More Related Content
Similar to Executive Masterclass in HRM (20)
More from Vlerick Business School (20)
Executive Masterclass in HRM
- 4. © Vlerick Business School
THE PARADOX OF WORK
4
“Some have work and money
but too little time,
while others have all the time
but no work and no money”
Prof Dr Dirk Buyens
- 5. © Vlerick Business School
THE PARADOX OF PRODUCTIVITY
5
“Ever more and ever better work
from ever fewer people”
- ½ x 2 x 3 = P
Prof Dr Dirk Buyens
- 6. © Vlerick Business School
THE PARADOX OF AGE
“Every generation perceives itself as justifiably
different from its predecessor,
but plans as if its successor generation
will be the same as them”
6Prof Dr Dirk Buyens
- 11. © Vlerick Business School
QUINTESSENCE PERFORMANCE & COMPETENCY
MANAGEMENT MODEL –
PROF DR LOU VAN BEIRENDONCK
11
- 13. © Vlerick Business School
DE ZELFMANAGEMENT DRIEHOEK
13
“Wat ik kan”
Wat zijn mijn professionele
competenties? Wat is mijn
leer- en aanpassings-
vermogen?
“Mijn professionele
context”
Wie maakt deel uit van
mijn netwerk? Welke
inzichten heb ik in de
interne arbeidsmarkt?
“Wat ik wil”
Wat wil ik bereiken in mijn
loopbaan? Wat zijn mijn
motieven en mijn waarden?
CAREER FOCUS TOOL:
Actiegerichte analyse van mijn
loopbaan-
waarden, loopbaanvoorkeuren
en sterktes
Jobperformantie
Carrièresucces
- 14. © Vlerick Business School
ADULT/CAREER DEVELOPMENT
14
15 20 25 30 35 40 45 50 55 60 65Low
High
Exploration
Maintenance?
B.O.O.M.
S.D.
G.I.A.W.
IDENTITY INTIMACY GENERATIVITY INTEGRITY
PERFORMANCE
Prof. dr. Dirk Buyens
- 16. © Vlerick Business School
WHAT’S THE FEEDBACK CLIMATE IN YOUR
ORGANIZATION?
How does your company deal with emotions?
How does feedback flow?
Is feedback evaluative and/or developmental?
What about the balance between positive and
negative feedback?
E.G. Near misses
16 |
- 18. © Vlerick Business School
PERFORMANCE MANAGEMENT?
18
Mission
Goals
Strategy
Organisational objectives
Individual objectives
Deploy and develop Coaching/
Feedback
Assess / Reward
Steer /
Adjust
Stream in
Planning
Recruitment and Selection
Conditions
Competencies
Attitude
Resources
Stream through /
Stream out
Vision
Goal setting
The Performance management cycle
- 20. © Vlerick Business School
STRUCTURING TOTAL REWARDS
Total
Rewards
Financial rewards
(Total
remuneration)
Total
compensation
Employee
Benefits
Nonfinancial
rewards
Fixed remuneration
Variable remuneration
Short-term incentives
Long-term incentives
Income security
Income adding
Services
Time
Work
environment
Leadership
Development
Culture
Security
20 |
- 23. © Vlerick Business School
WAT?
SOCIALE ZEKERHEID
= Geheel van sociale voorzieningen dat tot doel
heeft aan alle burgers op elk ogenblik van hun
bestaan minstens een minimale
levensstandaard te waarborgen
Prof Dr Ria Janvier – Universiteit Antwerpen
- 24. © Vlerick Business School
HOE?
LOONVERVANGENDE UITKERINGEN
Ziekte en ongeval
Moederschap (vaderschap) en adoptie
Arbeidsongeval en beroepsziekte
Werkloosheid
Ouderdom en overlijden
> Beroepsactiviteit
Prof Dr Ria Janvier – Universiteit Antwerpen
- 25. © Vlerick Business School
HOE?
