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1d Leaders reinforce a culture of excellence with the organization’s excellence with the organization s people
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What we have learnt.• Overview of the EFQM Model
to be applied for HR-• Criteria 1
• Tasks/Roles of LeadersDepartments
• Criteria 3• People Approaches
• Criteria 5
• Leaders drive the vision• Various Theories, Types, Traits
about Leadership• Process of coordinator, owner and
• Criteria 5• HR Process Management
• Criteria 4e• Learning Organization
manager• Regular BSC review• Assessor/ auditor• Leaders manage external
t k h ldg g
• People, Places and Objects Approach
• Intercultural Management by Lixiu
stakeholders• Corporate Social Responsibility• Direct Influence Methods
Lixiu• Criteria 7
• People’s Perception measures• People’s Performance Indicators
International Human Resources Management,Dr. Jörg Klukas
The EFQM excellence modelQ
Enablers Results
People
Leadership
People
Policy andStrategy Processes
People Results
CustomerResults
KeyPerformancep Strategy
Partnerships& Resources
Processes Results
SocietyResults
Results
Innovation and Learning
International Human Resources Management, Dr. Jörg Klukas 4
The EFQM excellence modelQ
Leadership
People
Strateg Processes
People Results
Customer Key Performance 1 L d hiLeadership Strategy
Partnership& Resources
Processes Results
Society Results
PerformanceResults 1. Leadership
a. Leaders develop the Mission, Vision, Values and ethics and act as role model
b. Leaders define, monitor, review and drive the improvement of the organization’s management system and performance
c. Leaders engage with external stakeholders
d Leaders reinforce a culture of excellence with the organization’s d. Leaders reinforce a culture of excellence with the organization s people
e. Leaders ensure that the organization is flexible, and managers change effectivelyeffectively
International Human Resources Management, Dr. Jörg Klukas 5
The EFQM excellence model – PeopleQ p
1d Leaders reinforce a culture of excellence with the i ti ’ l
In practice, excellent organizations:• Inspire people and create a culture of involvement, ownership,
organization’s people.APPROACHES
L d i th i lp p p , p,empowerment, entrepreneurship, improvement and accountability, at all levels.
• Promote a culture which supports the generation and d l t f id d f thi ki
Leaders in their role as human resources
managers
development of new ideas and new ways of thinking to encourage innovation and organizational development.
• Ensure that their people can contribute to their own, and the organization's ongoing success by realizing their full potential in
Contingency Model of Leadership
High performance oforganization s ongoing success by realizing their full potential in a spirit of true partnership.
• Support people throughout the organization to achieve their plans, objectives and targets, recognizing efforts in a timely and
High performance of leadership
Employee interview appropriate manner.
• Promote and encourage equal opportunities and diversity.
(3d)Empowerment (3c)
1D LEADERS REINFORCE A CULTURE OF EXCELLENCE WITH THE ORGANIZATION’S PEOPLE
International Human Resources Management, Dr. Jörg Klukas 7
4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal. Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.
