5a Processes are designed and d t ti i t k h ld managed to optimise stakeholder
value
http://www.flickr.com/photos/moertl/1306170809/sizes/l/
5A PROCESSES ARE DESIGNED AND MANAGED TO OPTIMISE STAKEHOLDER VALUE
International Human Resources Management, Dr. Jörg Klukas
SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?
International Human Resources Management, Dr. Jörg Klukas
What we have learnt.• Overview of the EFQM
Model to be applied for HR-Communication
• Feedback (360°) and M ti ti T t l R dDepartments
• Criteria 3• HR Planning
Motivation, Total Reward
• Criteria 5Y ill l h t t • HR Marketing, Recruiting,
Integration• Succession Planning• Employee Survey
• You will learn, how to get your HR Processes right.
• Employee Survey• Strategic Competency
Management and Blended LearningS tSystem
• Annual Employee Feedback Interviews and Target Appraisals
• Empowerment and Internal International Human Resources Management,
Dr. Jörg Klukas4
The EFQM Model –5a Processes are designed and managed to optimise and managed to optimise stakeholder value
International Human Resources Management, Dr. Jörg Klukas
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
6
The EFQM excellence modelQ
Leadership
People
Strateg Processes
People Results
Customer Key Performance 5 PLeadership Strategy
Partnership& Resources
Processes Results
Society Results
PerformanceResults 5. Processes
a. Processes are designed and managed to optimise stakeholder value
b. Products and services are developed to create optimum value for customers
c. Products and Services are effectively promoted and marketed
d Products and Services are produces delivered and managedd. Products and Services are produces, delivered and managed
e. Customer relationships are managed and enhanced
What about HR Products, Services and Solutions?
International Human Resources Management, Dr. Jörg Klukas
What about HR customer relationship?
7
The EFQM excellence model - ProcessesQ
5 P d i d d d t ti i t k h ld l
In practice, excellent organizationsA l i d i i i h i d d f h
5a Processes are designed and managed to optimise stakeholder value
APPROACHES• Analyze, categorize and priorities their end to end processes as part of the
overall management system and adopt appropriate approaches to effectively manage and improve them, including those processes that extend beyond the boundaries of the organization.
• Clearly define process ownership and their role and responsibility in developing,
Process-orientedManagement System with
ProcessClearly define process ownership and their role and responsibility in developing, maintaining and improving the framework of key processes.
• Develop meaningful process performance indicators and outcome measures, clearly linked to the strategic goals.
• Turn ne ideas into realit through inno ation enabling processes that fit the
Process Documentation,
Managing Roles andResponsibilities,
M i P• Turn new ideas into reality through innovation-enabling processes that fit the nature and importance of the changes they will make.
• Assess the impact and the added value of innovations and improvement to processes.
Measuring ProcessPerformance by
IndicatorsProcess Improvements
International Human Resources Management, Dr. Jörg Klukas
pProcess Maturity
8
INTRODUCTION OF THE INTRODUCTION OF THE PROCESS-ORIENTED MANAGEMENT SYSTEMMANAGEMENT SYSTEM
Is Dilbert a suitable advertiser?
