people plans support the organization’s strategy

3a People plans support the

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organization’s strategy

3A PEOPLE PLANS SUPPORT THE ORGANIZATION’S STRATEGY

International Human Resources Management, Dr. Jörg Klukas 2

SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN?YOU LEARN?


HR Department = Excellent Organisation according EFQM Model

• Fundamental ConceptsTh F d t l C t f E ll th

Excellent Organisation according EFQM Model

• The Fundamental Concepts of Excellence are the underlying principles of the EFQM Excellence Model which are the essential foundation of achieving Sustainable Excellence for any organisation.

Achieving Balanced Results

Adding Value for Customers

Leading with Vision,Inspiration & Integrity

Nurturing Creativity& I ti

Building Partnershi

p

Taking Responsibility for

aSustainable

Future

• EFQM Model with 32 Criteria• The EFQM Excellence Model is a non-prescriptive assessment

Managing by ProcessesSucceeding through People

& Innovation

Q p pframework that can be used to gain a holistic overview of any organization regardless of size, sector or maturity.

Enablers Results

Innovation and Learning

Leadership

People

Policy and

Strategy

Partnerships&

Resources

Processes

People Results

CustomerResults

SocietyResults

KeyPerformance

Results

• RADAR Review Procedure• The RADAR Logic is a dynamic assessment framework and powerful management tool that provides a structured approach to

ti i th f f i ti Plan and Develop

Approaches

International Human Resources Management, Dr. Jörg Klukas

questioning the performance of an organization. RADARRequired

ResultsDeployApproaches

Assess and RefineApproaches and Deployment

4

The EFQM Model –3a People plans support the 3a People plans support the organization’s strategy


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 3 P lLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 3. People

a. People plans support the organization’s strategy

b. People’s knowledge and capabilities are developed

c People are aligned involved and empoweredc. People are aligned, involved and empowered

d. People communicate effectively throughout the organisation

e. People are rewarded, recognised and cared for


The EFQM excellence model - PeopleQ p

3 P l l t th i ti ’ t t

In practice, excellent organizations:

3a People plans support the organization’s strategy

APPROACHES• Involve employees, and their representatives, in developing and

reviewing the people strategy, policies and plans, adopting creative and innovative approaches when appropriate

• Have clearly defined the people performance levels required to

HR Strategy (2)HR Processes (5) HR Indicators (7)

achieve the strategic goals

• Align people plans with their strategy, the organisational structure, new technologies and key processes

M i d l bili d

( )

HR Placement

HR Planning

• Manage recruitment, career development, mobility and succession planning, supported by appropriate policies, to ensure fairness and equal opportunities

• Use people surveys and other forms of employee feedback to

HR Placement(Marketing, Hiring,

Integrating, Out-Placement,…)

HR Succession PlanningEmployee Surveyimprove people strategies, policies and plans


Employee Survey

8

HR PLACEMENT3a People plans support the organization’s strategy

HR PLACEMENT


Managing the Life-Cycle of Employeesg g y p 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 & 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


Alumni Management

10

HR PLANING3a People plans support the organization’s strategy

HR PLANING


HR Planning – Example RADARg p• Result

• Realize a planned turnover by the right number of people (monthly average over a year)

• ApproachApproach• Sound:

• rational = #people ~ turnover• defined processes = quarterly cycle• stakeholders = hr, finance, leaders, ceo/coo,…

• IntegratedIntegrated• strategy linkages = core topics embedded in qualitative planning• approach linkages = leadership performance review (1), financial better budgeting system (4b),…

• Deployment• Implemented:

li bl f ll i ti l it• applicable for all organizational units• starting with production units and continue later with service units (e.g. hr, finance, …)

• Systematically:• Quarterly cycle embedded in the unit review• Start quantitatively (how many) and continue qualitatively (what kind)• Update and balance planning according to needs of units (better budgeting)• Update and balance planning according to needs of units (better budgeting)

• Assessment and Refine • Measurements: Monthly report of HR planning and fulfillment within regular leadership meetings (e.g.

deviations) and agreeing measures for improvement• Learning: Using Better Budgeting Method

I W t f l fi d b d t l i t th b tt b d ti th d ith t l • Improvement: Went from annual fixed budget planning to the better budgeting method with quarterly review and adaptations


Aspects of HR Planningp g• quantitative (how many) and/or qualitative (what kind)

• regional (where) and/or timely (when)• regional (where) and/or timely (when)

• internal and/or external (e.g. training, organizational change)

• temporarily and/or permanently (e.g. parental leaves, job rotation, retirements)

• i d/ d ti• increase and/or reduction

• international and/or national

• defined shift-work and/or flexible work-timedefined shift-work and/or flexible work-time

• #Persons and/or #FTE (full-time equivalents)( q )


