People are aligned involved and empowered

3c People are aligned, involved

http://www.flickr.com/photos/archeon/2884431258/sizes/z/

and empowered

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-

Departments• Sub-Criteria 3a

• HR Planning• HR Marketing, Recruiting, Integration a e g, ec g, eg a o• Succession Planning• Employee Survey

• Sub-Criteria 3bSub Criteria 3b• Strategic Competency

Management• Blended Learningg

System• Annual Employee

Talks


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


3C PEOPLE ARE ALIGNED 3C PEOPLE ARE ALIGNED INVOLVED AND EMPOWERED EMPOWERED


The EFQM excellence model – PeopleQ p

3 P l li d i l d d dIn practice, excellent organizations • Ensure their people at the individual and team level are fully

3c People are aligned, involved and empoweredAPPROACHES

Target• Ensure their people, at the individual and team level, are fully aligned with the organization's Mission, Vision and strategic goals.

• Create a culture where people‘s dedication, skills, talents and creativity are developed and valued

TargetManagement,

Appraisaland creativity are developed and valued

• Encourage their people to be the creator and ambassadors of the organization's ongoing success,

• Ensure that people have an open mindset and use creativity and innovation to respond quickly to challenges they face

Process Management (5)

E tand innovation to respond quickly to challenges they face.• Create a culture of entrepreneurship to enable improving

and optimizing the effectiveness and efficiency of their processes

Empowerment,Motivation

Strategy

International Human Resources Management, Dr. Jörg Klukas

StrategyManagement (2)

6

EMPLOYEE EMPLOYEE EMPOWERMENT


Reason for Empowermentp

Daily InteractionL l ith t l

EntireOrganization(Hierarchy)

Level with externalstakeholders

(Hierarchy)

Organi-zationalCCenter

Daily Decisions, Agreements,…


g ,Empowerment by strategic clearness (vision, targets,…) 8

What is Empowerment?p• “Empowerment is not giving people power, people

already have plenty of power in the wealth of already have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as l tti thi t ” (Bl h d K)letting this power out.” (Blanchard, K)

• It encourages people to gain the skills and knowledge that will allow them to overcome knowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the societyor in the society.


Empowerment includes the following or similar capabilities:p• to make decisions about personal /collective circumstances• to access information and resources for decision-makingto access information and resources for decision making• to consider a range of options from which to choose (not

just yes/no, either/or.)• to exercise assertiveness in collective decision makingto exercise assertiveness in collective decision making

• Having positive-thinking about the ability to make change


Employee Empowerment Three Levelsp y p


The three keys to empower the peopley p p pIn the book“ Empowerment Takes More Than a Minute“, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three i l k h i i ff i l h simple keys that organizations can use to effectively open the

knowledge, experience, and motivation power that people already have.

• share information with everyone • share information with everyone, • create autonomy through boundaries• replace the old hierarchy with self-managed teams.


Top 10 Principles of Employee Empowermentp• Demonstrate That You Value People• Share Leadership Vision• Share Goals and Direction• Trust People• Provide Information for Decision Making• Delegate Authority and Impact Opportunities, Not Just More Work• Provide Frequent Feedback• Solve Problems: Don't Pinpoint Problem Peoplep p• Listen to Learn and Ask Questions to Provide Guidance• Help Employees Feel Rewarded and Recognized for Empowered

Behavior


Empowerment is based on Commitment.•Organization try to achieve more and more with less and less:

• e.g. improve quality, customer service without increasing cost.

•what makes the difference? • Brands, state-of-the-art technology, new products or new markets?

•BUT PEOPLE:– who are prepared to go the extra mile for their employer,– who care about the future of their company and– who are ready, willing and able to:

• exert the maximum effort,• deploy maximum intelligence, • and apply the maximum creativity

•in their work for the benefit of the organization as a whole.


Commitment is based on Empowerment (Commitment Driver based on Employee Survey Data)p ( p y y )

•Leadership 31%•Ethical organization•Equitable reward•Viable and creditable strategy

D l t 29%•Development 29%•Provide opportunities to develop•Regard people as assets to be invested in not cost to be cut•Investment in people = investment in company’s futureInvestment in people = investment in company s future•Support diversification (individuals)

•Empowerment 27%p•=Responsibility + Authority•Employees are respected for their talents•Vest authority in their front-line staff•Employees are reluctant to express their views, or exercise their initiative


Empowerment as Business DriverpMarket / Customer (outisde)

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 16

Maslow and the MotivationHow can you make sure your workforce is loyal and actively engaged in their work? The answers may surprise you – it’s not all about money i hi f f b l h i h in this case. In fact, 89% of managers believe that money is the main issue contributing to turnover. However, only 12% of employees say money is the reason they left a company.


Source: Expresspro, 2010

17

TARGETTARGETMANAGEMENT, APPRAISAL


Vision, Mission and Objectives, j

Vision Target PositionYear XYear X

FinanceStrategicTarget

Indi- -cators Targets Initiative

Customer-

ProcessesVision

andStrategy

StrategicTarget

Indi-cators Targets Initiative

StrategicTarget

Indi-cators Targets Initiative

Potential-Strategic

TargetIndi-cators Targets Initiative

CurrentPosition

Mission/Values


Position Values

19

Align the organization toward customer and other stakeholders


Balance Targets and Skillsg

Current and Target Position of the Organizationg

„What we believe in“ and „Where we want to be“

Strategy Map, Balanced Scorecard and central Strategic Initiatives of the Organization

O G Pl “ d Wh t h t d “„Our Game Plan“ and „What we have to do“

Vision, Strategy, BSC and de-central Initiativesof the various units/departments

„Where we want to be“ and „What we have to do“

Individual Targets Knowledge&SkillsIndividual Targets by Target Appraisal Interviews

„What I have to do“

Knowledge&SkillsBy Employee Feedback Talks

„Where I want to be“


Reasons for Target Managementg g• Linking the vision and strategy with the objectives of the

business units, teams and employees• Introduction of a management tool which involves all staff

through a performance-based pay system in the company's success

• Strengthening of individual initiative and responsibility of all employees

• Support of customer orientation and target focused Support of customer orientation and target focused cooperation


Target/Appraisal Management – a processp

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


Changed organizational

targets?

Same targets of organization?

23

Rules of Target Managementg g• 3-5 individual goals agreed between employees and HR

managers• Every goal to be weighted between 20% and 40% when using

different weights• The goals cover most of the core areasThe goals cover most of the core areas• Co-workers have chance to propose own goals• Individual goals are weighted 2/3 and company goals 1/3• B d f di t d CEO l d l• Board of directors and CEO conclude company goals• Goals are declared for one business year


Defining Target according to SMART Principlep

Individual and team goals must be SMART:

Significant, Stretching, SimpleSpecific

Measurable Meaningful, Motivational, Manageable

A i t A hi bl A d A i bl A ti bl A ti i t d Attainable[ Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented, Ambitious], Aligned

Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding

Time-bound Time-oriented, Time framed, Timed, Time-based, Time boxed, Timely, Time-Specific, Timetabled, Time limited, Traceable, Tangible


Targets of leaders support the targets of employees.


How do the achievement of targets pay off?p yDifferent styles:

• Linkage to benefits&compensation• Linkage to career planingLinkage to career planing• Linkage to personal development and

improvement• Linkage to feedback system• …


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]
