71
Excellent HR Organizations http://www.flickr.com/photos/egui/161715788/sizes/z/ according to the EFQM Model

international human resources management lesson 1+2

Embed Size (px)

DESCRIPTION

Lesson 1 and 2 of the lecture "Human Resources Management" by Dr. Jörg Klukas about: Using the EFQM Model to build up excellent HR Organizations

Citation preview

Page 1: international human resources management lesson 1+2

Excellent HR Organizations

http://www.flickr.com/photos/egui/161715788/sizes/z/

according to the EFQM Model

Page 2: international human resources management lesson 1+2

AGENDA FOR LECTURE AGENDA FOR LECTURE INTRO AND LECTURE 2

International Human Resources Management, Dr. Jörg Klukas

Page 3: international human resources management lesson 1+2

Agenda for Lecture Intro and Lecture 2g• Introduction/Expectations• Lecture Structure/CalendarLecture Structure/Calendar• Assignments of Topics to Students

• Homework Preparation

• Introduction into the EFQM• Fundamental Concept• EFQM Model and Overview of CriteriaEFQM Model and Overview of Criteria

• Learning RADAR• What is an assessor • What is an assessor • Assessment according to RADAR• Example

International Human Resources Management, Dr. Jörg Klukas 3

Page 4: international human resources management lesson 1+2

INTRODUCTION AND INTRODUCTION AND EXPECTATIONS

International Human Resources Management, Dr. Jörg Klukas 4

Page 5: international human resources management lesson 1+2

Introduction & ExpectationspMe: Dr. Jörg Klukas- PhD in Computer SciencesPhD in Computer Sciences- Additional MBA- Worked 8 years as HR and Procurement Director at T-

SystemsSystems

fil i hYou: Prepare a profile-paper with:• Full name and origin (country)• Grade your interest in a position as HR Manager

(from 1 = no interest to 10 = high interest)• Expectations for this lecture

International Human Resources Management, Dr. Jörg Klukas 5

Page 6: international human resources management lesson 1+2

LECTURE STRUCTURELECTURE STRUCTUREAND CALENDAR

International Human Resources Management, Dr. Jörg Klukas 6

Page 7: international human resources management lesson 1+2

Lecture Structure – each 90minutes• Summary of the last lectures and positioning of the Topic of

the Lecture

• General Introduction to Topic of the Lecture (student)• 20min presentation by student for a selected sub-criteria/topic20min presentation by student for a selected sub criteria/topic

• prepared as homework• 10min discussion and elaboration by team

• questionsth li k• other linkages

• other international aspects• other approaches• assess RADAR

• Introduction of HR concepts, foundations and approaches

International Human Resources Management, Dr. Jörg Klukas 7

Page 8: international human resources management lesson 1+2

HOMEWORK HOMEWORK ASSIGNMENTS

International Human Resources Management, Dr. Jörg Klukas 8

Page 9: international human resources management lesson 1+2

Assignments of Topics to StudentsAdd your subcriteria on profile-papery p p p• Homework 20 Presentations (= Topic of the Lecture)

• 1a-e Roles of Leaders• 2a-d Human Resources Strategy• 3a-e People Management• 4a Human Resources Partner

K l d M (P l Pl Obj )• 4e Knowledge Management (People Places Objects)• 5a/b Processes /Products of Human Resources• 7a/b Indicators of Human Resources

• Homework Content (20min presentation)• Present and explain content of the criteria• Reflect criteria according to HR-function (except 3/7)Reflect criteria according to HR function (except 3/7)• Reflect international relevance• Define context and linkages/dependencies to other sub/criteria• Investigate and list possible approaches• Present one approach according to RADAR-Structure

International Human Resources Management, Dr. Jörg Klukas 9

Page 10: international human resources management lesson 1+2

GUIDELINES FOR Based on the EFQM Excellence Model

GUIDELINES FOR EXCELLENT HR ORGANIZATIONSORGANIZATIONS

International Human Resources Management, Dr. Jörg Klukas 10

Page 11: international human resources management lesson 1+2

Business Excellence.Is Dilbert a suitable advertiser?