Predictive HR-Planningg

ing

d net)

ntia

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#FTE

n es anci

al p

lann

i

Req

uire

dpo

tent

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n

New

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en

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iod

entia

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wn

depa

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Kno

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arri

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ntia

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ccor

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fina

(gro

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er p

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Re-

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TimeNow Forecast,

PredictionPlanning Later

14

From Planning to Processes of Recruiting, Marketing and Integrationg, g g

Process Steps

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

Controlling

Deviations of plans

Disciplines

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

#applicants per open position; cost of recruiting per

open position

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

open position

time to hire, t f pppp

ManagementManagementManagement of interviews

or assessments2. Decision:

decline, recommend/save, offerPrepare offer and

negotiation

Creation,

success rates of interviews

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

employment ManagementManagement facility, administration,… Day y Probation Talks

p ( gplan)

employment probation period


HR MARKETING3a People plans support the organization’s strategy

HR MARKETING


The Future of Job Search


Web 2.0 is changing HR Marketingg g g


simplyhired: the future of job search, 2010

18

Employer Brand: More inside than outsidep y

• „Internal communication transfers values. „Internal communication transfers values. Internal branding releases a change process.“

• Adel Gelbert, Managing Partner, BBDO Consulting GmbH, Quelle: Trends *10, Personalwirtschaft


Retro-Trend: Local War for Talents• Big Companies = globalized brands

• Small and Medium Size Organizations = globalization is outdated, instead: g ,

Be known locally


More human relationshipsp

• 54% of employees found their found their employer by a recommendationS GWA HRM St di• Source: GWA HRM Studie2009, Befragung derKommunikationsbranche

http://www.flickr.com/photos/wolfgangs/403846563/


More insights than showsg

• 70% invest in good HR management• 20% invest in internal marketing• 10% invest in external marketing

• „Target groups want authentic information, in order to get an impression of the work inside the g pcompany.“

• Jan Köhler, Geschäftsführer, Köhler Kommunikation, Quelle: Trends *10, Personalwirtschaft


Recruiting: multi-trackg

• Sourcing over Social Media Networks will be a valueable additional source less replacing much valueable additional source. „less replacing, much more additional… it was fatal to ignore them…“

• Professor Wolfgang Jäger, Personalmarketing-Experte, Hochschule RheinMain in Wiesbaden, Quelle: Trends *10, Personalwirtschaft


Attractive Employersp yAttractive employers should offer... (max. 3 answers)

1611

109

Teamwork

Good carreer references

Variety of fields of responsibility

Nice colleagues

2219

1817

Competitive compansation

Flextime

Safe position

Possibility to work at home

3433

3224

Growing challenging tasks

International career opportunity

Further Education at company´s own expense

Work-Life Balance

p p

3734

0 10 20 30 40

Positive work-atmosphere

Good career opportunity

g g g

%


%Source: jobpilot, young professional survey, 2002

24

HR Marketingg• Clarify Core Message• Using CI/CD• Using CI/CD• Cross-medial (online, offline)

• Advertisement Structure• Clarify Requirements • Structure Content

• Less = more• Your tasks = topics / technologies and responsibilities• Your profile = most important requirements

• Standardized template (recognizable)


HR RECRUITING3a People plans support the organization’s strategy

HR RECRUITING


Recruiting – a processg pPremise• 1 Applicant ≠ 1 Post• 1 Applicant ≠ 1 Post

Standardized Filters:Standardized Filters:1. Assess documents of applicants according to

agreed criteria (first filter)2. Forward to leaders and employees with technical

expertise for feedback (second filter)3 Manage Interview/Assessment (third filter)3. Manage Interview/Assessment (third filter)


Knowing about Peopleg p• several leading

companies are using LinkedIn and Facebook as their main recruiting tool.

These social applications often know far more about

l ’ k employees’ work experience, interests, and capabilities than the HR department the HR department.

• Quelle: whitepaper „Top 10 Predictions for HR in 2010” of workday Inc

http://www.flickr.com/photos/intersectionconsulting/4044928113/


Objectives – Interview/Assessingj g

…concerning the company: …concerning the applicant:

• To get to know the applicant more detailed

S ft kill

• To get to know the company more detailed

T t i t h ith diff t • Soft skills (mental attitude, communication, behavior in a team, presentation skills, i t ti ith t )

• To get in touch with different employees and leaders to experience the culture of the company

interaction with customers)• Methodic skills• Technical know-how

• To get the applicant enthused about

• To find out possibilities of further education an carreer development

• To get to know the working To get the applicant enthused about the company

• To make a common (company-wide) decision about an engagement of ne staff/ refusal

g gconditions

• To get committed to our exciting company

new staff/ refusal


Peer Principlesp

Technical Know how

Technical Know-how, Softskills, mental

ttit d th di kill

Softskills, mental

attitude, methodic skills Know-howattitude, methodic skills

•Applicants get in contact with different persons of the company

HRLeaders from different

departments

Specialists from different departments

Applicants get in contact with different persons of the company •No direct competition among the applicants pleasant atmosphere to get to know each other and the company

