People’s knowledge and capabilities are developed

3b People’s knowledge and

http://www.flickr.com/photos/yos/1214842907/sizes/z/

capabilities are developed

3B PEOPLE’S KNOWLEDGE AND CAPABILITIES ARE DEVELOPED

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-DepartmentsHR-Departments• Sub-Criteria 3a

• HR Planning• HR Marketing, Recruiting, Integration• Succession Planning• Employee SurveyEmployee Survey

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The EFQM Model –3b People’s knowledge and3b People s knowledge and capabilities are developed

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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

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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 organization

e. People are rewarded, recognised and cared for

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The EFQM excellence model - PeopleQ p

P l ’ k l d d biliti d l d

In practice, excellent organizations

People’s knowledge and capabilities are developed

APPROACHES• Understand the skills and competencies required to achieve

the Mission, Vision and strategic goals

• Ensure training and development plans help people match the skills and future capabilities needs of the organization

Strategic CompetencyManagement

• Ensure their people have the necessary tools, competencies, information and empowerment to be able to maximise their contribution

Ali i di id l d bj i i h h

Blended LearningSystem

Target Management• Align individual and team objectives with the organization’s targets, reviewing and updating them in a timely manner

• Appraise and help people improve their performance to

Target Management(3c)

Annual EmployeeT lkimprove and maintain their mobility and employability

International Human Resources Management, Dr. Jörg Klukas

Talks

8

STRATEGIC COMPETENCY3b People’s knowledge and capabilities are developed

STRATEGIC COMPETENCYMANAGEMENT

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Aspects of Competency Managementp p y g• following business strategy and/or operational

improvementimprovement• certification and/or trainings• self-learning and/or organized trainingsg g g• chosen by leader and/or chosen by employee• centralized by HR and/or de-centralized by line

manager• paid and/or unpaid• free time and/or working time• free time and/or working time• for all and/or for selected employees• hire and/or train and/or buyhire and/or train and/or buy

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Types of Competencyyp p y

Professional Competency

MethodologicalCompetency

Social Competency

Collaborative Competency

Continuity Flexibility Sociality Participation

KnowledgeSkills

Capabilities

ApproachesProcesses

Best Practices

AttitudeBehavior

ModerationFormationShaping

ConvincingConvincing

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Success Factors of Competency Managementp y g

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Sources for required competenciesq p

External MarketsM k l i

Constraints and Conditions

•Market analysis•Market entry conditions•Competition•Visits to fairs

•Legal Conditions•Requirements of Mother Organization•Current political & economical changes

Internal View

Employee CPI, Processes, Audits

Strategy•BSC, SOP, •Strategy Map, •Manag. Meeting

Customer Feedback/Account Reviews Organizational Change

Linked Environment•TOP Accounts and their requirements•TOP-Partners/suppliers and their competencies•Fast-changing Technologies; Visits to conferences•Best-practice Sharing and Benchmarking (incl. different sectors)

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Example Competency Portfolio Mangementg

yra

ctiv

ty

Optimize Leadership Trend-SetterMaintain

mor

e

ness

Att

Bus

in Focus Investmentlittle Give up

Market Maturity of Competencyexisting newold

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Another Example Competency Portfolio Managementg

10

Java/J2EE

7

Att

ract

ivity Telco

Datenbanken

4

Bus

ines

s A

Toolkompetenz BI / Web Statistik und AnalyseCode Quality Management / KM Systeme

11 4 7 10

Strength

Systeme

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Basic Elements of Competency Managementg

Motivate learning

Controlling of Competency Management

Analyze Competencies

Manage TrainingManagement

p

Manage Tools for Training

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Competency Management – a processp y g pEnvironment &

ChallengesTargets &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

17

Controlling of Competency ManagementgAcceptance & Satisfaction with Trainings• Depends on preferred Learning Style (Blended Learning)

From

• Surveying, Feedback Rounds, Perception

Success of Learning• Depends on need of learning

m leading

• Depends on need of learning• Test, certification,…

Impact at work place

g to laggp p• Depends on required qualification level at work place• Productivity, error rates,…

ging indic

Business results• Depends on „Business Needs“• Sales, turnover, profit in business areas or organizational units

cators

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MANAGING 3b People’s knowledge and capabilities are developed

MANAGING COMPETENCIES BY CAREER PATHSCAREER PATHS

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Transparency in Career Pathsp y

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Transparency in Career Pathsp yTITLE

JOB FAMILYCOMPETENCY

Programm-Manager

PROJEKTLEITUNG

Managing of projects and their teams

5321 64

5321 64REQUIREMENTS LEVEL

GENERAL

TECHNICAL EXPERTISE

L i Abiliti

COMPETENCY

Planning, coordination, budgeting,…

53215321

53215321

6464

6464

Learning Abilities

Application and ForecastKUNDEN- BZW. GESCHÄFTSORIENTIERUNG

Kundenbetreuung

G häft tä d i

PURPOSE

budgeting,…

Verantwortlich für Kosten, Termine und Erreichung des fachlichen Projektziels unter Berücksichtigung der Qualitätsmerkmale

53215321

53215321

6464

6464

Geschäftsverständnis

Kosten und Rentabilität

ERARBEITUNG/LIEFERUNG VON LÖSUNGEN

Problemlösung

Planung und Organisation Akquisition von Projekten Fachliche Führung des

Projektteams

5321

532153215321

64

646464

Planung und Organisation

ARBEITSBEZIEHUNGENKommunikation, Verhandlung und Überzeugung

Teamwork, Betreuung und Anleitung

Networking

International Human Resources Management, Dr. Jörg Klukas

C 55321 64Networking

Competence Level Overall

21

Transparency in Career Pathsp y

C1 C2 C3 C5 Develops easy Deepens skills Has extensive Represents a

C6 Represents a

C4 Has extensive

Learning Abilities

Develops easy skills and knowledge in one working area and processes

Deepens skills and knowledge in one working area and processes or develops easy skills and knowledge in

