2d Strategy and supporting policies are2d Strategy and supporting policies are communicated, implemented and
http://www.flickr.com/photos/donsolo/3029452838/sizes/l/
monitored.
SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?
International Human Resources Management, Dr. Jörg Klukas 2
What we have learnt.• Overview of the EFQM Model
to be applied for HR-• Strategic Leadership• Process Leadership• Operational LeadershipDepartments
• Criteria 3• People Approaches
• Criteria 5
• Operational Leadership• Leadership of Change
• Criteria 2• Strategy focussed• Criteria 5
• HR Process Management• Criteria 4e
• Learning Organization
organizations• Process of
Strategy Mapping• Analysing HR Stakeholdersg g
• People, Places and Objects Approach
• Intercultural Management by Lixiu
• Understanding, identify and improve key skills as major sustainable internal performance driver
• Strategy Mapping according to Lixiu• Criteria 7
• People’s Perception measures• People’s Performance Indicators
• Strategy Mapping according to Kaplan/Norton
• Deriving HR Strategy Map
• Criteria 1International Human Resources Management,
Dr. Jörg Klukas
2D STRATEGY AND SUPPORTING POLICIES A CO CA A ARE COMMUNICATED, IMPLEMENTED AND MONITORED.
International Human Resources Management, Dr. Jörg Klukas 4
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 5
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 gy pp g p , pand monitored.
International Human Resources Management, Dr. Jörg Klukas 6
The EFQM excellence model - StrategyQ gy
St t d ti li i i t d
In practice, excellent organizations
Strategy and supporting policies are communicated, implemented and monitored
p , g• Define the required outcomes and related performance indicators and establish targets
based on comparisons of their performance and the Mission and Vision
• Deploy strategy and supporting policies in a systematic manner to achieve the desired set of results balancing short and long tern objectives
APPROACHES
H C it lset of results, balancing short and long tern objectives
• Maintain and align an organizational structure and a framework of key processes to deliver their strategy in way that adds real value for their stakeholders, achieving the optimum balance of efficiency and effectiveness
Ali i di id l d bj i i h h i i i l d
Human CapitalScorecard
Management byObjectives (3c)
• Align individual and team objectives with the organizations strategic goals and ensure they are empowered to maximize their contribution
• Communication strategy and supporting policies with stakeholder ins an appropriate wax
j ( )
HR ManagementReview (5a)
• Set clear goals and objectives for innovations and refine their strategy in line with innovation achievements
International Human Resources Management, Dr. Jörg Klukas 7
HUMAN CAPITAL Operationalize Strategy
HUMAN CAPITAL SCORECARD
International Human Resources Management, Dr. Jörg Klukas 8
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
compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
International Human Resources Management, Dr. Jörg Klukas 9
Taking the HR Customer Perspectiveg p
10
Example HR Strategy Map
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 12
compare 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
compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“
International Human Resources Management, Dr. Jörg Klukas 13
Example for Target Setting and strategic initiatives
F1.1 EVATM
Strategic Objective Indicators
F1 Establish above average
F1.2 Free Cash Flow
F2Secure profitability in Project- and Service business
F2.1 EBITA
F1 value increase of TSI MMS
Strategic Initiatives
business
F3 Enter 100 Mio. € sales league F3.1 Sales
no direct initiative
Strategic Initiatives
International Human Resources Management, Dr. Jörg Klukas 14
Example for Target Setting and strategic initiatives
M4.1 Number Top Accounts
Strategic Objectives Indicators
M4.1 Number Top Accounts
M4.2 Customer Satisfaction of Top Accounts
M4.3 Customer Loyality Index
Extend top accounts in long-termM4
Strategic Initiative
Further development of Top-Account Management, including links to VIP S M t A h f TOP A t I t CLIM4 1 Survey, Management Approach of TOP Accounts, Improvement CLI: Responsible: CR, FS, MNE
M4.1
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Align the organizationg g
International Human Resources Management, Dr. Jörg Klukas 16
Targets of our leaders support the targets of our employees.
Page 17
T-Systems Multimedia Solutions GmbH
Dr. Jörg Klukas
Example Target Agreement HR Employeep y
Individualziele für das Jahr 2007 Frau XX YYIndividualziele für das Jahr 2007 Frau XX YYHuman Resources Management
Ziel Erfolgsparameter Zielkorridor Gewicht
in %ZE
in %
1 Fragen der internen
Kundenbefragung
1. z1: Gesamtzufriedenheit zu HR
70% Vorjahreswerte
100% Zielwerte der HCSC 2007
in % in %
Frau XX YY steigert die operative Excellence von HR und baut die Business Partnerschaft mit den Produktivbereichen aus.
