2a Strategy is based on the understanding the needs and expectations of both stakeholders and their...

International Human Resources ManagementResources Management

Dr. Jörg Klukas2010/2011

2a Strategy is based on the understanding the needs and Lesson 22understanding the needs and expectations of both stakeholders

http://www.flickr.com/photos/toby_maloy/102413554/sizes/z/

and their external environment

2A STRATEGY IS BASED ON THE S A G S A UNDERSTANDING THE NEEDS AND

EXPECTATIONS OF BOTH STAKEHOLDERS AND THEIR EXTERNAL ENVIRONMENT.

International Human Resources Management, Dr. Jörg Klukas 3

SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?


What we have learnt.• Overview of the EFQM Model

to be applied for HR-• Criteria 1

• Strategic LeadershipDepartments

• Criteria 3• People Approaches

• Criteria 5

• Process Leadership• Operational Leadership• Leadership of Change

• Criteria 5• HR Process Management

• Criteria 4e• Learning Organizationg g• People, Places and Objects

Approach• Intercultural Management by

LixiuLixiu• Criteria 7

• People’s Perception measures• People’s Performance Indicators

International Human Resources Management,Dr. Jörg Klukas

2A STRATEGY IS BASED ON THE S A G S A UNDERSTANDING THE NEEDS AND

EXPECTATIONS OF BOTH STAKEHOLDERS AND THE EXTERNAL ENVIRONMENT.


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


The EFQM excellence modelQ

Leadership

People

Strateg Processes

People Results

Customer Key Performance 2 St tLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 2. Strategy

Excellent organizations implement their Mission and Vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.

a Strategy is based on understanding the needs and expectations of both a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment.

b. Strategy is based on understanding internal performance and capabilitiescapabilities.

c. Strategy and supporting policies are developed and updated.

d. Strategy and supporting policies are communicated, implemented and gy pp g p , pmonitored.


The EFQM excellence model - StrategyQ gy

St t i b d d t di th d d Strategy is based on understanding the needs and expectations of both stakeholders and the external environmentIn practice, excellent organizations• Gather stakeholder’s needs and expectations for inputs to the development and review of

their strategy and supporting policies, remaining constantly alert to any changes.

APPROACHES

Strategy focussed• Identify, understand anticipate developments within the organizational’s external

environment.

• Identify, analyze and understand external indicators, such as economic, market and societal trends, which may effect the organization.

gyorganizations

Process of , y g

• Understand and anticipate the long and short-term impact of changes to relevant political, legal, regulatory and compliance requirements.

• Identify, understand and anticipate opportunities and threats, based on feedback from stakeholders and other external information and analysis

Strategy Mapping

Analysing HRS k h ldstakeholders and other external information and analysis.

International Human Resources Management, Dr. Jörg Klukas

Stakeholders

9

STRATEGY FOCUSEDSTRATEGY FOCUSEDORGANIZATIONS


Good Strategy Management?gy g

Great Challenges

Great strategy ... By defining and communicating strategy

Insufficient strategy discussion

Lack of strategy refinement

Strategic imbalance

... bad deployment!

... By continuously strategy deployment:

Insufficient strategy communication

Half-hearted strategy controlling

Lack between strategy and leading employees

Why do organizations fail to execute strategy?strategy?

Source: BSC Collaborative, Inc.

Elements of a strategy-focusedorganization

1. Mobilize change through executive leadership

2. Translate Strategy into Operational Terms

g

Strategy-focusedO i i3. Align the

Organization to the Strategy

5. Govern to make strategy a continual process

Organization

process

4. Motivate to make Strategy everyone’s job

Vgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“

Elements of a strategy-focusedorganizationg

1. MOBILIZE CHANGE THROUGHEXECUTIVE LEADERSHIP

1.1 Top leadership committed

2. TRANSLATE STRATEGYTO OPERATIONAL TERMS

2.1 Strategy map developed 1.1 Top leadership committed1.2 Case for change clearly articulated1.3 Leadership team engaged1.4 Vision and strategy clarified1.5 New way of managing understood1.6 Program manager identified

2.1 Strategy map developed2.2 Balanced Scorecard created2.3 Targets established2.4 Initiatives rationalized2.5 Accountability assigned

Maturity level 5. GOVERN TO MAKE STRATEGYA CONTINUAL PROCESS

5 1 BSC ti t t bli h dAssessment3. ALIGN THE ORGANIZATIONTO THE STRATEGY

3.1 Corporate role defined3.2 Corporate –SBUs aligned3.3 SBU –support units aligned3 4 SBU t l t li d

5.1 BSC reporting system established5.2 Strategic review meetings conducted5.3 Planning, budgeting, and strategy

integrated5.4 HR and IT planning linked to strategy5 5 Process management linked to strategy3.4 SBU –external partners aligned

