people communicate effectively throughout the organisation
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3d People communicate effectively
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throughout the organization
3D PEOPLE COMMUNICATE EFFECTIVELY THROUGHOUT THE ORGANIZATION
International Human Resources Management, Dr. Jörg Klukas 2
SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN?YOU LEARN?
International Human Resources Management, Dr. Jörg Klukas 3
What we have learnt.• Overview of the EFQM Model to be applied for HR-
Departments• Sub-Criteria 3a
• HR Planning• HR Marketing, Recruiting, Integration a e g, ec g, eg a o• Succession Planning• Employee Survey
• Sub-Criteria 3bSub Criteria 3b• Strategic Competency Management• Blended Learning System• Annual Employee TalksAnnual Employee Talks
• Sub-Criteria 3c• Target Management Appraisal• Empowerment Motivation• Empowerment, Motivation
International Human Resources Management, Dr. Jörg Klukas 4
The EFQM Model –3D People communicate effectively3D People communicate effectively throughout the organisation
International Human Resources Management, Dr. Jörg Klukas 5
The EFQM excellence model - PeopleQ p
3d P l i t ff ti l th h t th i ti
In practice, excellent organizations:
U d t d th i ti d d t ti f
3d People communicate effectively throughout the organisation
APPROACHES• Understand the communication needs and expectations of
their people
• Develop communications strategy, policies, plans and channels based on communications needs and expectations.
InternalCommunication
• Communicate a clear direction and strategic focus ensuring their people understand the organization's Mission, Vision, Values and objectives.
E th t th i l d t d d d t t th i Leader with
Feedback, 360°
• Ensure that their people understand and can demonstrate their contribution to the organist ion's on going success.
• Enable and encourage the sharing of information, knowledge and best practices, achieving a dialogue h h h i i
Leader with employee (1d)Knowledgethroughout the organization.
International Human Resources Management, Dr. Jörg Klukas
Knowledge sharing (4e)
6
INTERNAL INTERNAL COMMUNICATION
International Human Resources Management, Dr. Jörg Klukas 7
No one knows everything, but everybody knows something
Th ld i t bi thThe world is not bigger than the window you open.
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What employee want? A typical example of Survey Studiesyp p y1. New professional challenges2 Development opportunities2. Development opportunities3. Pleasant working environment4. Salary4. Salary
Source: Drake Beam Morin, Internationale Befragung 2002
Information & Communication
Work environment
High correlation with overall satisfaction:• Leadership• Information / Communication
OverallUnderstandingStrategy &
Link to Job
Leadership
e o e
Development
Information / Communication• Understanding and Linking Strategy to Job
The closer two areas, the stronger the correlationthe stronger the correlation.
International Human Resources Management, Dr. Jörg Klukas 9
IT Survey Group* world wide (ITSG, 1/2). Single questions of ITSG, 2005.
* Companies in the IT industry: Accenture, Agilent Technologies, Cisco Systems, Dell, EDS, EMC2, HP, IBM, Intel, Intuit, Microsoft, SAP, Siemens, Sun Microsystems, Symantec, T-Systems, Unisys, Xerox.
S g e quest o s o SG, 005.
62
72
F13: i am conveniently involved in relevant decisions
F12: can provide information for my tasks
ship
ship
Cisco, SAPCisco, SAP
Dell, SUNDell, SUN
70
75
F34: working atmostphere allows different PoVs
F33: the team discusses in a openand honest way
t and
Lead
ers
t and
Lead
ers
Microsoft, T-SystemsMicrosoft, T-Systems
Dell, XeroxDell, Xerox
Cisco EMCCisco EMC
62
80
79
F44: direct superior (1st line) is reachable
F35: cooperation with other teams to reach company goals
k En
viro
nmen
tk
Envi
ronm
ent Cisco, EMCCisco, EMC
EMC, SAPEMC, SAP
Dell, T-SystemsDell, T-Systems
66
59
F47 : Evaluation of accomplishments is ob io s
F28: Receiving feedback for accomplishments regulary
F45: 1st line sup. acknowledges accomplishments
Wor
kW
ork
Dell, XeroxDell, Xerox
Dell, XeroxDell, Xerox
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
is obvious
Yes% ITSG 2005Yes% + PP% ITSG 2005 ## Top 2 companies
International Human Resources Management,
Dr. Jörg Klukas10
Worldwide IT Survey Group (ITSG, 2 / 2). Single issues ITSG, 2005.