Employees don‘t see this issue unreflectingEmployees don t see this issue unreflecting...International Human Resources Management,

Dr. Jörg Klukas 11

Page 12: international human resources management lesson 1+2

WHAT MAKES A GOOD In Your Opinion:

WHAT MAKES A GOOD ORGANIZATION?

International Human Resources Management, Dr. Jörg Klukas 12

Page 13: international human resources management lesson 1+2

EFQM & RADAR – What is EFQM? Q Q

EFQM = European Foundation for Quality Management•is a Community; located in Brussels; www efqm orgis a Community; located in Brussels; www.efqm.org•over 700 members (from Germany 200)

(among them Siemens, DaimlerChrysler, Deutsche Post, TNT-Express, British Telekom)

EFQM-Model• consisting of 9 criterias (32 sub-criterias), to prove Business Excellence• more than 20 000 organizations in Europe use it; among them 60% of Europe’s 25 biggest organizations and at least 10 000 small and mediumEurope s 25 biggest organizations and at least 10.000 small and medium-sized businesses

EQA = European Quality Award (EQA)• annual competition of the best European organizations• Based on an EQA-report, SiteVisit and RADAR assessment method

International Human Resources Management, Dr. Jörg Klukas 13

Page 14: international human resources management lesson 1+2

EFQM & RADAR – What is EFQM? Q Q

Foundation of the EFQM• 1988 by 14 leading European organizationsy g p g

Vision of EFQM• a world, where European organizations have an outstanding position

Mission of EFQM• to be driving power for sustainable excellence in Europe

International Human Resources Management, Dr. Jörg Klukas 14

Page 15: international human resources management lesson 1+2

EFQM & RADARDoes Business Excellence repay? Does Business Excellence repay? Empirical Results of Prof. Singhal (2001):

• in the phase of implementation, there are no differences between award-winners in business excellence programs and comparison companies

• there are significant differences in the post-implementation-phase

D t b f th i i l hDatabase of the empirical research:

• about 600 quality-award-winner versus a group of benchmark firms with equal company size and industryq p y y

• comparison of financial performance data over 5 years after a winner-company won the first prize (post-implementation-phase)

International Human Resources Management, Dr. Jörg Klukas 15

Page 16: international human resources management lesson 1+2

EFQM & RADARDoes Business Excellence repay?

Performance of award-winner in the post-implementation phase Improvement over 5 years

Does Business Excellence repay?

9190

100

%

Award WinnersBenchmark Firms

implementation-phase. Improvement over 5 years.

69

433240

50607080

deru

ngen

in

8 9

32

1 6

010203040

Ver

änd

OperatingIncome

Sales Return onSales

Return onAssets

Singhal (2001)Singhal (2001)

International Human Resources Management, Dr. Jörg Klukas 16

Page 17: international human resources management lesson 1+2

EFQM & RADARDoes Business Excellence repay? Does Business Excellence repay?

Performance of smaller und larger companies in the post implementation phase

6370

%

Small companiesLarge companies

post-implementation-phase.

39

30405060

erun

gen

in % Large companies

1710

22 20

7 40

102030

Ver

ände

0OperatingIncome

Sales Return onSales

Return onAssets

Singhal (2001)Singhal (2001)

International Human Resources Management, Dr. Jörg Klukas 17

Page 18: international human resources management lesson 1+2

The direct predecessor of EFQM –The Malcolm Baldrige Modelg

International Human Resources Management, Dr. Jörg Klukas 18

Page 19: international human resources management lesson 1+2

An alternative for EFQM –The ISO 9000 standards

International Human Resources Management, Dr. Jörg Klukas 19

Page 20: international human resources management lesson 1+2

Other Excellence Models for HT• People Capability Maturity Model• Best Pers Award• Best Pers Award• Great Place to Work• Investors in PeopleInvestors in People• Top Job• …