Employees don‘t see this issue unreflectingEmployees don t see this issue unreflecting...International Human Resources Management, Dr. Jörg
Klukas10
EFQM Model and ISO 9000Q
International Human Resources Management, Dr. Jörg Klukas
11
Reasons for Business Process Managementg
Internal ObjectivesExternal Objectives
Internal optimizations of procedures
Proofs fulfillment of quality and compliance requirements
Internal ObjectivesExternal Objectives
Documentation
Increase in productivity
Transparency for customers
Simplification of business processes
Motivation of employees
Reducing costs
p
Set up efficient customer-supplier relationships
Improve weaknesses
Faster introduction of new hires
Improvement of image
Competitive Advantages
International Human Resources Management, Dr. Jörg Klukas
Source: Bruhn (1997)12
PROCESS CHARTSPROCESS CHARTS
International Human Resources Management, Dr. Jörg Klukas
Managing Processes – A General Process Model viewed on HR Perspective.p
L d hi P
1. Strategy and Planning
2. Operative Leadership 3. Business Excellence Steering
Core Performance Processes
Leadership Processes
MARK
CUSTO
CUSTO
MARK
4. Acquisi-tion and
7. Know-ledge
Sharing
5. Produce and Deliver Products
KET
OMER
OMER
KET
CRM
6. Manage Projects and Services
gand
Learning
Enabling Processes
8. Human Resources 9. Procurement 10. Finance
Management and 11. Infrastructure
International Human Resources Management, Dr. Jörg Klukas
Management ManagementManagement and
Controlling Management
14
Elements of Process Managementg• Processes
• Corporate ViewCorporate View• For all Key processes• Linkages
• Owners, Managers, Community• Sub-Processes
• Fall all main elements Fall all main elements of a process
• Linkages• Indicators/MeasuresIndicators/Measures
• ONLY A FEW: Procedures• Detailed description• Steps, roles, documents
International Human Resources Management, Dr. Jörg Klukas
15
HR Processes with Sub-Processes
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
Examples of HR Sub-Process: Plan&Find
Procedures
Qualitative HR Planning and Budgeting Quarterly Review as part of Business Unit ReviewsHR Planning and HR Planning and
Review; Mgmt. of Review; Mgmt. of l ditil diti
Measures
Deviations of plans
Main Steps
Updating communications planes, marketing activities and job posts
Allocation of internal and external channels; Organizing communication
and marketing campaigns
Commission of marketing measures and deployment of
communication plan
general conditionsgeneral conditions
HR marketing and HR marketing and communication communication managementmanagement
p
#applicants per open position;
cost of recruiting per
Management of general conditions (policies and quota of hiring, training with prioritizing by means of cost-benefit analysis,…)
and marketing campaigns communication planmanagementmanagement
Applicant Applicant
Receipt of application, registration and request of
missing information
Pre-selection by HR and forward to Leaders
Manage leaders responses and follow up
1. Decision:decline, recommend, invite
recruiting per open position
time to hire, t f pppp
ManagementManagement Management of interviews or assessments
2. Decision:decline, recommend/save, offer
Prepare offer and negotiation
Creation,
success rates of interviews
time to ContractContractManagementManagement
verification, authorization of
contract
Mailing and administration, Information of leaders
Response Controlling, Follow ups Creation of personal files
IntegrationIntegrationM tM t
Preparation of infrastructur, f ilit d i i t ti
1 First Work D Welcome Day
Target Interviews, P b ti
Monitoring integration steps (e.g. initiation
time to contract,
rejection rate
fluctuation (labor
turnover) within ManagementManagement facility, administration,… Day y Probation
Talks
p ( gplan)employment
probation period
17
HR Processes with Sub-Processes
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
18
Example of HR Sub-Process: Competency Managementp y g
Environment & Challenges
Targets &Strategy
Structures &Processes
Analyze requirements &training targets
Plan &Definition & Preparation
Compare with targets,Review and improve
Information Systems
Develop training sessions
Deployment &Transfer
Controlling of success
Develop training sessionsor outsource training
(make or buy)
International Human Resources Management, Dr. Jörg Klukas
Transfer
19
HR Processes with Sub-Processes
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
20
Example: Procedure for Target/Appraisal Management g pp g
Beginning of yearagree individual Targets for all
employees
Within thefollowing year
Beginning of next year
review and update Targets
At least 2 weeksprior Appraisal
Leader&Employee
Leader&Employee
Leader&Employee
Leader
Review Target Achievement (last year) &N T
Status Review(on demand)
Review Target Achievement (last year) &N T
Communication ofOrganization’s
and unit’s targets ll l New Target
AppraisalNew Target Appraisal
to all employees
International Human Resources Management, Dr. Jörg Klukas
Changed organizational
targets?
Same targets of organization?