3.5 Board of directors aligned 4. MOTIVATE TOMAKE STRATEGYEVERYONE’S JOB

4.1 Strategic awareness created4.2 Personal goals aligned

5.5 Process management linked to strategy5.6 Knowledge sharing linked to strategy5.7 SMO established

best practice g g

4.3 Personal incentives aligned4.4 Competency development aligned

practicegood

oknot good

awful

Tools for strategy focussedorganizations

1. Mobilize change through executive leadership

2. Translate Strategy into Operational Terms

g

Strategy Maps Balanced Scorecard

Strategy-focusedO i i

Competency Management

Management Review

3. Align the Organization to the

Strategy

5. Govern to make strategy a continual

process

Organization

process Office of Strategic

ManagementActionPlan

Process-oriented

Management Total Reward

ApproachManagement by Objectives

4. Motivate to make Strategy everyone’s job

gSystem

ppby Objectives

Process of Strategic Mapping (SMP).

Strategic Frame Competition Arena2a Within the competition arena, the trends,

k t t b h f b i

g pp g ( )

Trends / Scenario

Vision/Target

markets, customers, branches of business, key factors and competitors are analyzed

Markets / Compa

nies

Mission / VM

odel

PositionStrategicTargets

rate

gic

tiativ

es

IndicatoOperativeCore

2b Within the strategic frame, essential decisions for the implemented business

model are made

Custom

er

mpe

titor

s / C

o Values

Bus

ines

s Str

Init

Current andTargets values

rsCore

2c By a controlling system the operative core will be governed, e.g. with support of the

Balanced Scorecard

Com

Sector / Key Success Factors

Current Position

2d Within the operative core, the value-added is achieved through usage of resources,

processes and productsControlling System

(Balanced Scorecard)

processes and products


Strategy Mapping is the Bridge from Now to the Future.

Vision Target PositionYear XYear X

Strategy Map

Strategic Clarity and

Fina

ncia

lsC

usto

mer

/ M

arke

t Text

Text

Text

Text

Text

Text Text

Strategic Clarity and Communication

Pote

ntia

lsIn

tern

al

Proc

esse

s

Text

Text

Text TextText

Text Text Text

CurrentPosition

Mission/ValuesPosition Values


From Strategy Map to BSCgy p

Strategy Map

als

Text

FinanceStrategicTarget

Indi--cators Targets Initiative

Fina

ncia

Cus

tom

er /

Mar

ket Text

Text Text

Text

Text Text

Customer-

ProcessesVision

andStrategicTarget

Indi-cators Targets Initiative

StrategicTarget


ntia

lsIn

tern

al

Proc

esse

s

Text

T t

Text TextText

T t T t T t

Potential-

Strategy

StrategicTarget


Pote

n Text Text Text Text



Setting up the BSC

Strategy Map Balanced Scorecard Action plan

g p

Wirtschaftlichkeit Umsatzwachstum Weniger Flugzeuge

Marktwert Umsatz/Sitz Mietkosten/Flugzeug

30% p.a. 20% p.a. 5% p.a.

FinancesProfit und

RONa

WenigerFlugzeuge

Umsatz-wachstum

Process: Production- and Logistic ManagementTopic: Turnaround in Ground Services Objectives Indicators Targets Initiative Budget

Mehr Kundenanziehen undbinden

Pünktliche Flüge Niedrigste Preise

SchnellerTurnaround im

Anzahl Stammkunden Anzahl Kunden FAA-Rating für

pünktliche Ankunft Kundenranking

Bodenzeit

70% 12% p.a. Platz 1

Platz 1

30 Minuten90%

CRM-System implementieren Qualitätsmanagement Kundenloyalitätsprogramm

Optimierung der Durchlaufzeit

$XXX $XXX $XXX

$XXX

Customer

Processes

Mehr Kundenanziehen und binden

NiedrigstePreise

PünktlicherService

Schneller Turnaround imBodenbereich

Die notwendigenFähigkeitenentwickeln

Unterstützungsystem entwickeln

Pünktlicher Abflug

Strategische Job-Bereitschaft

Verfügbarkeit desInformationssystems

90%

1. Jahr 1-70%,2. Jahr 3-90%,3. Jahr 5-100%

100% 100%

Optimierung der Durchlaufzeit

Training des Bodenpersonals Einführung eines Systems zur

Bodenpersonaleinsatzplanung Kommunikationsprogramm Aktienbeteiligungsplan für MA

$XXX

$XXX $XXX

$XXX $XXX

Processes

Potential

SchnellerTurnaround

Strategische SystemePersonaleinsatz

Strategischer JobFlugabfertiger

system. entwickeln Bodenpersonal an

Strategie ausrichten

Informationssystems Strat. Bewusstsein Anteil am Bodenpers.