International Human Resources Management, Dr. Jörg Klukas 20

Page 21: international human resources management lesson 1+2

Elements of the EFQM ModelQ• Fundamental Concepts

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

g

Adding Value for Customers

Leading with Vision,Inspiration & Integrity

Managing by ProcessesS di h h P l

Nurturing Creativity& Innovation

Building Partnershi

p

Taking Responsibility for

aSustainable

Future

• EFQM Model with 32 Criteria• The EFQM Excellence Model is a non-prescriptive assessment framework that can be used to gain a holistic overview of any

Succeeding through People

Enablers Results

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

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 questioning the performance of an organization.

Plan and DevelopApproaches

q g p gRADARRequired

ResultsDeployApproaches

Assess and RefineApproaches and Deployment

International Human Resources Management, Dr. Jörg Klukas 21

Page 22: international human resources management lesson 1+2

The fundamental concepts of excellencep

Achieving Balanced Results

Adding Value f C

Taking Responsibility for aSustainable Future

for Customers

Building Partnership

Leading with Vision,Inspiration & Integrity

Managing by ProcessesSucceeding through People

Nurturing Creativity& Innovation

Succeeding through People

International Human Resources Management, Dr. Jörg Klukas 22

Page 23: international human resources management lesson 1+2

The fundamental concepts of excellenceBusiness Excellence requires thinking together about the future already today ...

p

b l h d f h i i…to be always ahead of the competition.International Human Resources Management,

Dr. Jörg Klukas 23

Page 24: international human resources management lesson 1+2

The fundamental concepts of excellencep

Achieving Balanced Results

Excellent organizations:•Identify and understand the Key Results

E l t t d th i Vi i d

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

• Evaluate progress towards their Vision and strategic goals• Gather stakeholder’s needs and expectations• Use a balanced set of results

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organizations meet their

• Adopt effective mechanisms to understand future scenarios• Define required outcomes• Deploy strategy and supporting policies

Managing by ProcessesSucceeding through People

gMission and progress towards theirVision through planning and achieving abalanced set of results that meet both theshort and long term needs of their

Deploy strategy and supporting policies• Evaluate the set of results• Ensure transparency of reporting• Ensure, that their leaders are provided with

d ffi i i f istakeholders and, where relevant, exceedthem.

accurate and sufficient information

International Human Resources Management, Dr. Jörg Klukas 24

Page 25: international human resources management lesson 1+2

The fundamental concepts of excellencep

Adding Value for Customers

International Human Resources Management, Dr. Jörg Klukas 25

Page 26: international human resources management lesson 1+2

The fundamental concepts of excellencep

Adding Value for Customers

Excellent organizations:•Know, who their different customer groupsare

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

are• Build and maintain a dialogue with all their customers• Strive to innovate and create value for their customers

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organisations know that

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

Managing by ProcessesSucceeding through People

gcustomers are their primary reason forbeing and strive to innovate and createvalue for them by understanding andanticipating their needs and expectations

experience• Continually monitor and review the experiences and perceptions of customers

International Human Resources Management, Dr. Jörg Klukas 26

Page 27: international human resources management lesson 1+2

The fundamental concepts of excellencep

Excellent ce e tStrategy...

...bad Deployment!

International Human Resources Management, Dr. Jörg Klukas 27

Page 28: international human resources management lesson 1+2

The fundamental concepts of excellencep

Leading with Vision, Inspiration & Integrity

Excellent organizations:•Set a clear direction and strategic focus

U d t d th k b i d i

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

• Understand the key business drivers• Demonstrate their ability to make sound and timely decisions• Are flexible

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organisations have leaders who

• Inspire people and create a culture of involvement• Promote a culture which supports the generation and development of new ideas

Managing by ProcessesSucceeding through People

gshape the future and make it happen,acting as role models for its Values andethics.