OperationalLeadership 1c/d
Strategic Leadership 1a
people
ss
ship
• Process Coordinator, Process OwnerProcess Manager
p e • Member of Management Review
VisionaryVisionaryEnablerEnabler
Proc
esLe
ader
s1b
g• Leader of Improvement Team• Assessor / Auditor (EFQM, Bootstrap/SPICE)
Lead
ersh
iof
Cha
nge
1e
g• Responsible for Strategic Initiatives• Manger of Innovations; Member of Disruptive
Innovation Decision Teams; Leader/Member of Focus Innovations
experiences
Role ModelRole Model
• Leading employees• Account Manager• Partner Manager• Responsible for Cultural Activities,
Educational Institutions,Governmental Relationships
• Set challenging goals, create belief and commitment to these goals, involving people at all company levels, stick with the challenging goals, focus on it and execute
• by Offsites, Management Meetings,
International Human Resources Management, Dr. Jörg Klukas 8
BU/Account Reviews, Strategy Mapping, BSC
Leading employees in context of stakeholders
T k
Values, expectations,Interests, needsShareholder
TaskProducts/Services
Processes
Values, expectations,Interests, needs
EmployeeEmployee LeaderLeader
Supplier/Partner CustomerEmployeeEmployee LeaderLeader
Relation
PartnerValues, expectations,
Interests, needs
Values, expectations,Interests, needs
Organization
S i Values expectations
International Human Resources Management, Dr. Jörg Klukas 9
Society Values, expectations,Interests, needs
Leading Peopleg pExperts say, that…• …Staff leadership will become one of Coordination and control
the most important controlling functions in a company (Wunderer/Dick 2001)
• …primarily, it depends on the l ti hi t th di t i h
Coordination and control
Self-responsibility of employees
relationship to the direct superior, how long an employee will stay at the company and how productive he is (…)
• …the qualification of the management
…of policy…
of…the qualification of the management lacks concerning central tasks like communicating visions, ensure fun at work, inspire confidence, personal d l t ( )
…ofleader
development (…)
Source: IAO research 2002Source: IAO research 2002
International Human Resources Management, Dr. Jörg Klukas 10
Leaders manage the Life-Cycle of Employeesp y
Integration / On-Boarding (First Day
Education, Training, Coaching, Blended LearningEmployee AppraisalBoarding (First Day
Procedures, Welcome Day,…)Strategic Alignment
(Target Management)
p y ppTotal Reward
Approach
Integrate & Align
Develop & BindPlacement
Integrate & AlignEmplacement
Set free & SupportOutplacementPlan & Find
Last Work Day ProceduresOutplacementCertification Retirement
Personnel and Competency PlanningHR Marketing
Outplacement
Re-integrate & Keep upReplacement
Preplacement
RetirementVacationParental Leave
HR MarketingApplicant
ManagementTransfer, ShiftingJob RotationSuccession PlanningRe-OrganizationAlumni Management
International Human Resources Management, Dr. Jörg Klukas
Alumni Management
11
Successfull LeadershippTypical Approaches in leading people
Process Approaches of successful leaders
Based on experiences and formal qualification
Selection of applicants/ employees
Based on talent
By explaining the right t
Definition of t ti d t k
By setting the right t tsteps expectations and task
assignmenttargets
By identifying and reducing weaknesses
Motivation of employees By identifying and developing strengths
Based on vertical career paths
Development of employees
Based on optimal balance between role, talent on vertical an horizontal career pathshorizontal career paths
International Human Resources Management, Dr. Jörg Klukas 12
Example: Recruiting & Promotion by Leaders using Peer Principlesg p
Technical Know how
Technical Know-how, Softskills, mental
ttit d th di kill
Softskills, mental
attitude, methodic skills Know-howattitude, methodic skills
HRLeaders from different
departments
Specialists from different departments
• Decision making about hiring and promotion based on consensus between leaders (and technical experts)
• Moderated by HR
Applicants/Candidates for different positions and/ or
departmentsInternational Human Resources Management, Dr. Jörg Klukas
13
Example: Competency management made by leaders.y
LEADER
LEADERSHIP
LEADERSHIP
International Human Resources Management, Dr. Jörg Klukas 14
Example: Leader‘s toolkit forperformance management.p g
International Human Resources Management, Dr. Jörg Klukas 15
ELEMENTS OF HIGH ELEMENTS OF HIGH PERFORMING LEADERSHIP
International Human Resources Management, Dr. Jörg Klukas 16
Elements of High Performing Leadershipp
Leader asTasks
Allocator
Delegate tasks and priorities
Allocator
Leader asMotivationStimulator
Leader as Team Builder
Establish team culture
Providing a motivating
Leader asLeader as
environment
Leader asPeople
Developer
VisionCreator
High Performing LeadershipClarity of Propel peopled i tiHigh Performing Leadershipexpectations and organization
International Human Resources Management, Dr. Jörg Klukas 17
Leader as Vision CreatorLeader asMotivationStimulator
Leader asPeople Developer
Leader as Team Builder
Leader as VisionCreator
Leader asMotivationStimulator
Leader as Vision CreatorHigh Performing Leadership
MonitoringAction planexecution
DevelopingAction PlanSetting
G lCreatingVision GoalsVision
International Human Resources Management, Dr. Jörg Klukas 18
Leader as Vision Creator
A l i f t l O t iti d th t d
Creating Vision
Analysis of external Opportunities and threats and Analysis of internal Capabilities and areas for improvement.