* Companies in the IT industry: Accenture, Agilent Technologies, Cisco Systems, Dell, EDS, EMC2, HP, IBM, Intel, Intuit, Microsoft, SAP, Siemens, Sun Microsystems, Symantec, T-Systems, Unisys, Xerox.
S g e ssues SG, 005.
63
71
F27: could develop my skills in last year
F26: know, which skills I need in future
Stud
ySt
udy Dell, XeroxDell, Xerox
Cisco, DellCisco, Dell
74
54
78
F57 i l ki f i f
F54 process allows completion of requirements
F18 the team knows customer needs
er p
rodu
ctiv
ityer
pro
duct
ivity
Accenture, SUNAccenture, SUN
Accenture, XeroxAccenture, Xerox
D ll XD ll X
2547
53
74
F63 I know long term strategy of
F62 surveys results are used for improvements in team
F57 team is looking for options for increasing productivity
Cus
tom
eC
usto
me
Dell, IntuitDell, Intuit
HP, SunHP, Sun
Dell, XeroxDell, Xerox
3250
71
F66 EC from TS Allows strategic i t ti
F65 I see clear connections between work and company goals
F63 I know long term strategy of my company
Stra
tegy
Stra
tegy
,,
Dell, MicrosoftDell, Microsoft
Accenture, IBMAccenture, IBM
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
orientation
Yes% ITSG 2005Yes% + PP% ITSG 2005## Top 2 companiesInternational Human Resources
Management, Dr. Jörg Klukas
11
HR-driven internal CommunicationFirst Day Procedures
to introduce to all departments
Communication in Teams within projects/ServicesDebriefings after projects/servicesLearning in Teams (we-learning)Employee Feedback Talksdepartments
Welcome Day to get to know the strategyAppraisal/Target
Interview
Employee Feedback Talks,360° Feedback for Key PlayersEmployee Survey
Integrate & Align
Develop & BindPlacement
Integrate & AlignEmplacement
Set free & SupportOutplacementPlan & Find
Last Work Day ProceduresOutplacement
CommunicationCertification
HR Marketing with internal and external communication
Outplacement
Re-integrate & Keep upReplacement
Preplacement
Certification communicationCommunication
with applicantsCommunication to Transfer, ShiftingCommunication for Job RotationCommunication about Succession
PlanningCommunication of Re-Organization
International Human Resources Management, Dr. Jörg Klukas
Communication of Re OrganizationAlumni Management
12
Common Barriers to CommunicationApparent ”cause” Practical example: a more complex explanation?
Physiological Message in an internal report not received due to blindness, but why was the message not encoded in a suitable format?
Psychological Message from external stakeholder ignored due to groupthink (Janis,1982); but why has this been allowed to develop in the organization?
Cultural Message from organization misinterpreted by members of a particular cultural group; but why was organization unaware of cultural diversity?
Political Message from internal stakeholder not sent because individual is marginalized; but why is the organization not encouraging a more open climate?
Technological Message not delivered due to technical failure; but why was the failure allowed to develop and why are there no back up system
Physical Message cannot be heard and visual aids cannot be seen by some members of the audience; but why is the presenter not aware of responsive to this?