Has extensive skills and knowledge in one working area and processes

Represents a recognized specialist in one ample discipline

Represents a recognized specialist in more then one ample discipline and knows influence and dependencies

Has extensive skills and knowledge in more than one working area and processes

knowledge in more then one working arae and processes

Kann Wendet Wendet Wendet

dependencies between them

Ist Ratgeber für Wendet

Anwenden

Kann grundlegende Kenntnisse bzw. Fähigkeiten auf die eigene Arbeit anwenden

Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von standardmäßigen, alltäglichen Aktivitäten an und erkennt

Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von standardmäßigen und nicht standardmäßigen Aktivitäten an

Wendet Kenntnisse bzw. Fähigkeiten durch Umgang mit komplexen Problemen und/oder durch Koordinierung

Ist Ratgeber fürandere in Bezugauf eine Reihevon Kenntnissenbzw. Fähigkeiten imeigenen

Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von Aktivitäten an und agiert als Quelle für technische

und Voraussehen

und erkennt ungewöhnliche technische Probleme

n Aktivitäten an und kann zur Lösung ungewöhnlicher technischer Probleme beitragen

Koordinierung von Arbeiten an, die über den eigenen Fachbereich hinausgehen können und teilt Fachkenntnisse

eigenenFachgebietsowie in ihrerBeziehung zuanderenGebieten

technische Fachkenntnisse für andere im eigenen Bereich

International Human Resources Management, Dr. Jörg Klukas

Fachkenntnisse mit Kollegen und anderen Abteilungen

22

BLENDED LEARNING 3b People’s knowledge and capabilities are developed

BLENDED LEARNING SYSTEM

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Blended Learning Systemg y

On the job Off the jobj jOut of the job

(Into the job) (On the job) (Near the job) (Off the job)•Junior

Company•Trainee

•Representation•Projects

J b St t i

•Quality Circles•Developing

workplace

•Conference / Seminar

•Studies

•Preparation for Retirement

•OutplacementTrainee-program

•Introduction

•Job Structuring•Coaching•Instruction•Foreign

Assignment

workplace•Controlled

mediation of knowledge

Studies•Performance

review•Case Study•Role plays

Outplacement

•Experiential education

•E-Learning

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General Idea of Blended Learning Systemg y

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Example for Blended Learningp g

CommunityyTuning Best Practice

Sharing – Local PMI Group

Project Manager Round Table Coaching

On-the-jobExperiences Action as Project Manager

General/ Program Manager

Off-the-jobBasics PM Trainee

Team PMI-Certification

Internal L i External Portals TenSTEP eLearning

Portal MoveHRExternal Portals TenSTEP

Methodology/Gantthead

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Competency and Performance Management for Leadersg

Define successors of leaders andprepare them by assigning them as proxy, coaching, job enrichment,…

Identify/Find High-Potentials (Assessments, Initial Projects,…) internally and externally

Succession Planning

Trainee Program

y

Perfor-mance

Manage-ment

Annual leadershipappraisal based onachieved targets linkedto benefits & compensation

Develop-ment

Leadership Training Program with modules to be selected according to leadership profile(Blended Learning System with Seminars, Coachings, Job- Leadership

P fil to benefits & compensationconsequences

, g ,Rotation,…)

Evaluation according to achieved results

-Profile

Potential Review

achieved resultsBalanced ScorecardFinancial Success360° FeedbackPeer EvaluationAssessmentsTalking about next steps and

Defined leadership profilebased on Mission, Vision and Strategyof the organization

International Human Resources Management, Dr. Jörg Klukas

Talking about next steps andcareer opportunities

27

ANNUAL EMPLOYEE 3b People’s knowledge and capabilities are developed

ANNUAL EMPLOYEE FEEDBACK TALKS

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Annual Employee Talksp y≠ Appraisal Interview (3c)≠ Talking about Money≠ Talking about Money≠ Solving operational issues

b t l d d l (HR l ti ll )= between leader and employee (HR only optionally)= Reflection about Performance, Satisfaction, and last agreed

Development Steps Gi i l db k= Giving mutual Feedback

= Development & Career Opportunities = Agreement and Documentation on next Development Steps= Amount of speaking time: 3x employee and 1x leader

within the annual employee feedback talk gaps between the organizational needs and the existing competencies of the employees are identified and actions are taken

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One-to-one Employee Feedback Talksp yAs leaders and staff talk with each other, as they work together.

• Is initiated by employee for each year on particular demand.• Is initiated by leaders, if last employee feedback talk was more

than 1.5 years ago.Monitoring by HR

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Documentation of Employee Feedback Talksp y• Each Talk is documented in a structured way• It is personally between leader and employee – each one gets It is personally between leader and employee each one gets

one copy• Weaknesses, strength• Success of trainingsS ccess o a gs• Next career steps• Mutual feedback

• HR receives a signed confirmation of date and participants of HR receives a signed confirmation of date and participants of this talk only

• Results are integrated in the operational Training Plan• Results are integrated in the operational Training Plan• Plans for career developments are transferred to HR• Trainings and career developments are reviewed within the

t l f db k t lknext employee feedback talkInternational Human Resources Management,

Dr. Jörg Klukas 31

Training PlansgDeveloping and using training and development plans

leaders plan the qualification requirements of their employees once a year and document that in the training & qualification plan

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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

International Human Resources Management, Dr. Jörg Klukas