• Champion the organisation’s Values and are role models

International Human Resources Management, Dr. Jörg Klukas 28

Page 29: international human resources management lesson 1+2

The fundamental concepts of excellenceThe company,...

p

M.C. Escher

....sometimes difficult to control itInternational Human Resources Management,

Dr. Jörg Klukas 29

Page 30: international human resources management lesson 1+2

The fundamental concepts of excellencep

Managing by Processes

Excellent organizations:•Create and manage a framework of key processes

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

processes• Analyse, categorise and prioritise their processes and adopt appropriate approaches to effectively manage them• Develop meaningful process performance

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organisations are managed

• Develop meaningful process performance indicators•Base decisions on factually reliable information • Use data on the current performance andcapabilities f

Managing by ProcessesSucceeding through People

g gthrough structured and strategicallyaligned processes using fact-baseddecision making to create balanced andsustained results.

capabilities of processes• Involve their people • Deliver high levels of stakeholder confidence• Manage end to end processesg p

International Human Resources Management, Dr. Jörg Klukas 30

Page 31: international human resources management lesson 1+2

The fundamental concepts of excellencep

Excellent organisations valuetheir people and create a culturep pof empowerment for the balancedachievement of organisationaland personal goals.

International Human Resources Management, Dr. Jörg Klukas 31

Page 32: international human resources management lesson 1+2

The fundamental concepts of excellencep

Succeeding through People

Excellent organizations:•Understand the skills and competencies required

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

required• Create a culture, where people’s dedication, skills, talents and creativity are developed• Ensure that their people can contribute to their own and the organisations ongoing process

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organisations value their

own, and the organisations ongoing process• Align personal and team objectives with the organisation’s strategic goals• Adopt approaches that ensure a responsible

ork

Managing by ProcessesSucceeding through People

gpeople and create a culture ofempowerment for the balancedachievement of organisational andpersonal goals.

work• Ensure and embrace diversity of their people• Foster organisational development through shared Values• Define the levels of people performance required• Encourage their people to be creators and ambassadors

International Human Resources Management, Dr. Jörg Klukas 32

Page 33: international human resources management lesson 1+2

The fundamental concepts of excellencep

Excellent organisationsExcellent organisationsgenerate increased value and levels of performance through continual and systematic innovation by harnessing the y gcreativity of their stakeholders.

International Human Resources Management, Dr. Jörg Klukas 33

Page 34: international human resources management lesson 1+2

The fundamental concepts of excellencep

Nurturing Creativity & Innovation

Excellent organizations:• Establish and manage networks

S t l l d bj ti f i ti

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

• Set clear goals and objectives for innovation• Establish approaches to engage shareholders in generating ideas and innovations• Create a culture of entrepreneurship

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organisations generate

• Use innovation in a way that goes well beyond technical change• Use innovation to enhance their organisation’s reputation and image

Managing by ProcessesSucceeding through People

g gincreased value and levels ofperformance through continual andsystematic innovation by harnessing thecreativity of their stakeholders.

• Have an open mindset• Assess the impact and added value of innovations

International Human Resources Management, Dr. Jörg Klukas 34

Page 35: international human resources management lesson 1+2

The fundamental concepts of excellencep

Excellent organisations seek, develop and maintain trusting relationships with maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non-

International Human Resources Management, Dr. Jörg Klukas

Governmental Organisations (NGO).

35

Page 36: international human resources management lesson 1+2

The fundamental concepts of excellencep

Building Partnership

Excellent organizations:•Recognise that success depend on the effective partnership they develop

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

partnership they develop• Know their core purpose• Establish extensive Networks• Understand partnerships entail working

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organisations seek, develop and

together for long-term, sustainable value enhancement• Identify strategic and operational partnerships• Work together with partners to achieve mutual

Managing by ProcessesSucceeding through People

g , pmaintain trusting relationships withvarious partners to ensure mutualsuccess. These partnerships may beformed with customers, society, key

benefit• Build a sustainable relationship with partners based on mutual trust, respect and openness

suppliers, educational bodies or Non-Governmental Organisations (NGO).

