1e leaders ensure that the organization is flexible and manages changes effectively

International Human Resources ManagementResources Management

Dr. Jörg Klukas2010/20111e Leaders ensure that the Lesson 211e Leaders ensure that the

organization is flexible and

http://www.flickr.com/photos/picture_taking__fool/115862664/sizes/z/

manages changes effectively

1E LEADERS ENSURE THAT THE ORGANIZATION IS FLEXIBLE AND MANAGES CHANGES EFFECTIVELY

International Human Resources Management, Dr. Jörg Klukas 2

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

• Tasks/Roles of LeadersDepartments

• Criteria 3• People Approaches

• Criteria 5

• Leaders drive the vision• Various Theories, Types, Traits

about Leadership• Process of coordinator, owner and

• Criteria 5• HR Process Management

• Criteria 4e• Learning Organization

manager• Regular BSC review• Assessor/ auditor• Leaders manage external

t k h ldg g

• People, Places and Objects Approach

• Intercultural Management by Lixiu

stakeholders• Corporate Social Responsibility• Direct Influence Methods• Influencing external stakeholders

Lixiu• Criteria 7

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

• Leaders as HR managers• High Performance Teams

International Human Resources Management,Dr. Jörg Klukas

1E LEADERS ENSURE THAT THE ORGANIZATION IS FLEXIBLE AND MANAGES CHANGES EFFECTIVELY


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 1 L d hiLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 1. Leadership

a. Leaders develop the Mission, Vision, Values and ethics and act as role model

b. Leaders define, monitor, review and drive the improvement of the organization’s management system and performance

c. Leaders engage with external stakeholders

d Leaders reinforce a culture of excellence with the organization’s peopled. Leaders reinforce a culture of excellence with the organization s people

e. Leaders ensure that the organization is flexible, and managers change effectively


The EFQM excellence model - LeadershipQ p

1 L d th t th i ti i fl ibl d

I ti l d f ll t g i ti

1e Leaders ensure that the organization is flexible, and managers change effectively APPROACHESIn practice, leaders of excellent organizations• Understand the internal and external drivers of organizational change.

• Demonstrate their ability to make sound and timely decisions.

Phases/Cycle of Change

Change Driver

• Are flexible; they review, adapt and realign the direction of their organization when necessary, inspiring trust at all times.

• Involve and seek commitment of all relevant stakeholders for their contribution to the sustainable success of the organization and any changes necessary to ensure this success

LeadershipCompetency for

Change

Organizational developmentsuccess.

• Demonstrate their ability to maintain sustainable advantage through their capability to learn quickly and respond rapidly with new ways of working.

• Allocate resources to provide for long term needs rather than just short-term

as a continuous change process

Management Review;Review System (5a)

Strategic Initiati esprofitability and, where relevant, become and remain competitive.

International Human Resources Management, Dr. Jörg Klukas

Strategic Initiativesto change organization

acc. to market situation (2)

8

4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal. Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.

OperationalLeadership 1c/d

Strategic Leadership 1a

people

ss

ship

• Process Coordinator, Process OwnerProcess Manager

p e • Member of Management Review

VisionaryVisionaryEnablerEnabler

Proc

esLe

ader

s1b

g• Leader of Improvement Team• Assessor / Auditor (EFQM, Bootstrap/SPICE)

Lead

ersh

iof

Cha

nge

1e

g• Responsible for Strategic Initiatives• Manger of Innovations; Member of Disruptive

Innovation Decision Teams; Leader/Member of Focus Innovations

experiences

Role ModelRole Model

• Leading employees• Account Manager• Partner Manager• Responsible for Cultural Activities,

Educational Institutions,Governmental Relationships

• Set challenging goals, create belief and commitment to these goals, involving people at all company levels, stick with the challenging goals, focus on it and execute

• by Offsites, Management Meetings,


BU/Account Reviews, Strategy Mapping, BSC

CHANGE MANAGEMENT CHANGE MANAGEMENT BASICS


Change Cycleg y

Intensityyof process

Firsteurophoria bury one's

Raisingcommitment

N d f

europhoria bury one s head in the

sandTry new

commitment

Need forchange resistance

ysituation

Valley oftears


time

5 Phases of Managing Changeg g g1. Generate uncertainty to Create an atmosphere of departure

Employees must develop willingness for change by strengthening their uncertainties. Convince opinion leaders in your team.p y

2. Develop master plan to Design a futureLeading by vision and strengthen emotions to create motivation. Perform workshops to identify tasks to achieve new goals. Involve people in developing paths to new vision.

3. Start “Quick-Wins” and Bravely decideStart pilot projects to generate Quick-Wins. No failures allowed in this phase! Signal the next heavier steps to go. If there is raising resistance, then signal willingness to discuss. Be supportive and directing.

4. Deploy project parts and tasks consequentlyTh h i f th b gi i g i Fi t f il li d U thi it ti t The euphoria of the beginning is over. First failures are realized. Use this situation to review running projects critically and set priorities for a the few most important tasks. Delegate responsibilities to middle management and team leaders. It is their responsibility now. This is the longest phase and needs high endurance/patience.

5. Establish and prove new structure and systems5. Establish and prove new structure and systemsThe time of massive change is over. Now a long phase of proof is following. Bring new structures and systems within the daily business, leadership principles and corporate culture. Change training and reward systems for employees, which help keeping new structures. Recognize achievements to all employees.


4 Levels of change driverg

Organizational level

Management Level

Interpersonal levelInterpersonal level

Intra-personal level

Trust

Creditability (Glaubwürdigkeit)

Strategic Alignment

Empowerment/Enabling


Strategic Alignment

FAST CHANGINGFAST CHANGINGORGANIZATIONS


Employability – HR as Change AgentEmployee Life Cyclep y y


Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

Leaders manage the Life-Cycle of Employees – Change Agentsp y g g

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 & BindPlacement

Integrate & AlignEmplacement

Set free & SupportOutplacementPlan & Find

Last Work Day ProceduresOutplacementCertification Retirement

Personnel and Competency PlanningHR Marketing

Outplacement

Re-integrate & Keep upReplacement

Preplacement

RetirementVacationParental Leave

HR MarketingApplicant

ManagementTransfer, ShiftingJob RotationSuccession PlanningRe-OrganizationAlumni Management

International Human Resources Management, Dr. Jörg Klukas

Alumni Management

16

Leadership Competencies for Changep p g



Required Competencies for Change Leadershipp



Establish Change as normal organisational Developmentg p



Fast adapting organizations need open spaces by:p y



Patching – Fast adapting organizationsg p g g



HR TRENDS LEADING TOHR TRENDS LEADING TOORGANIZATIONALCHANGESCHANGES


The same procedure as every year?p y y

Quelle: Trends *10, Personalwirtschaft, Befragung durch DGFP 2009

How about…

• 201x we will not look for talents and bind them• We do not align the workforce to strategy anymore

W k h k i ffi i• We make hr work more inefficient• We do not measure HR performance•• …

• http://www.personalmarketingblog.de/?p=2018, Kommentar von karrierebibel, 04.01.10

Influences to HR Work

• Social Media• Business Crisis

• Demographyhttp://www.flickr.com/photos/29487767@N02/3034659459/

http://www.flickr.com/photos/matthamm/2945559128/

http://www.flickr.com/photos/mac/20544160/

…new kicks!

Interim staffing(Zeitarbeit)

we-learning

Software

Corporate Social

Responsiblity

as a Service

Social Media

Community Management

Quelle: Trends *10, Personalwirtschaft, Befragung durch DGFP 2009

Social Media

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]


Organisational Stylesg y



Diversityy

