4a partners and supplies are managed for sustainable benefit
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4a Partners and supplies are managed for sustainable benefit, Jörg Klukas, pludoni.de, human resources managementTRANSCRIPT
International Human Resources ManagementResources Management
Dr. Jörg Klukas2010/2011Lesson 26
4a Partners and supplies are managed
http://www.flickr.com/photos/lumaxart/2137729430/sizes/l/
for sustainable benefit
SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?
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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 2• Criteria 5• HR Process Management
• Criteria 4e• Learning Organization
• Strategy focussedorganizations
• Process of Strategy Mappingg g
• People, Places and Objects Approach
• Intercultural Management by Lixiu
• Analysing HR Stakeholders• Human Capital Scorecard
Lixiu• Criteria 7
• People’s Perception measures• People’s Performance Indicators
International Human Resources Management,Dr. Jörg Klukas
4A PARTNERS AND SUPPLIES ARE A AG O S S A A MANAGED FOR SUSTAINABLE BENEFIT
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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
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The EFQM excellence modelQ
Leadership
People
Strateg Processes
People Results
Customer Key Performance 4 P t hi & RLeadership Strategy
Partnership& Resources
Processes Results
Society Results
PerformanceResults 4. Partnership & Resources
a. Partners and suppliers are managed for sustainable benefit
b. Finances are managed to secure sustained success
c Buildings equipment materials and natural resources are managed in sustainablec. Buildings, equipment, materials and natural resources are managed in sustainable way
d. Technology is managed to support the delivery of strategy
e. Information and knowledge are managed to support effective decision making and to build the organisation’s capability
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The EFQM excellence model – PeopleQ p
4 P t d li g d f t i bl b fitIn practice, excellent organizations:• Segment and differentiate partners and supplier, in line with the organization’s
strategy and adopt appropriate policies and processes for effectively managing them
4a Partners and supplies are managed for sustainable benefit
APPROACHESstrategy, and adopt appropriate policies and processes for effectively managing them
• Build a sustainable relationship with partner and suppliers based on mutual trust, respect and openness.
• Establish extensive networks to enable them to identify potential partnership i i
StrategicPartner
HR Partners
opportunities.
• Understand partnerships include working together for long-term, sustainable value enhancement, them know what their core purpose is and seek partners to enhance their capabilities and ability to generate stakeholder value.
Partner Management
Alumni N k• Develop partnerships that systematically enable the delivery of enhanced value to
their respective stakeholders through competencies, synergies and seamless processes.
• Work together with partners to achieve mutual benefit, supporting one another with
Networks
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expertise, resources and knowledge to achieve shared goals.
HR PARTNERSHR PARTNERS
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HR Partners along the Life-Cycle of Employees – Any Ideas?p y 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 & Bind & CarePlacement
Integrate & AlignEmplacement
Release & SupportOutplacementPlan & Find
Last Work Day ProceduresOutplacementCertification Retirement
Personnel and Competency PlanningHR Marketing
Outplacement
Re-integrate & Keep upReplacement
Preplacement
RetirementVacationParental Leave
HR MarketingHR RecruitingApplicant
Management
Transfer, ShiftingJob RotationSuccession PlanningRe-OrganizationAlumni Management
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Alumni Management
9
HR Partners for Plan&Find• Advertising (jobportals, newspaper, advertising agencies,
communication partners)• Head hunter, Interim Staffing Organizations (e.g. DIS AG)• Assessors (Assessment Center), Test-Organizations
• Employees recommend employees• Alumni recommend employees
d i d l• Production Partner recommend employees
• Local Society/Government to support recruiting• Universities, Educational institutions, Schools• Jobcenter
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HR Partners for Integrate&Bindg• Internal & external Mentors• Internal & external CoachesInternal & external Coaches
• Training Partners (Foundation Trainings, e.g. SAP)
• Relocation Services
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HR Partners for Develop&Bind&Carep• Training Partners• Internal, external Coaches/MentorsInternal, external Coaches/Mentors• Training Partners
B fit&C ti P t ( ti t i )• Benefit&Compensation Partners (retirement, pensions,…)• Payroll Office• HR Health Care Office• Insurances
• Technical HR Partner (HR Administration, e.g. SAP)ec ca a e ( s a o , e.g. S )
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HR Partners for Release&Supportpp• Further education partners• Outplacement or Employee Transfer PartnersOutplacement or Employee Transfer Partners
• Legal Offices, Lawyers
• Business Partners and Suppliers with demand of personal (recommendation)
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STRATEGIC PARTNER STRATEGIC PARTNER MANAGEMENT
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General Classification of PartnersHR Referral ExamplesHR Referral, Examples
Material/Infrastructure
Development
Technology
Material/Infrastructure
Development
TechnologyHR Concepts
e.g. standardizedposition profiles,
Production/
InfrastructureInfrastructure pos t o p o es,salary benchmarkse.g. for HR IT-
Systems, HR Flyers,HR Templates
e.g. other businessorganizations/partners,