International Human Resources Management, Dr. Jörg Klukas 36

Page 37: international human resources management lesson 1+2

The fundamental concepts of excellencepExcellent organisations embed withintheir culture an ethical mindset, clearValues and the highest standards ofValues and the highest standards oforganisational behaviour, all of whichenable them to strive for economic, socialand ecological sustainability.

International Human Resources Management, Dr. Jörg Klukas 37

Page 38: international human resources management lesson 1+2

The fundamental concepts of excellencep

Taking Responsibility for a Sustainable Future

Excellent organizations:•Defining and communicating a core purpose

U d t d th i i ti ’ k

Achieving Balanced Results

Adding Value for Customers

Taking Responsibility for a Sustainable Future

• Understand their organisation’s key competencies• Consider economical, societal and ecologicalsustainability

Leading with Vision,Inspiration & Integrity

Managing by Processes

Nurturing Creativity& Innovation

Building Partnership

Excellent organisations embed within

• Are able to demonstrate that they have considered the impact of their operations etc…• Ensure a safe and healthy workingEnvironnement for their people

Managing by ProcessesSucceeding through People

gtheir culture an ethical mindset, clearValues and the highest standards oforganisational behaviour, all of whichenable them to strive for economic, social

• Adopt the highest standards of ethical behaviour• Are transparent and accountable to theitstakeholders

and ecological sustainability. • Allocate resources to provide for long-term needs

International Human Resources Management, Dr. Jörg Klukas 38

Page 39: international human resources management lesson 1+2

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 39

Page 40: international human resources management lesson 1+2

The EFQM excellence modelQ

Leadership

People

Strategy Processes

People Results

Customer Results

Key Performance

Results

1. Leadership

Partnership& Resources

Society Results

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

b. Leaders define, monitor, review and drive the improvement of the

i i ’ d

HR Leadership Team(Head of HR, Head of HR departments, HR Team

Leaders,…)organisation’s management system and performance

c. Leaders engage with external stakeholders

, )

Designing, selection, evaluation, development of

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

e. Leaders ensure that the organisation is flexible and manages changes effectively

, pgeneral Leadership of

organization

g g y

International Human Resources Management, Dr. Jörg Klukas 40

Page 41: international human resources management lesson 1+2

The EFQM excellence modelQ

Leadership

People

Strategy Processes

People Results

Customer Results

Key Performance

Results

Partnership& Resources

Society Results

2. Strategya. Strategy is based on the needs and

expectations of both stakeholders and the external Environnement

b Strategy is based on understanding

Human Capital Vision, Strategy

b. Strategy is based on understanding internal performance and capabilities

c. Strategy and supporting policies are developed, reviewed und updated

Human Capital Scorecard

HR Strategy Deployment andR id. Strategy and supporting policies are

communicated, implemented and monitored

Review

International Human Resources Management, Dr. Jörg Klukas 41

Page 42: international human resources management lesson 1+2

The EFQM excellence modelQ

Leadership

People

Strategy Processes

People Results

Customer Results

Key Performance

Results

3. People

Partnership& Resources

Society Results

a. People plans support the organisation’s strategy

b. People’s knowledge and capabilities are developed

Core HR Tasks

c. People are aligned, involved and empowered

d. People communicate effectively throughout the organisationthroughout the organisation

e. People are rewarded, recognised and cared for

International Human Resources Management, Dr. Jörg Klukas 42

Page 43: international human resources management lesson 1+2

The EFQM excellence modelQ

Leadership

People

Strategy Processes

People Results

Customer Results

Key Performance

Results

Partnership& Resources

Society Results

4. Partnership and ResourcesResources

a. Partners and suppliers are managed for sustainable benefit

b Finances are managed to secure sustained

Partners of HR

HR Finance, Budgetsb. Finances are managed to secure sustained success

c. Buildings, equipment, materials and natural resources are managed in sustainable way

HR Office

HR Busness Technology d. Technology is managed to support the delivery

of strategy

e. Information and knowledge are managed to support effective decision making and to build h i i ’ bili