21
Necessary Elements of ProceduresyRoles
ToDos
Decisions/ Gates
Li k tLinks toother
processes, procedures
International Human Resources Management, Dr. Jörg Klukas
Source: http://www.essex.ac.uk/adminreview/images/staff-recruitment-diagram.gif
procedures
22
Necessary Elements of Proceduresy
R lRoles
Decisions/ Gates
CommentsGates
Docu-mentsments
ToDos
International Human Resources Management, Dr. Jörg Klukas
23
PROCESS DESCRIPTIONPROCESS DESCRIPTION
International Human Resources Management, Dr. Jörg Klukas
Describing Processes rightg g
L d hi P
1. Strategy and Planning
2. Operative Leadership 3. Business Excellence Steering
Core Performance Processes
Leadership Processes
MARK
CUSTO
CUSTO
MARK
4. Acquisi-tion and
7. Know-ledge
Sharing
5. Produce and Deliver Products
KET
OMER
OMER
KET
CRM
6. Manage Projects and Services
gand
Learning
Enabling Processes
8. Human Resources 9. Procurement 10. Finance
Management and 11. Infrastructure
International Human Resources Management, Dr. Jörg Klukas
Management ManagementManagement and
Controlling Management
25
Example Description – HR Processp pNecessity for the organization• Human Resources is a key process because it • Human Resources is a key process, because it
describes procedures for people management, as people are the most important economic factor (People Management)
P t gProcess category• The Process „Human Resources Management“
belongs to enabling processes (Process 8)g g p ( )
International Human Resources Management, Dr. Jörg Klukas
26
Example Description – HR Processp pSpecialties:• the individual Sub-Processes are running in parallel and are the individual Sub Processes are running in parallel and are
performed continuously
Process-Customers:Process-Customers:• Internal: Organization, Employees, Manager, Worker’s
Council• E t l A li t S i t bli I tit ti d • External: Applicants, Society, public Institutions and
Authorities, Alumni
E i i h i iExecution in the organization• Over all Business Units (all Processes)
International Human Resources Management, Dr. Jörg Klukas
27
Example Description – HR Processp pObjective:1 The Process Human Resources Management“ 1. The Process „Human Resources Management
ensures, that qualified personnel is provided• in sufficient number, • on the right time, • on the right place,
2 and that the employees 2. and that the employees • are trained for their own benefit and for the
organization’s benefit itt d l t • are committed on a long term,
so that the economic success of the organization can be ensured.
International Human Resources Management, Dr. Jörg Klukas
28
Example Description – HR Processp pCritical factors of success1 Attainment of HR performance indicators are 1. Attainment of HR performance indicators are
influenced by the framework of the organization (e.g. stop of employment) and because of lack of professionals on the job market
2. Educational controlling for ensuring return on invest of further educationinvest of further education
3. Long-Term Commitment of employees
International Human Resources Management, Dr. Jörg Klukas
29
Example Description – HR Processp pThe HR Process supports reaching strategic targets
1. Finance: Revenue and Return, because Quantity and Quality of the employees influence Revenue and Return and Return
2. Customer: Loyalty of customers directly depends on competency and commitment of employees
3 Processes: Utilization rate and Hour-rates per employee 3. Processes: Utilization rate and Hour-rates per employee, because Compentency of the employees influence their utilization and quality of their productsp o c s
4. Potential: Certification, Competencies, Maturity Level for HRM
International Human Resources Management, Dr. Jörg Klukas
30
HR Leading Indicators - examplesg p1. Talents-quota in %• Share of Apprentices/BA-Students/Bachelors/Diploma-
Students/MBA-Students• Definition: Number of Apprentices/Number of Employees• How good is the organization’s prevention for being independent of
the market and framework (e.g. stop of employment)?
2. Rate of labor turnover during the trial period of new l (l th h lf )employees (less than a half year)
• Did the organization made the right choice? • Definition: Number of terminations during the trial
period/Number of Employmentsperiod/Number of Employments• Are the right People employed and trained on the right way?
International Human Resources Management, Dr. Jörg Klukas
31
HR Leading Indicators - examplesg p3. ø Organization’s expert knowledge in years• Is the organization able to commit employees in the long run?
4. Recruitment Costs• Costs per new hire
5. Degree of certification (Human Capital Readiness Index)• How good are deployed Trainings?g p y g
International Human Resources Management, Dr. Jörg Klukas
32
HR Lagging Indicators - examplegg g p6. Satisfaction with their development opportunities
(Surveying)• How satisfied are the employees with their development
opportunities?