•Peer-principle: One department does not decide about an applicant a common decision is made between several leaders of the company

•Time saving: decision is made after one, no 2nd interview is needed

Applicants for different positions and/ or departmentsInternational Human Resources

Management, Dr. Jörg Klukas

30

Getting to know each other – a processg pInterview/Assessment:• Welcome: short introduction of the participants, agenda, objectives• Presentation of the company, interactive discussion

further information about history, future, further education, carreer development

• Professional presentation of the applicants (prepared as a homework)formal communication/ presentation skills

• Round tour through the company and presentation of one ongoing project by a project leader, discussion direct look in the company, get in conversation with employees directly on their workplaces, getting

feedback from colleagues

• Common lunch in an informal atmosphere• Common lunch in an informal atmosphereinformal communication, behavior in an group/ interactivity

• Personal individual interviews (peer principle), information about the further proceduretechnical/ methodic/ soft skills, mental attitude, personal questions, first feedbackp q

Follow up:• Decision Making with HR, Leaders and Peersg ,• Personal feedback and information about the decision via telephone


HR INTEGRATION3a People plans support the organization’s strategy

HR INTEGRATION


Integration Issuesg

Assessment of integration objectives in consultancies

3,84

3,56

3,19

Support identification

Social support

Accompany organisational change

4 15

3,98

3,98

3,97

Building up a personal network

Motivate employees

Convey organisational culture

Prepare for task

4,4

4,15

1 2 3 4 5

Get to know the organisation

Building up a personal network

Reference: Mannheimer Beiträge zur Wirtschafts- und Organisationspsychologie – 01/ 2001

„The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment and promote feelings of affiliation“ (Russell 2001, p.17)


Integration – a processg p

Trial Period Talk

First Day

Welcomeday

First Day

Preparation of the First Dayy


Manage the first day right!g y g

Trial Period Talk• Choosing a well fitting colleague as a mentor in agreement with the future

First Day

Welcomeday

gleader, briefing of the mentor

• Initiating of preparation of the working place (infrastructure)First Day

Preparation of the First Day

• Preparation of the integration plan

• Organization of the first day meeting and instruction datesy and instruction dates

Responsible: Human Resources



Trial Period Talk• First day meeting with HR and the mentor:

• Introduction in the process of integration, handing out integration plan

First Day

Welcomedayout integration plan

• Presentation of important company information, contact persons, tools and processes

• In the department:

R d t th h th / d t t First Day


• Round tour through the company/ department, introduction of colleagues

• Handing over of work equipment

• Agreement to integration plan and coordinate steps of integration with mentor/ leadery of integration with mentor/ leader

• Instruction in tasks, tools and processes of the position

• Instruction in data security and safety at work



Trial Period Talk

First Day

Welcomeday

First Day

Preparation of the First Dayy

Responsible for social and professional

integration


Manage the first day right!g y g• After 2 months an one-day event for new

employees together with representative of the management board, different specialists and leaders

Trial Period Talk

specialists and leaders

• Objectives:

• Get to know further colleagues, intensify networking and teambuilding

First Day

Welcome-Dayg

• Get to know the culture, structure and important principles of the company be aligned with the strategy

I i i HR i d First Day


• Instruction in HR-instruments und Business Excellence culture of the company

• Convey a survey of projects, products and services y

• Get orientation in the company to enhance a fast and efficient integration - local as well as personal

• Responsible: Human Resources



Trial Period Talk• After 4 months personal discussion

between leader and new employee:

• Professional analysis

First Day

Welcome-Day• Information about state of

integration

• Discussion about needs of further education, information, right position and tasksFirst Day


position and tasks

• Review of requirements and expectations

Responsible: Leadery


HR SUCCESSION 3a People plans support the organization’s strategy

HR SUCCESSION PLANNING


Succession Management – a processg p


Succession Management – Managing New and Old Potentials


Align Succession Management with other HR Approachespp


EMPLOYEE SURVEY3a People plans support the organization’s strategy

EMPLOYEE SURVEY


Excellent Organizations use people surveys and other forms of employee feedback to improve people strategies, policies and plans

Aims of employee feedbacks:

plans

• alignment of views between staff and managers to conduct performance, goals and potentials

• Optimal exploitation and expansion of the potential of employeesOptimal exploitation and expansion of the potential of employees• Feedback for the leader

• promotion of job satisfaction and motivation


Excellent Organizations use people surveys and other forms of employee feedback to improve people strategies, policies and plans

Aims of employee feedbacks:

plans

• early recognition and overcoming of possible conflicts and difficulties

• professional development opportunities for the employee• no call for caution or warning the employeeno call for caution or warning the employee• no call to action coordination on specific individual projects


Employee Survey – a process• After retrieving the

questionnaires they have to be

p y y p

evaluated regarding, last targets, strengths and weaknesses.