(e.g. IT Sytems)

Learning Organizations

the organisation’s capability

International Human Resources Management, Dr. Jörg Klukas 43

Page 44: international human resources management lesson 1+2

The EFQM excellence modelQ

Leadership

People

Strategy Processes

People Results

Customer Results

Key Performance

Results

5. Processes, Products and Services

Partnership& Resources

Society Results

HR Processes, sub-process, and Servicesa. Processes are designed and managed to

optimise stakeholder value

b Products and services are developed to

procedures, checklists, forms,…

HR Process Performance Indicatorsb. Products and services are developed to

create optimum value for customers

c. Products and Services are effectively promoted and marketed What about HR Products,

Services and Solutions?

HR Management Review

d. Products and Services are produces, delivered and managed

e. Customer relationships are managed and enhanced

Services and Solutions?What about HR customer

relationship?

International Human Resources Management, Dr. Jörg Klukas 44

Page 45: international human resources management lesson 1+2

The EFQM excellence modelQ

Leadership

People

Strategy Processes

People Results

Customer Results

Key Performance

Results

In People Business, some People Results areKey Results with Society Relevance

Partnership& Resources

Society Results

8. Society Resultsa. Perceptions

6. Customer Resultsa. Perceptions p

These is the society perception of the organization.

b. Performance IndicatorsThese are the internal measures used by the organization in order to monitor, understand, predict and

pThese are the customer’s perceptions of the organization.

b. Performance IndicatorsThese are the internal measures used by the organization in order to monitor, understand, predict and improve the

7. People Resultsa. Perceptions

9. Key Resultsa. Key Strategic Outcomes

organization in order to monitor, understand, predict and improve the organization’s performance.

order to monitor, understand, predict and improve the organization’s performance.

These are the people’s perceptions of the organization.

b. Performance IndicatorsThese are the internal measures used by the organization in order to monitor, understand, predict and i th g i ti l

These are the key financial and non-financial outcomes which demonstrate the success of the organization’s deployment of their strategy.

b. Performance IndicatorsTh th k fi i l d fi i l improve the organizations people. These are the key financial and non-financial indicators that are used to measure the organization’s operational performance.

International Human Resources Management, Dr. Jörg Klukas 45

Page 46: international human resources management lesson 1+2

HOW TO CHECK CRITERIAHOW TO CHECK CRITERIAARE APPLIEDCORRECTLY?CORRECTLY?

International Human Resources Management, Dr. Jörg Klukas 46

Page 47: international human resources management lesson 1+2

Business ExcellenceRADAR – A general review methodRADAR – A general review method

Plan and DevelopApproaches

What is RADAR ?

RADARRequired Deploy

ppAt the highest level RADAR logic states that an organisation needs to:

a. Determine the Results it is aiming to achieve as part of its strategy

RADARqResults

p yApproaches

b. Plan and Develop an integrated set of sound Approaches

c. Deploy the approaches in a i systematic way to ensure

implementation

d. Assess and Refine the deployed approaches

Assess and RefineApproaches and Deployment

International Human Resources Management, Dr. Jörg Klukas 47

Page 48: international human resources management lesson 1+2

Business ExcellenceRADAR – A general review methodRADAR – A general review method

We use RADAR intensively...…to review projects and services…to review organizational units, accounts and partnersp…to review the entire company…to structure the approaches of the companythe company

review = report, assess, criticize, discuss learn and improvediscuss, learn, and improve

International Human Resources Management, Dr. Jörg Klukas 48

Page 49: international human resources management lesson 1+2

Levels of ImprovementRADAR – A general review methodRADAR – A general review method

•are visions, targets, requirements, ideas, evaluationsRESULTS

strategic •all interest groups considered•financial and operational

•is project, service, concept, methodt hi t t f i t t

APPROACH

tactic

•to achieve targets of interest groups•systemized by standards and processes•integrated with other approaches•following policy and strategy (SPEED, T-Spirit, Vision,…)