Setting
The purpose of setting goals is to convert managerial statements of team vision into specific g
Goals performance targets- results and outcomes the team wants to achieve.
International Human Resources Management, Dr. Jörg Klukas 19
Four success factors of Goal SettinggIncreasing your employees’ goal difficulty increases their challenges and enhances the amount of effort expended to achieve them
GoalDifficulty amount of effort expended to achieve them
GoalS ifit
When given specific goals, employees tend to perform higherSpecifity perform higher
Performance feedback keeps their behavior Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal
Feedback
Participation in GoalSetting
Employees who participate in the process, generally set higher goals than if the goals were get for them
International Human Resources Management, Dr. Jörg Klukas 20
Setting g
Leader as Vision Creator
Developing Action Plan
• Action plan are the means for accomplishing objectives
• Action plan must be concrete, measurable events p ,that must occur
MonitoringAction plan
• The final step is to follow up, measure,• and check to see if the team is doing what • is required.Action plan
executionis required.
• This kind of leader involvement validates that the stated priorities are worthy of action.
International Human Resources Management, Dr. Jörg Klukas 21
Leader as Team BuilderLeader asMotivationStimulator
Leader asPeople Developer
Leader as Team Builder
Leader as VisionCreator
Leader asMotivationStimulator
Cultivate a Cultivate a • Know when to step in and when to stay out of team
conflicts
High Performing Leadership
cohesive teamcohesive teamconflicts
• Plan occasional team events that let people get together without the pressures of work.
Promote team Promote team • Be accessible for consultation with your employees if
problems arise, but don’t micromanage.problem solvingproblem solving
Be loyal to your memberBe loyal to
your member
• Be the voice of your team at the management table • Share the credit with your team for its achievements and
ensure that those above you know about its successes
International Human Resources Management, Dr. Jörg Klukas 22
ensure that those above you know about its successes.
Leader as Team Builder
H lH lHelp your members to manage and
learn from their
Help your members to manage and
learn from their
• Find out what gets in the way of their doing their best.
• Delegate but don’t abdicatechallengeschallenges
Delegate, but don t abdicate.
Care about your members
Care about your members
• Make small talk with your employees, when the opportunity presents itself.
• Greet employees by name when you make first contact your membersyour members p y y yeach day.
• Be a positive, encouraging force
International Human Resources Management, Dr. Jörg Klukas 23
Leader as Tasks AllocatorLeader asMotivationStimulator
Leader asPeople Developer
Leader as Team Builder
Leader as VisionCreator
Leader asMotivationStimulator
• Leaders get things done through people……High Performing Leadership
Tasks
Leaders Result
People
• Effective leaders, therefore, need to understand the value
People
International Human Resources Management, Dr. Jörg Klukas 24
, ,of allocating tasks or delegating and know how to do it
Leader as Tasks Allocator
• The assignment of authority to another person to carry out specific activitiesDelegation person to carry out specific activities
• It allows an employee to make decisions -that is, it’s a shift of decision making authority from one organizational level to
Delegation
authority from one organizational level to another lower one.
• Recurring and routine tasks• Tasks that would increase or develop an
employee’s skills or knowledge
What to delegate
employee s skills or knowledge• Occasional duties or tasks• Tasks I do that are in someone’s area of
ti i t tInternational Human Resources Management,
Dr. Jörg Klukas 25
expertise or interest
Leader as Tasks Allocator
• A person who is already able and willing to take on responsibility for doing a taskDelegate to take on responsibility for doing a task
• A Person who wants to learn the task in order to develop or extend their skillsA P h t t k th i j b
Delegate to
• A Person who wants to make their job more interesting and challenging (job enrichment)
International Human Resources Management, Dr. Jörg Klukas 26
Steps to Delegate Effectivelyp g y
• It’s your responsibility to provide clear information on what is being delegated the
1. Clarify the information on what is being delegated, the
results you expect, and any time or performance expectations you hold
the assignment
• What you are delegating is authority to act on certain issues within certain parameters. You need to specify what those
2. Specify the employee’s range of discretion parameters. You need to specify what those
parameters are so that employees know, in no uncertain terms, the range of their discretion.
