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
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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?
International Human Resources Management, Dr. Jörg Klukas 4
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.
International Human Resources Management, Dr. Jörg Klukas 6
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 7
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.
International Human Resources Management, Dr. Jörg Klukas 8
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
International Human Resources Management, Dr. Jörg Klukas 10
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
Vgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
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
Vgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
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
Indi-cators Targets Initiative
ntia
lsIn
tern
al
Proc
esse
s
Text
T t
Text TextText
T t T t T t
Potential-
Strategy
StrategicTarget
Indi-cators Targets Initiative
Pote
n Text Text Text Text
International Human Resources Management, Dr. Jörg Klukas 18
Vgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
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
Vgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
ANALYSING EXTERNALANALYSING EXTERNALSTAKEHOLDERS ANDTHEIR REQUIREMENTSTHEIR REQUIREMENTS
International Human Resources Management, Dr. Jörg Klukas 20
,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
International Human Resources Management, Dr. Jörg Klukas 22
Society Values, expectations,Interests, needs
Strategy-oriented HR – the situationgy
Linkage of HR and corporate strategyis missing
Management of HR strategy is weakis missing
International Human Resources Management, Dr. Jörg Klukas 23
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+
International Human Resources Management, Dr. Jörg Klukas 24
Services Center
Detecting Hypesg yp
International Human Resources Management, Dr. Jörg Klukas 25
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
International Human Resources Management, Dr. Jörg Klukas 26
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]
International Human Resources Management, Dr. Jörg Klukas 32