7. Ø Deviation from Personnel Planning in %• Degree of deviation of the number of actual employments from
planned employments
8. Placement in the BestPersAward• How good is the organization’s HR in comparison to other
companies? companies?
International Human Resources Management, Dr. Jörg Klukas
33
HR Lagging Indicators - examplegg g p9. Value of EFQM-Assessment of criteria 3 and 7• How are the criteria “People” and “People Results” evaluated
internal and external?
10.Evaluation of People-Competencies (Customer Surveys)• How do the customers evaluate the competencies of the
organization’s employees?
International Human Resources Management, Dr. Jörg Klukas
34
Are these indicator the right ones?gObjectives of the process
Key Success / Risks Strategic Targets
# indi-cator
1 2 1 2 3 1 2 3 4
1 X X X X X X X X X
2 X X X X X X
3 X X X X X X X X X3 X X X X X X X X X
4 X X X X X
5 X X X X X X X X
6 X X X X X X
7 X X X X X
8 X X X X X
9 X X X X X X
1010 X X X X X X X
International Human Resources Management, Dr. Jörg Klukas
35
Description of each Sub-process (text-version)( )• Title/Number of sub-process• Important Main Steps• Important Main Steps• Involved Roles (leader, employee, departments,…)• Reference to further documentation, e.g. Reference to further documentation, e.g.
approaches, concepts, procedures, forms, templates, IT-Systems,…
International Human Resources Management, Dr. Jörg Klukas
36
Alignment & Ownership -HR Approaches and HR Sub-Processespp
Committee WorkHuman Capital
Scorecard
ManagingProcesses
HR-Policy & HR-Strategy
Benefits & Compensation
HR-ControllingSalary Elements
HR Reporting
Variable BonusSystem
g
HR-Planning
HR-Recruitment
Monitoring ofPersonnel
DevelopmentofCentral
PLayoff of Personnel
Job Profiles & Career Paths
HR ReportingEmployee Feedback
TalksBlended Learning
System
Planning Recruitment Deployment EmployeesProcesses Personnel
HR-AdministrationPersonnel
Employee Appraisels
HR-Planning Last Work DProcedure
SupportingProcesses
Competency Management System
Working Conditions & Social Conditions
AdministrationCompetency
Management SystemFlexible
trust-based
International Human Resources Management, Dr. Jörg Klukas
working time
37
PROCESS ROLESPROCESS ROLES
International Human Resources Management, Dr. Jörg Klukas
Process Roles• Process Owner
• owns the process, sub-processes, procedures and all belongings of the process (forms, checklists, templates,…)
• (re-)designs the process, sub-processes, procedures and all belongings of the process, if it is necessary
• assures fulfillment of strategy by its processDis
cuss
nova
te
assures fulfillment of strategy by its process• Process Manager
• Measures and analyzes the process, sub-processes, procedures and all belongings according to:
n, M
easu
re,
mpr
ove,
Inn
• fulfillment of strategy (e.g. linkage to a BSC)• good-in-class performance
• peers (prüfend blicken) the process owner and its processes,…; is not employed with the process owner
Des
ign
Re-
Des
ign,
I
p y p• suggests necessity of improvements
• Process Community• generate, elaborate and share knowledge and best-practices for
i i iimprovements an process innovations
International Human Resources Management, Dr. Jörg Klukas
39
Example -Process Owners by Top Managementg
1. Strategy and Planning
2. Operative Leadership 3. Business Excellence SteeringCEOCEO CEOCEO QMQM
Core Performance Processes
Leadership Processes
5 ProjectsHead of SalesHead of Sales CEOCEO
MAR
CUST
CUST
MAR
4. Acquisition
7. Knowledge
5. Projects
5 3 Test Services
5.2 Software Solution Development
5.1 Consulting
COOCOOBULBUL
BULBUL
BULBULRKET
TOMER
TOMER
RKET
Acquisition and
CRM 6. Services
Sharing and
Learning
5.3 Test Services
6.1 Agency Services
6.2 Support Services
COOCOO
BULBUL
BULBUL
BULBUL
Enabling Processes
10. Finance
6.2 Support Services
Head of HRHead of HR CFOCFO CFOCFO Head of internal ITHead of internal IT
UU
International Human Resources Management, Dr. Jörg Klukas
8. Human Resources Management
9. Procurement Management
10. Finance Management and
Controlling11. Infrastructure
Management
40
Summary - Elements of Processesy•A Process consists of:
– Description of objective and purpose– Description of success factors and critical risk– Assigned Process Owners, Managers, and/or Community– Start points and end points
Li k d b – Linked sub-processes – Links to other processes– Input/Output (a process produces something.)– Involved rolesInvolved roles– Key indicators for process evaluation, that are linked to strategy,
success factors and critical risks•A process is supported by:
– Approaches, Systems, Concepts– Forms and templates– Handbooks, Checklists, Procedures
Tools (e g Database) and other appliances– Tools (e.g. Database) and other appliances
International Human Resources Management, Dr. Jörg Klukas
41
Line of Thoughts - Processesg• 1b leaders… base decisions on factually reliable information and use all
available knowledge to interpret current and predicted performance on the relevant processeson the relevant processes
• 2d in order to deploy strategy... maintain and align an organizational structure and a framework of key processes to deliver strategy
• 3a ...align people plans with their strategy, the organizational structure, new technologies and key processes
• 5a ...develop meaningful process performance indicators and outcome measures, clearly linked to the strategic
1b Leaders manage strategy, people and processes
2d strategy 3a people 5a process 2d strategy is deployed
by key processes
organization follows key processes
and strategy
indicators measure strategic success
International Human Resources Management, Dr. Jörg Klukas
5b improvements, innovations42
PROCESS MATURITY, PROCESS MATURITY, IMPROVEMENTS
International Human Resources Management, Dr. Jörg Klukas
5 formal Levels of Process PerformanceCarnegie Mellon University, 1997
International Human Resources Management, Dr. Jörg Klukas
44
Maturity Level in view of Knowledgey g
to produceLevel 1Activity Resultsto produce
Just do it.
PlanningLevel 2Think beforeyou act.A d thi k ft
Activity Resultsto produce
input to
And think afteryou act, just tomake sure youdid right.
Evaluation
input to
to improve
International Human Resources Management, Dr. Jörg Klukas
45
Maturity Level in view of Knowledgey g
Level 3 Planninginput to
ResultsActivityStandardsinput to
to produce
Evaluation to improveinput to
Use your lessons learned.
International Human Resources Management, Dr. Jörg Klukas
46
Maturity Level in view of Knowledgey g
Level 4 Planninginput to to forecast
ResultsActivityStandardsinput to
to produce
Evaluation to improveinput to
Predict the results you need and expect andthen create opportunities to get those results.
International Human Resources Management, Dr. Jörg Klukas
47
Maturity Level in view of Knowledgey g
Level 5 Planninginput to to forecast
ResultsActivityStandardsinput to
to produce
input to
Evaluation to improve
Create lessons learned,and use lessons learned to create more lessons learned,
and use more lessons learned to create even more lessons learned,and use even more lessons learned to create ... Etc.
International Human Resources Management, Dr. Jörg Klukas
48
People Capability Maturity Model (PCMM)( )
Continuous Workforce InnovationOrganizational Performance Alignment5 Optimized
Continuousorganizational
Process AreasMaturity Level Focus
Continuous Capability Improvement
4 Managed
development
Capability Management
MentoringOrganizational Capability ManagementQuality Performance Management Competency -Based Assets Empowered Workgroups
C t
Empowered WorkgroupsCompetency Integration
Participatory CultureWorkgroup DevelopmentCompetency-based Practices
3 Defined CompentencyManagement
Career DevelopmentCompetency DevelopmentWorkforce PlanningCompetency Analysis
2 LeadedEmployee
Management
CompensationTraining and DevelopmentPerformance ManagementWork EnvironmentCommunication and Coordination
Staffing
International Human Resources Management, Dr. Jörg Klukas
Staffing1 Initial
49
Each Process Areas has Process Goals
GOALS Sample Questions forA tAssessments
G1 The organization actively recruits for qualified talent Goal 1 How does your unit attract
people to open positions?