discretion
International Human Resources Management, Dr. Jörg Klukas 27
Steps to Delegate Effectivelyp g y
• One of the best way to decide how much authority ill be necessar to accomplish a task is to allo
3. Allow the emplo ee to will be necessary to accomplish a task is to allow
the employee to participate in that decision.employee to participate
Y d i f h l ’ ll• You need to inform the employee’s colleagues, other supervisors, or senior managers, that you have delegated a particular task or duty to someone else particularly if that employee will
4. Inform others that delegation
someone else, particularly if that employee will liaising with others in order to carry it out
has occurred
• Monitoring allows you to make any necessary adjustments to the way the task is being done.
5. Monitor results
International Human Resources Management, Dr. Jörg Klukas 28
Leader as Motivation Stimulator3 Cs of Motivation
Leader asMotivationStimulator
Leader as Team Builder
Leader asMotivationStimulator
People feel more motivated to work hard when they’re inspired to cooperate, when they have an Collaboration
Leader asPeople Developer
Leader as VisionCreator
High Performing Leadership
y p p , yopportunity to help one another succeed
People feel more motivated to work hard when they understand how their work add value to the organization
Contentorganization
People feel more motivated to work hard when they feel empowered to make decision about their workChoice
International Human Resources Management, Dr. Jörg Klukas 29
Leader as Motivation Stimulator
Inspire by YOU
Leader as MotivationStimulator
Create and communicatea clear visiona clear vision of the goals
International Human Resources Management, Dr. Jörg Klukas 30
Leader as Motivation Stimulator• Be clear and enthusiastic about your own life
purpose and goalsInspire by• Share stories from your own experience. People
who capture the hears of others and leave them feeling uplifted often do so by sharing stories
Inspire by YOU
about their own struggles, mistakes, and life lessons.
• Focus on the dreams and goals of others
International Human Resources Management, Dr. Jörg Klukas 31
Leader as Motivation Stimulator• Ensure that you are clear about the goals that
have been assigned to your team by Create and g y ymanagement above you.
• Have the team develop plans for achieving these goals
communicatea clear vision of the goals g
• Help others to bring out the best in themselves
• Keep the vision front and center
of the goals
Keep the vision front and center
International Human Resources Management, Dr. Jörg Klukas 32
Leader as People DeveloperLeader asMotivationStimulator
Leader as Team Builder
Leader as VisionCreator
Leader asMotivationStimulator
p pLeader as
People Developer
High Performing Leadership
Leader
Employee development and learning plan
Employee
International Human Resources Management, Dr. Jörg Klukas 33
Leader as People Developerp pEmployees benefit because they can:• Reflect on and communicate their own
Employee d l t • Reflect on and communicate their own
interests, skills, and achievements to their managers
• Volunteer for participation in satisfying
development and learningplan • Volunteer for participation in satisfying
assignments, special projects and learning activities
• Relate personal goals to the bigger picture of Relate personal goals to the bigger picture of the organization’s long-term business plan
• Seek feedback about specific development needs and interestsneeds and interests
International Human Resources Management, Dr. Jörg Klukas 34
Leader as People Developerp pManagers benefit because they can:• Share the responsibility for developmental
Employee d l t • Share the responsibility for developmental
planning with employees rather than assuming full responsibility
• Get a clearer picture of employees’ interests
development and learningplan • Get a clearer picture of employees interests
and goals and relate those interests to new tasks and assignments
• Energize and retain employees by providing Energize and retain employees by providing new challenges in their current roles as well as preparing them for other roles
International Human Resources Management, Dr. Jörg Klukas 35
Contact me!Dr. Jörg Klukas• XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Klukas• Facebook: http://www.facebook.com/home.php?#!/joerg.klukas• Slideshare: http://www.slideshare.net/pludoni• Twitter: http://twitter com/pludoniTwitter: http://twitter.com/pludoni• Email: [email protected]
International Human Resources Management, Dr. Jörg Klukas 36