2. z2: Zufriedenheit mit HR Aktivitäten
3. z3: Zufriedenheit mit HR Information& Kommunikation
150% Zielwerte der HCSC 2007 –0,3
30
4. z4: Zufriedenheit mit HR Service Qualität
International Human Resources Management, Dr. Jörg Klukas 18
Example Target Agreement HR Employeep y
2 1. z1: Umsetzung Personalwachstum (Planerfüllung
70% z1=80%; z2 = 66%; z3 = 56%
Frau XX YY sorgt dafür, dass die Mitarbeiterkompetenzen der MMS gesichert und kontinuierlich strategieorientiert weiterentwickelt
Personalwachstum (Planerfüllung des überprüften Personalplanes)
2. z2: Human Capital Readiness Index (inkl. Schulung für Kundenangang, FK, Projektmanagement)
56%
100% z1=100%; z2 = 75%; z3 = 46%
150% z1>100%; z2 = 100%; z3 = 36%
25 strategieorientiert weiterentwickelt werden
Projektmanagement)
3. z3: 40-20-40 Abweichung
36%
3 Image als Arbeitgeber aus der 70% 0 1 (Vorjahreswert)3
Frau XX YY hat weiter konsequent die Wahrnehmung als guter Arbeitgeber im Sinne der Business Excellence Kultur
b t
Image als Arbeitgeber aus der Medienresonanzanalyse (Teilnahme am GreatPlaceToWork, BestPersAward, Artikel in Zeitschriften, Nennungen bei Benchmarks, …)
70% 0,1 (Vorjahreswert)
100% 0,5 (HCSC 2007 Zielwert)
150% 0,7 20
ausgebaut.
International Human Resources Management, Dr. Jörg Klukas 19
TARGET LOGICTARGET LOGIC
International Human Resources Management, Dr. Jörg Klukas 20
Structure and logic of our targets• Strategy Map defines
strategic goals
Structure and logic of our targets
• Balanced Scorecard sets the annual strategic targets
• PoMS defines process and process indicators for key
Period Where What A&R
3 yrs. Strategy Map Strategic Goals MR. Strategy Workshop EFQMprocess indicators for key
processes• Operational targets are
defined for daily activities
Workshop, EFQM SA, award application
1 yr. Balanced Scorecard
(BSC)
Strategic Targets MR, BU/Acc R,Offsite MeetingsEFQM SA, award
• Loose, local action & tight central review
• Close alignment of strategic
(BSC),
application
quarterly Process-oriented Management system (PoMS)
Process Indicators
MR, in preparation for BU/Acc R,EFQM SA, award applicationClose alignment of strategic
and process measurements• Adjustment to indicators in
line with adjustments to strategy breaks in trends
Ongoing Anywhere Operational targets
By leaders and people
strategy breaks in trends
International Human Resources Management, Dr. Jörg Klukas 21
MANAGEMENT REVIEW MANAGEMENT REVIEW AND CODE BOOK
International Human Resources Management, Dr. Jörg Klukas 22
HR Management Review (acc. to ISO 9000) balancesprioritiesp o t es
Suggestions forimprovements
Pool of Ideas for Changeand Improvement
improvements
Consolidation
HR Strategy MapHR
ManagementReview
Strategic Filter/
Mange operational Improvement
Actions
Manage Change:HR Strategic Initiatives
Review
HR Code Book
Prioritize
Monitoring International Human Resources Management,
Dr. Jörg Klukas
Actions
HR Process Indicators HCSC Indicators
Monitoring Deployment
23
Example Code BookpInputquellen
St t O Z täW tint. K d
Kunden-b f MA EFQ B t
ScoreMeeting-P t T
Inputquellen
St t O Z täW tint. K d
Kunden-b f MA EFQ B t
ScoreMeeting-P t T
ThemaStrategisch
Operativ
Zuständigkeit
Wertung
Kunden
befragung
MAB
EFQM
Bootstrap
-cards
Protokoll
Trends
Schulungsprogramm für Führungskräfte (N h h fö d )
ThemaStrategisch
Operativ
Zuständigkeit
Wertung
Kunden
befragung
MAB
EFQM
Bootstrap
-cards
Protokoll
Trends
(Nachwuchsförderung); Führungsduos, Kanditenpool- "Führungskräfte-Identifikations und E t i kl "Entwicklungsprogramm", Vertriebsaspekte 7x x x x x x xVirtualisierung / Flexibiliesierung von Arbeit (A b it t it t(Arbeitsvertrag, -zeit, -ort, -aufgaben) Integration von langfristigen externen Mitarbeitern 7 x x x x x x xK t d MA l
International Human Resources Management, Dr. Jörg Klukas 24
Kompetenz der MA als Anprechpartner für Kunden: bei Beratung/ Konzeption der Projekte; Softskills in Positionsprofile integrieren +
SUMMARY STRATEGYSUMMARY STRATEGYFOCUSED ORGANIZATION
International Human Resources Management, Dr. Jörg Klukas 25
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
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 29