007, we’ve added thousands of new employees around the world, all coming from organizations with different compensation and reward structures,” says Michael Stuart, vice president of global human resources and shared services at IHS. One significant internal change was the launch of an online total rewards portfolio to communicate the value of IHS’ total rewards program to all employees. Since its debut, the online portfolio has been praised throughout the company. Employees have found the tool very easy to navigate and say it gives them a much better understanding of the total value of their pay and benefits combined. IHS is the leading provider of diverse global market and economic information. Practice Case
  66. 66. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 66 HR Process Management Map HR Processes • For new colleagues in HR as a reference when learning their jobs. • As documentation of all HR compliance requirements and ISO requirements. • To clarify roles and responsibilities and hence avoid repeated territorial discussions. Take Time to Create Top-Level Processes Changing the top-level structure after determining the detailed topics/processes, is painful and time intensive. It is advisable to go through all details before, cluster them, and thus find the right top-down structure. HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  67. 67. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 67 1. HR Marketing and Recruiting 1.01 Employer Branding 1.02 Digital Recruiting 1.03 Recruiting Events 1.04 University Relationships 1.05 Employee Referral 1.06 Internship Management 1.07 Trainee Programs 1.08 Vocational Training 1.09 Executive Search 1.10 Selection Methods 2. Training and Qualification 2.01 Skill Management 2.02 Training Management 2.03 New Hire Integration 2.04 Leadership Training 2.05 eLearning - CBT 2.06 Team Development 3. Performance and Talent 3.01 Performance and Potential Management 3.02 Development Discussions and Plans 3.03 Talent Development Programs and Groups 3.04 International Talent Development 3.05 Coaching and Mentoring 3.06 Succession Planning 4. Engagement and Retention 4.01 Employee Surveys 4.02 Culture and Social Activities 4.03 Employee Care 4.04 Idea Management 4.05 Awards and Recognition 4.06 Retention Tools 5. Compensation and Benefits 5.01 Principles and Framework 5.02 Total Compensation 5.03 Variable Compensation - Profit Sharing - Bonus 5.04 Individual Compensation and Merit Increase 5.05 Benefits 5.06 Expatriate Policy - International Assignee Policy 5.07 Compensation and Benefits Benchmarking 6. Administration and Payroll 6.01 HR IT Systems 6.02 HR Process Management 6.03 Shared Services - Outsourcing 6.04 Payroll 7. HR Governance and Compliance 7.01 Business Ethics 7.02 Policies and Compliance 7.03 HR Audit and Investigations 7.04 Labor Relations 8. HR Strategy and Change 8.01 HR Strategy 8.02 HR Communication 8.03 HR Business Partnership 8.04 Change Management 8.05 Organizational Development 8.06 HR Transformation 8.07 Labor Cost Reductions - Crisis Management 8.08 Workforce Planning and Flexibility 8.09 Mergers - Acquisitions - Joint Ventures Practice Example HRMnext: Practice Areas
  68. 68. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 68 Leader HR Applicant C R, A I Leader HR Applicant C R, A I R, A C I R: Responsible for Execution A: Accountable for Results C: To be Consulted with I: To be Informed Leader HR Employee C R, A I R, A C I Practice Example HRMnext: HR Process Documentation
  69. 69. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 69 Practice Example HRMnext: HR Optimization Workshop
  70. 70. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 70 HR Process Management (2) Create HR Learning Solution To ensure that all employee, starting with new hires up to HR management have an up-to-date overview of all HR policies and processes, create a sustainable online learning solution! HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  71. 71. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 71 Options: 1) Open enrollment 2) Customization to company needs Live Sessions • Session 1 „HR Marketing and Recruiting / Training and Qualification“ • Session 2 „Performance and Talent / Engagement and Retention“ Session 3 „Compensation and Benefits / Administration and Payroll“ Session 4 „HR Governance and Compliance / HR Strategy and Change“ Online Solution • Documentation • Forums for Discussions In case of customization: • Company-specific contents Practice Example Berlin University DUW: HR University Certification Courses
  72. 72. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 72 Business Ethics Make Ethics and Values Tangible When communicating about business ethics and company values, be as concrete as possible. Use examples. Demonstrate Ethical Behavior Top-Down Organize the “tone from the top” and “live what you preach”. Do Not Reduce It Just To “Compliance” Do not suggest in your communication that formal compliance is the only important aspect of ethical behavior. HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  73. 73. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 73 • A country in which the company conducts business allows different minimum salaries for different groups of people within the country. Should the company seize the opportunity to pay less salary to the disadvantaged groups or apply the principle “equal work equal pay” by giving the higher minimum salary to all groups? • There is a plan to relocate a department to another city. As negotiations about this are still going on, the plan has to be kept confidential. The HR leader, however, knows about the plan because she has to prepare the relocation plan. A good friend of the HR leader works in this department and shares with her, that he is about to buy a house in the city where the department currently is. Should the HR leader advise her friend to delay the decision about the house purchase because “there might be some changes”? Examples: Cases for Ethics Discussion Practice Example
  74. 74. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 74 Business Partnership Understand the Business of Your Partner As a business partner, you and your HR team have to deeply understand the challenges and priorities your partners in the business have. Frequent Communication You have to “hear the grass growing” via frequent communication with top management. Don’t Try to “Sell” to Your Business Partners Before developing HR products, listen to the needs of your business partners. Do not focus on your “favorite topics”. HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  75. 75. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 75 Policies, Guidelines and Compliance Make Policies Transparent 24/7 Create an online “Employee Handbook” and inform all employees regarding updates. Connect with Values Rules and regulations should be explained and underlined in the context of the company values. Do Not Focus Communication on Penalties It should be avoided that good-willed employees feel that they are under permanent suspect of violating rules. Certainly, consequences of violations have to be clear. HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  76. 76. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 76 Adidas: Compliance in Supplier Management Practice Example
  77. 77. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 77 HR Strategy HR Representation on Management Board In order to support strategy and change, HR has to be where decisions are being made: the management board of the company. Such a seat has to be “earned” with pro-active, business-oriented thinking and acting from the HR leader and his/her team. Use a Balanced Score Card Ideally use a Balanced Score Card or similar tool to break down the strategic goals into measurable yearly targets. Track progress of achievement and report to top management. HR Optimization • Clear Make or Buy • Transparency • Internal Customer Orientation • Cost Consciousness • HR as Learning Organization • Business Partnership
  78. 78. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 78 • Do we want a family feeling or internal competition? • Do we want to be average or premium in compensation and benefits? • Do we believe in an elite approach in talent management or a broad approach? • Do we believe in diversity (gender, culture, ..) of leadership teams? • How much internal careers do we want? • MNC’s: Do we believe in empowerment of local leaders? Practice Example Examples: Questions for HR Strategy
  79. 79. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 79 Nestlé: HR Strategy • They favor long term performance measures. Nestlé does not favor short-term profit at the expense of successful long-term business development. • They believe in extensive trainings of their employees to keep the pace with changing environment and keep them updated with latest innovations • At Nestle, equal and fair pay practices are followed. Nestlé’s pay structure, rewards &incentives systems are also designed in such a way so as to promote creativity. • Recruitment process is also totally based on hiring and recruitment of people who bring in new ideas. • Broad career paths are provided to employees by a continuous process of career development and high employee participation prevails in the organization. Practice Example
  80. 80. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 80 Thank you! Visit us at www.hrmnext.net
  81. 81. This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net 81 KISS – The HRM Practice Forum “Keep it Short and Simple in HRM”

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