DEPLOYMENT

effo

rt operative

DEPLOYMENT•is making, realizing, performing•fully for all relevant areas and interest groups•systematically by standards and processes

ASSESSMENT&REVIEW

dapt

atio

n e

•is reporting, criticizing, assessing, discussing, learning and improving•regularly measure efficiency of approaches and deployments •active learning and knowledge sharing by Best-Practice •Improvements are identified, prioritized, planed and deployed•assure effectiveness of improvements

ASSESSMENT&REVIEW

Frequency of adaptation

Ad p

International Human Resources Management, Dr. Jörg Klukas 49

Page 50: international human resources management lesson 1+2

The RADAR - Logicg

Assessment and Management for ENABLERSl A bElement Attributes

Approach • Sound• Integrated

Deployment • Implemented • Systematic• Systematic

Assessment and Refinement • Measurement• Learning and Creativity• Improvement and Innovation

RADARRequired Results

DeployApproaches

Plan and DevelopApproaches

Assessment and Management for RESULTSElement AttributesRelevance & Usability • Scope & Relevance

• Integrity

Assess and RefineApproaches and Deployment

• Integrity• Segmentation:

Performance • Trends• Targets• Comparisons• CausesCauses

International Human Resources Management, Dr. Jörg Klukas 50

Page 51: international human resources management lesson 1+2

Assessment of EnablersThe RADAR - Logicg

Plan and DevelopApproaches Approach

Attribute: Sound

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Sound

Seek evidence in order to get confidence that ... Assess and Refine

Approaches and Deployment

Sound:

... there is a reason to support the choice of the approaches in place

... an approach is well described/documented in a way appropriate for those needing to understand it as a process, e.g. is it visualised, did the ‘way of working’ etc.;

• approach has a clear rationale

• approach has defined processes

... an approach is focused on the expectations of everyone involved in the execution of it

... the approach already shows signs of maturity or is a proven practice, e g because the changes made to it became smaller over time

• approach focuses on stakeholder needs

• refinements have been embedded in the

practice, e.g. because the changes made to it became smaller over time

approach over time

International Human Resources Management, Dr. Jörg Klukas 51

Page 52: international human resources management lesson 1+2

Assessment of Enablers The RADAR - Logicg

Plan and DevelopApproaches Approach

Attribute: Integrated

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Integrated

Seek evidence in order to get confidence that ... Assess and Refine

Approaches and Deployment

Integrated:

... one or a set of approaches are designed to deliver the desired results (now and in the future),

... there is a visible/logical link with the strategy, and the approach supports one or more objective;

• approach supports strategy

• approach is linked to other approaches as appropriate

... the people choosing an approach are aligning it with one or more facets of the strategy, while also considering dependencies from and/or impact on other approaches.

appropriate

International Human Resources Management, Dr. Jörg Klukas 52

Page 53: international human resources management lesson 1+2

Assessment of Enablers The RADAR - Logicg

Plan and DevelopApproaches Deployment

Attribute: Implemented

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Implemented

Seek evidence in order to get confidence that ... Assess and Refine

Approaches and Deployment

Implemented:

... a view exists on the extent to which an approach has been used and is put into practice. This may relate to different levels within an organisation’s hierarchy; different locations; the number of actual implementations based on an approach; the number of employees actively involved or the various products or services being offered;

• approach is implemented in relevant areas

... there is an awareness of the further potential for deployment in depth or breadth;

... some facts & figures exist to show how often an approach is used, how the use has varied over time and why. y

International Human Resources Management, Dr. Jörg Klukas 53

Page 54: international human resources management lesson 1+2

Assessment of Enablers The RADAR - Logicg

Plan and DevelopApproaches Deployment

Attribute: Systematic

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Systematic

Seek evidence in order to get confidence that ... Assess and Refine

Approaches and Deployment

Systematic:

... there is a plan and timing for the actual deployment (is it a simple or complex project ?);

... the implementation of this plan ‘on time’ (maybe too slow or too fast ?);

example(s) exist where the circumstances required temporary or • approach is deployed in a timely, structured way and with the ability to manage changes in the environment if needed

... example(s) exist where the circumstances required temporary or definitive evolutions, small or big.