International Human Resources Management, Dr. Jörg Klukas 13
Dimensions of Communication• top-down and/or bottom up• horizontally and/or in peer groups• horizontally and/or in peer groups• internally and/or externally
• visual and/or auditory,…• explicit and/or implicit
• senders and receiver• information and/or question and/or direction,…
t t t • one to one, one to group, group to group,…International Human Resources Management,
Dr. Jörg Klukas 14
Quality of Communication = Quality of RelationshipQ y p• Everything is communication – you cannot avoid
communication
• Each word releases positive and negative emotions• Quality of communication = Quality of delivered emotionsQuality of communication = Quality of delivered emotions
• Competency of communication = provide positive emotionsC i i fill h l i • Communications fills the personal emotion account positively or negatively; the sum represents the overall sympathy or antipathy
• Degree of sympathy directly depends on effective communication
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Basics of Emotions
Avoid Negative Emotions Achieve Positive EmotionsAvoid Negative Emotions Achieve Positive Emotions
PowerC t lLack of power
Los of control
ControlInfluenceFreedom
Self-determination
Contempt RecognitionAppreciationDepreciation
Ignorance
AppreciationStatusImage
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4 Ear Model of Information• Sender talks = about me, about you, about us, about it• Receiver filters = about you, about me, about us, about itReceiver filters about you, about me, about us, about it
Source: Schulz von Thun, 1995, S.30
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Effective Communication
+Facts +Self-Revelation +Relation +Appeal = Feedbackpp
+Self-Revelation +Relation +Appeal = Drive crazy
+Facts +Relation +Appeal = Blame
+Facts +Self-Revelation +Appeal = no Future
+Facts +Self-Revelation +Relation = Self-Praise/ Torment
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GENERAL 5 STEPSGENERAL 5 STEPSFEEDBACK
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Effective CommunicationThe 5 Steps Feedback1.Step Observations
Precise actions, which I can observe and which have an impact of my good mood(What I listen, what the others say, what I see, what the others do. )I've heard, that you said…I perceive that…p
2.Step Impact
Reachable, precise implications, how it affects me, which consequences involved (which inducement, interference, disruption I feel)It have following implications on meIt have following implications on me…It interferes with me in ….
3.Step Feeling
My feeling connected with what I observe(I feel hurt, frightened, irritated, happy…)That hurt me…That’s make me pass out, I feel devalued…
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Constructive CommunicationThe 5 Steps Feedback4.Step Requirements
My value, my concerns, my wishes, which rise my mood(Which value, concerns and wishes stay behind the feeling…)It’s important for me, that…I need…
5.Step RequestThe concrete actions, which I request(What should the others do, so that I and we can again have good felling…)My request isMy request is…I wish…Please let us think about what we can do…
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360° FEEDBACK FOR360 FEEDBACK FORLEADERS AND KEY PLAYERSPLAYERS
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Objectives 360° Feedbackj
Source: Coaching for result, 2010
International Human Resources Management, Dr. Jörg Klukas
Source: Coaching for result, 2010
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Key Principles of 360° Feedback.y p• Evaluation of executive staff and key players• Receiver of the analysis is the assessed person360 ° Online Feedback
• Usually mirrored with self-evaluation• Subjective assessment of the actual situation in relation
to the behavior
Colleges Customers
Feedback R i
• through structured questionnaires• anonymous Assessment/Review• Analysis and interpretation through third partyLeaders
Receiver
Employees
• Formulation of development plan/measure catalogue only through feedback recipients or together with a consultant
• Development of conclusions in collaborative workshops with feedback provider
• Using experiences from feedback meetings, to conclude and implement individual or structural organizational and HR measures
• Follow-ups for controlling and strategy adjustments
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360° Feedback – a processp
Initiative Plan Development Implementation
• Initiation• Marketing of ideas• Marketing of benchmarksMarketing of benchmarks• Causing productive trouble• Acquiring of supporters• Fundamental decision of the top management• Approval and integration of staff associationApproval and integration of staff association• Determine responsible person
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360° Feedback – a processp
PlanInitiative Development Implementation
• Define goals• Create project team• Collect, investigate, select, adjust, redesign processesCollect, investigate, select, adjust, redesign processes• Creation/Examination of a competence model• Define dimensions and items• Carry out pilot project and review/debrief• Inform the involved and motivate for participationInform the involved and motivate for participation• Organization of the modus proceedings
• online, offline• who? Feedback provider, - recipient, - manager
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360° Feedback – a processp
DevelopmentPlanInitiative Implementation
• Informing about the implementation, execution• Distribution (print, e-mail)• Monitoring of response rate and follow-up actionsMonitoring of response rate and follow up actions• Evaluation and illustration of results• Report results to feedback provider and recipients• Analysis of results: individual, with consultant, workshop• Publishing of resultsPublishing of results
• Intranet• Newsletter• Employees• meetingmeeting
International Human Resources Management, Dr. Jörg Klukas 28
360° Feedback – a processp
Plan Development ImplementationInitiative
• Coaching/workshop for development planning• Deciding on measures• Supporting and implementation of stepsSupporting and implementation of steps• Checking implementation• Debriefing
• follow-ups for next cyclefollow ups for next cycle
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Example 360° Feedback Elementsp
Source: Schulz von Thun 1995
International Human Resources Management, Dr. Jörg Klukas
Source: Schulz von Thun, 1995
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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: joerg.klukas@pludoni.de
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