100% 100%

Aktienbeteiligungsplan für MA Plan

$XXX $XXX

$XXXTotal Budget

Ausrichtung desBodenpersonals


ANALYSING EXTERNALANALYSING EXTERNALSTAKEHOLDERS ANDTHEIR REQUIREMENTSTHEIR REQUIREMENTS


,Kunden, Branche und Wettbewerber analysierty

Märkte = B b ktTrends / Szenarien

ehm

en

t

Vision

Bewerbermarkt,Interner

JobmarktM

ärkte / Ker /U

nter

ne Mission/ W

häft

skon

zep Strategische

Ziele

ateg

isch

ekt

ione

nM

essgrö

OperativerKern

Kunden = Bewerber,

MitarbeiterKunden

Wet

tbew

erb

WerteG

esch

Zi l iti

Stra A

Ist- undZielwerte

ößenMitarbeiter,

Führungskräfte,die Organisation

MMSBranche / Erfolgsfaktoren

W Zielposition

Siehe PPT der MMS

MMS

21

zu Trends im HR 2010und Backup dieser PPT

Understanding External Stakeholdersg

T k

Values, expectations,Interests, needsShareholder

TaskProducts/Services

ProcessesCompetitorsCompetitors CooperationCooperation

Values, expectations,Interests, needs

Employee Leader

Supplier/Partner CustomerEmployee Leader

Relation

PartnerValues, expectations,

Interests, needs

Values, expectations,Interests, needs

Organization

S i Values expectations

BenchmarksBenchmarks BestBest--in Classin Class


Society Values, expectations,Interests, needs

Strategy-oriented HR – the situationgy

Linkage of HR and corporate strategyis missing

Management of HR strategy is weakis missing


Quelle: Capgemini (2004)

Strategy-oriented HR changes focusgy g

20% Strategy

Costs Benefit

60% HR Core Processes, Business

Partnering30% HR Core processes

10% Strategy

20% 80%

Partnering

20% Admini-stration

60% Administration

30% HR Core processes,Business Partnering

80% 20%

HR Shared

OutsourcingEmployee / Manager

Self Service+


Services Center

Detecting Hypesg yp


Understanding Trends – Technology Mapsp

X-InternetN t k

E-CommerceContent Management

E-CommerceContent Management

ce Networks Sensors Services

Mobile Programming

T tiJ

J2EE

Agency Services

Mobile Programming

T tiJ

J2EE

Agency Services

or Im

port

anc

Embedded 3D modelling ;

SW for ITV

Testing Technologies

Java

Embedded ;

MS .net

SW for ITV

Testing Technologies

Java

Maj

ance

MS-Technologies

Lotus NotesDigitalization of medias

set-top box program

VRML

MS-Technologies

Lotus Notesof medias

set-top box program

VRML

Min

or Im

port

a

2004200320022001200019991998199719961995

Technologies

2004 2005 … 2007200320022001200019991998199719961995

TechnologiesM


Mainstream HR Trends (DGFP Studie 2009))

27

Alma Mater Salary Study 2010 –Factor Regiong

28

Alma Mater Salary Study 2010 –Factor Degree of Educationg

29

Alma Mater Salary Study 2010 –Students

30

Summarize in CONTEXT MAP

POLITICALCLIMATE ECONOMIC

CLIMATE• ICT-Gesamt alsWachstumsmarkt• EU Aktivitäten? Wachstumsmarkt

• Wirtschaftskrise?

EU Aktivitäten?

• Bologna-Prozess(Bachelor/Master)

CUSTOMER NEEDS

• frühzeitigerKompetenzaufbau bei

neuen Themen• Personalstruktur fürzukünftiges Wachstumneuen Themen

• AnforderungenStakeholder

zukünftiges Wachstumrichtig?

• Experten halten (Anreizesetzen, Fachkarrieren)

• Besetzung von Führungs-positionen

• Outsourcing von einzelnenHR Leistungen?

• Kulturwandel ?

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]


Date post:	01-Nov-2014
Category:	Business
Upload:	pludoni-gmbh
View:	1,141 times
Download:	0 times