LOONAANVULLENDE VERGOEDINGEN
Gezondheidszorg
Gezinsbijslagen
> Beroepsactiviteit of afgeleide rechten
SOCIALE BIJSTAND
> Onderzoek naar de bestaansmiddelen
Prof Dr Ria Janvier – Universiteit Antwerpen
- 27. © Vlerick Business School
WHAT IS A NEGOTIATION?
Negotiation is an interaction process, through
which different parties decide what each of
them is going to give, do and receive
Negotiation relations are interdependent
relations; the parties cannot or do not want
to act on their own or impose a decision
Prof Dr Katia Tieleman27
- 28. © Vlerick Business School
The most powerful tool
for winning a negotiation
is the ability to get up
and walk away
Prof Dr Katia Tieleman28
- 31. © Vlerick Business School
Languages of
Organization
Formality
(design)
Front
(show)
Informality
(play)
Intelligence Governance
Boundary spanning
DIAGNOSING THE LINKS
31
- 33. © Vlerick Business School
regels, structure
n en werkwijzen
gabariet
doelen/KPI’s
output-driven
overlegmodel
poldermodel
visie/missie/
waarden
grote bakens
intrapreneurship
ecosysteem
Controleren
Inspireren
VERANDERSTRATEGIE
De
People
Manag
er -
najaar
2012 33
- 35. © Vlerick Business School
CONFLICT DISPUTE RESOLUTION CONTINUUM
35
Private decision
making by the parties
Private third party
decision making
Legal authoritative
decision making
External coerced
decision making
Conflictavoidance
Informaldiscussion
andproblemsolving
NEGOTIATION
MEDIATION
Administrative
decisionmaking
ARBITRATION
Legislativedecision
Judicialdecision
violance
Non-violantdirect
action
Increased coercion and the possibility of a loose-loose outcome
- 37. © Vlerick Business School
DE GROEI NAAR EEN NIEUW SERVICE MODEL VOOR HR –
HUBERT DE NEVE (IMEC)
Optimization
Focus on
continuous
improvement
Effectiveness
Efficiency/Rationalization/Operationalize
Percentage of Costs
10%
30%
60%
Focus on positioning HR to
impact organizational
effectiveness and drive profit
Focus on reducing HR costs and
improving streamlining
operations
Phase I
• Benchmarking
• Baseline Metrics
• Streamline Processes
• Delineate span of control
Phase III
•Strategy and consultation
•HR Analytics
•Metrics/Reporting
•Programmatic Emphasis
Phase II
•Service Delivery
•HR Products/Services
•Quality/cost Tradeoffs
•Platform (including
MSS/ESS)
•Workforce Transition
HR en business executives zien zich geconfronteerd met de uitdaging om te blijven beantwoorden aan
verwachtingen naar “ human skills”, als antwoord op competitie, globalisatie van de economie, en regulatoire
veranderingen. Daarbij komt dat organisaties moeite hebben om consistente en blijvende resultaten te boeken,
wat hen noodzaakt te zoeken naar een continue differentiatie.
Deze business challenges hebben een duidelijke impact op de wijze waarop organisaties hun menselijk talent
beheren. Daaruit is een transformatie gegroeid van de HR functie, die gewoonlijk in drie stappen verloopt.
- 38. © Vlerick Business School
PRODUCTIVITEIT VAN HRM – HET “NIEUWE LOKET”-
MODEL – HUBERT DE NEVE (IMEC)
38
eHR portal
•Info distribution
•eHR transactions
•Link to 3rd
Parties
Call
Centre
•Q&A
•Transactions
•Mailings
•Case History
Policy
Maker
Consultants
•Solve cases
•Specialized
advice
100
%
66% 28% 1%
?
% HR Requests
•Employees
•Management
•HR
professionals
5%
Technology
Filter
Call Centre
Filter
„High Touch‟
Filter
Employer HR