with same interest in skills andshared recruiting activities
Marketing/Sales
ProcessOutsourcing
Partner for…
Marketing/Sales
ProcessOutsourcing
Partner for…
e.g. for Recruiting,e.g. web 2.0 agencies
pshared recruiting activities
Sourcing InnovationSourcing Innovation
e.g. for Recruiting, Payroll, Training
e.g. web 2.0 agencies
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e.g. Universities, HRFaculties, HR
Research center
e.g. for advertising, Interim Staffing,
Universities, Schools
Categorization of Partners
T
strategic
Target Agreements
Framework Agreement
preferred
standardAgreement
Assignment potential
b d d i i d d
Observation possible
observed administrated managedInternational Human Resources Management,
Dr. Jörg Klukas 16
Partner Development (Example)
Basic Requirements Strategic Requirements Further criteria
tegi
c Certification (e.g. for training)
Supports at least one strategy objective of
Long-term relationship intended
Stra
t
Uniqueness strategy map
Market leader
red Guaranteed availability,
solvancy Same customer orientation Best-price conditions
conP
refe
rr solvancy
Fair-price conditions Good image
Innovative Resources Supports basic targets of Positive Risk
structiveSt
and
ard
Quality Standards
References
D l P i l
pp gBSC evaluation
e
Development Potential
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ALUMNI NETWORKSALUMNI NETWORKS
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Why Alumni Communities?y• In order to:
• Keep contact, knowledge exchange between alumni and p , g gemployees, strengthen networking, promote colaboration
• Potential of 10 years:y• 1000 employees and annual growth of 10% and 5%
fluctation per year• 20% additional students/trainees each year, 30% are hired
d h h fper year, and the other one are set free
• after 10 years: approx 3 500 people who know your approx. 3.500 people who know your organization very well and will speak about it in private and business live
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Definition Alumni
• „Alumni“ are formerl * d t d
Partner
employees* and todaythey are:• Partners or employees of
Partners (e.g. promoted ashigh potential)
CompetitorRetired
high-potential)• Customers or employees of
customers• Multiplicators or
employees of governmentalEmployees
employees of governmentalinstitutions
• Competitors or employeesof competitors
• retired
CustomerPublic• *employees= interal,
external, students, pupils
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Using web2.0 for Alumni Managementg g
Slideshare Profile for presentationswith followers and subscribers
N ON ID
Youtube/Flickr Profil forVideos/Pictures
Newsroom myON-ID
with followers and subscribers
Twitter Channels for short messagesfor followers and lists
Homepage: Infos via RSS-Feeds for News, Events&Jobs
Read, Follow, Subscribe
Recommend, Comment, Share
aggregate,inform, centralize
Communities and their Plattforms
XING corporate site and goups: current employees and subscribers; business
Slideshare Profil für Präsentationenmit Followers und Abonnentenp y
network
Youtube/Flickr Profil für Videos/Bilder
Facebook corporate fan site and groups: former, current employees,
Fans, friends; private network
mit Followers und Abonnenten
Twitter Kanäle für Kurzmeldungenfür Followers und Listen
Special Plattform only for Alumni?
Homepage: Infos per RSS-Feeds zu News, Events&Jobs?
Read, follow, subscribe
Recommend, comment, share
Contact, network,appoint
Involvement/Responsibilitiesp• Partner – Procurement• Customer – CRM/SalesCustomer CRM/Sales• Competitor – HR• Retired – Mix*
P bli Mi *
Partner
• Public – Mix*
CompetitorRetired
• Mix* = Business Excellence,Procurement, Sales, HR d
Employees
HR departementCustom
erPublic
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Targets and Success Factors for Community Membersy
Business Relevance Personal Relevance• Contact to customer/partners
• Generate business• Promote new ideas
• Grandstanding• Recognition as Personality
• Management of I-stock
Emotional RelevanceEmotional Relevance• Affinity
• Shared Values• Personal relations
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Target and Success Factors for an Organization managing a Communityg g g y
• Increase Visibility at Labor MarketIncrease Visibility at Labor Market• Simplification of Access to Alumni as
Embassadors• Promote Recommendation potential
(attractiveness as employeer)S bj t ifi k l d t f (t h • Subject specific knowledge transfer (tech groups)
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Success factors of Communities
• Clarify Plattform • Marketing• Own one• Free one (facebook, xing,…)
• Promote self-organization
• Link with corporate homepage• Link with corporate blogs
Promote self organization• 1% will only be the active ones• Groups• Leaders, Moderators
• Promote openess• The more open the more viral
marketingVi i ibli f fil i h
• Define steering• Steering Board• Inivitation process
• Visitiblity of profiles without login
• Simplicityp• Compliance guides
p y• Quick registration• Possitiblities to invite/follow• Multichannel (e.g. infos via
)sms)
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Elements of Community Managementy g
MarketingHR
AssignmentsCosts“
Marketing
ModerationProcurement
„Costs
SupportCustomer
interaction
Sales
Marketing
Development„Targets“
CRM
Business E ll
Acquireb
Payment/ROIExcellence
…
members„Turnover“
Alumni Interestedparties Employees Partner Customers Public
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Process for Community Management
Plan
y g
• Targets• Participants• Tasks• Rules• Rules
Develop• technically• organisational
Optimization• Summary• Priorisation organisational
• processual• New concepts
Run• Administration
Measure• Reviews
• Content management• Monitoring
• Benchmarks
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]
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