• These results have to be communicated to all employees, prioritized and cross – functional focus groups analyze reasons,

i d suggests actions and target values for the next survey


Factors of influence for growth (examples)( p )

Market / Customer (outside)

Profitability

Growth

C t

NewProducts &Innovation

Organization (inside)

Q ti

ServiceQuality

CustomerSatisfaction

Loyalty

Leadership

Strategy InternalProcesses

Questions of

employee survey

Attitude ofemployees

Behaviorof employees

Customer Relation

Careeropportunity

Growth driver employees

Performance/Feedback

Teamwork

Re at o

Empowerment

directleadership

Culturep

International Human Resources Management, Dr.

Jörg Klukas 48

Theory of Performance Managementy g

Increase/growth

F db k

Clear Expectation,

Responsi-bilities Values

Commitment

learn

FeedbackConsequences

Requirementsof Motivation

Targets and Tasks Confidence

encourage

CommitmentEngagement

TrustStrategy

fPerformance

Tech-orga. work

environment

Skills

Recognition, Promotion

Material Conse-quences

Performance(Results)

See and understand

resultsfair?

Satisfaction with Results and System

Skills, Knowledge

improve

learn


Participation Ratep


Employee Typesp y ypResidents

(job security)

Engaged Performers

(drivers)on

55%

23%

Satis

fact

io 23%

(b d

13%9%

(bad influencer)

The unreached

(improver)

Distant Performers

Motivating Environment


Example TRI*M Commitments (2000)p ( )

10 0ITI

10,0

7,97,9 8,08,07,87,8 7,87,8 7 77 7

7,37,3

7,07,0 7,17,1

7,47,4

6 96 9

,,

6 96 97,17,1

,,

7,07,0

7,77,7

6 96 97,17,1

7,67,6

6 96 97,17,1

6,76,7

7,07,0

6,36,3

6,96,9

6,46,46 26 2

6,96,9 6,86,8

6 26 2

7,07,0 6,96,9

6,66,6

6 26 2

6,96,96,76,7

Top 10%

Top 30%

Medium

Bottom 30%Europe

6,16,1

CentralEurope

NorthEurope

6,26,2

SouthEurope

6,26,26,06,0

West-Europe

6,16,1

Germany

6,26,2

Bottom 10%EuropeEurope Europe Europe

(incl. D)


Cycle of Success (Example)y ( p )Value added

KPIs

Number 1 in Germany

Customer People

Greater Loyalty Stronger Involvement

Customer Loyalty Index: 87

New Media Service Ranking

Participation Rate in Empl. Survey: 92 %Satisfaction Work Conditions: 99

Revenue65 m€

ROIHR

1,19per head revenue158T€

y yRecommendation Rate: 90%Willingness to Reorder: 90%Willingness to be announced as reference: 89%

Satisfaction Work Conditions: 99Satisfaction Job: 98Satisfaction Compensation: 79

Average Customer S ti f ti I d 90

Top100 Ranking as one of the most innovative German companies

Employee Commitment : 8,1Employee Commitment Benchmark: 7,2

Stronger CommitmentGreater Benefit

Satisfaction Index: 90

100 = fully satisfied 0 = unsatisfied

•Professional and innovative solutions based on internet and multimedia p y ,

Top10% TRI*M: 7,8 Number of Certificates: 255• thereof Technology: 126• thereof Quality: 50• thereof PMI/ITIL/Test: 75

More Experiences

technologies

•Customer s win awards and rankings for there internet sites:E-Oscar, iF, Goldene Biene, E-Result

More Experiences, Increased Productivity

Project/Service ExpertiseInternational Human Resources Management, Dr. Jörg Klukas

53

market leader in Germany

1. 1.1. 1. 1.Driver for SuccessExample T-Systems MMS

10.

5.

M€ turnover46

5665

a p e Syste s S

employee commitment (TRI*M )

customer satisfaction index

86

88 8932

17

24

34

91

(TRI*M )

7 7

7.98.18.3

82

8686

80

17

LEP AwardWinner+

EEAPrize Winner

EEAPrize Winner

+

8.1

7.67.7

7 1EEA

Recognized for

EEAFinalist

+ 2. Platz

BestPersAward

+LEP

PriceWinner+

3. Platz BestPersAward

7.1

International Best Service Award

EEARecognized for

Excellence

gExcellence

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006International Human Resources Management,

Dr. Jörg Klukas 54

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]


people plans support the organization’s strategy

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