Staffing
qualified talent. people to open positions?
G2 The most qualified candidate is selected for each position. Goal 2
How does your unit ensure it is selecting the most qualified person for an open position?person for an open position?
G3 Selected candidates are transitioned into their new positions. Goal 3
How are people oriented to their new position and responsibilities in your unit?y
G4 Members of a unit are involved in its staffing activities. Goal 4 How are you involved in the
staffing activities of your unit?
International Human Resources Management, Dr. Jörg Klukas
50
Each Goal is assessed and according to the risk of failing the goal evaluated.g g
• „green“: low risk
the intention of the P-CMM goal is adaquately addressed. There is only a low risk to fail process goal.
• „yellow“: medium risk
the intention of the P-CMM goal is partitially addressed (there are approaches and concepts but they are only partitially deployed to approaches and concepts, but they are only partitially deployed to employees . Risk for failing process goal is seen.
• „red“: high risk„ e : g s
the intention of the P-CMM goal is not sufficiently addressed (no approaches). There is a high risk that the process goal will be failing
International Human Resources Management, Dr. Jörg Klukas
51
Example Results of a PCMM Assessment
Green Yellow Red
Process AreasST
CO
WE
PM
TD
CM
CA
CD
WF
CR
CB
WG
PC
STF - StaffingPM - Performance MgmtTD - Training&DevelopmentT
FOM
E M D MP
A D FP
RD
BP
GD
C
G 1 Out of
scope
Out of
scope
Out of
scope
Out of scope
Out of scope
Out of scope
TD Training&DevelopmentCA - Competency AnalysisCD - Comp. DevelopmentWFP - Workforce PlanningCRD - Career Development
G 2 Out of
scope
Out of
scope
Out of
scope
Out of scope
Out of scope
Out of scope
G 3 Out of
scope
Out of
scope
Out of
scope
Out of scope
Out of scope
Out of scope
p
G = Process Goal based on questions for assessment
G 4 Out of
scope
Out of
scope na Out
of scope
na Out of scope
Out of scope
Out of scope
G 5*
Out of
scope
Out of
scope na Out
of scope
na na na na Out of scope
Out of scope
Out of scope
International Human Resources Management, Dr. Jörg Klukas
*
52
Classification of Improvmentsp
RESULTSstrategic
RESULTS
apta
tion tactical
APPROACH
ffor
t of a
d
operativeDEPLOYMENT
Ef
ASSESSMENT&REVIEW
International Human Resources Management, Dr. Jörg Klukas
Frequency of adaptation53
HR MANAGEMENT HR MANAGEMENT REVIEW
International Human Resources Management, Dr. Jörg Klukas
Tools for Improvementsp
Approach Indicators Management-Review
Process Maturity (PCMM)
BSC
Process Indicators
AssessmentProcess Maturity (PCMM)
Management Maturity (EFQM) Evaluation of
Management System Process Performance Assessment results
Strategic Initiatives
Process Indicators Target achievements of BSC Business Objectives
Review Customer Feedback State of current
Improvement andCorrection measuresS t i t
Quality Objectives
Budget Owner of
InitativeSurvey Employee Satisfaction
Customer Satisfaction Image
Set up improvementmeasurements
- Initative
International Human Resources Management, Dr. Jörg Klukas
55
Management Review (acc. to ISO 9000)
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
56
Synchronize Management/Unit Reviews in all levels of organization
Governanceby Unit Leader
g
Governanceby HR department
Governance byTop Management by Unit Leaderby HR departmentTop Management
4. BU-Review
MMS BSC
ManagementReview
HCSC
HR-ManagementReview
le adaptUnit BSC
MMS BSC, Codebook
HCSC
ear
cycl p
1. BU-Review
2. BU-Review
3 BU Review
1. Review inOffsite
2. Review inOffsite
1. Review inHR Meeting
2. Review inHR Meeting
1 ye
Strat. Initiatives
3. BU-Review3. Review in
Offsite
Strat. Initiatives Strat. Initiatives
HR Meeting
3. Review inHR Meeting
adapt
International Human Resources Management, Dr. Jörg Klukas
57
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 58