International Human Resources Management, Dr. Jörg Klukas 54

Page 55: international human resources management lesson 1+2

Assessment of Enablers The RADAR - Logicg

Plan and DevelopApproaches Assessment and Refinement

Attribute: Measurement

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Measurement

Seek evidence in order to get confidence that ... Assess and Refine

Approaches and Deployment

Measurement:

... there is a view for a specific approach on the effectiveness (achieving the desired output) and efficiency (how much resource, time, money is consumed);

... these two aspects are used as a ‘measure’ in one way or another, and li k d t h th • regular measurement of

the effectiveness and efficiency of the approach and its deployment are carried out

are linked to each other;

... there is a way to know how frequently this should be done, what periodis a ‘good fit’ for measuring.

• Measures selected are appropriate

International Human Resources Management, Dr. Jörg Klukas 55

Page 56: international human resources management lesson 1+2

Assessment of Enablers The RADAR - Logicg

Plan and DevelopApproaches Assessment and Refinement

Attribute: Learning and Creativity

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Learning and Creativity

Seek evidence in order to get confidence that ... Assess and Refine

Approaches and Deployment

Learning and Creativity:

... actions resulting in better understanding are undertaken in the field of knowledge needed for a particular approach (this within the organisation, sector, but also outside);

... there is knowledge resulting from these learning activities and i th t i l d if th l t d h i b Creativity:

• Learning is used to identify internal and external good practices and improvement

comparisons that include e.g if the selected approach in use can be considered as ‘outdated’, ‘normal’, ‘better’ or ‘best in class’;

... there is an awareness of the potential for further improvement (incremental or radical breakthrough)

and improvement opportunities

• Creativity is used to generate new or changed approaches

International Human Resources Management, Dr. Jörg Klukas 56

Page 57: international human resources management lesson 1+2

Assessment of Enablers The RADAR - Logicg

Plan and DevelopApproaches Assessment and Refinement

Attribute: Innovation and Improvement

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Innovation and Improvement

Seek evidence in order to get confidence that ... Assess and Refine

Approaches and Deployment

Innovation and

... the measurement and learning from above lead to real improvements and are visible in the results, it is clear that without the measurement and learning the performance would be lower;

... which innovative ideas and big or small changes have already or will ‘ k diff ’ and

Improvement:• Output from measurement and

‘make a difference’;

... there is a way to select and only act on the best ideas and proposals, not on all of them, e.g. based on the understanding of the limitations in time, resource and capabilities when translating ideas to practice.

learning is analysed and used to identify, prioritise, plan and implement improvements

• Output from creativity • Output from creativity is evaluated, prioritisedand used

International Human Resources Management, Dr. Jörg Klukas 57

Page 58: international human resources management lesson 1+2

Excersize – Assess Enabler• Read Criteria 4b of the submission document• list 3 strengths 3 areas for improvement and • list 3 strengths, 3 areas for improvement and

maybe issues for further investigation• Evaluate approach, deployment and pp , p y

assessment/review

International Human Resources Management, Dr. Jörg Klukas 58

Page 59: international human resources management lesson 1+2

Excersize – Assess Enabler 60-70Points

International Human Resources Management, Dr. Jörg Klukas 59

Page 60: international human resources management lesson 1+2

Assessment of ResultsThe RADAR - Logicg

Plan and DevelopApproaches Relevance and Usability

Attribute: Scope and Relevance

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Scope and Relevance

Seek evidence in order to get confidence that ... .. the organisation is clear about what it needs to Assess and Refine

Approaches and Deployment

Scope and Relevance:

.. the organisation is clear about what it needs to measure/achieve/manage to deploy its strategy and understand its impact on stakeholders perceptions, see how the selection and prioritisation of results is decided upon

... the prioritised measures/results presented and used are meaningful i hi h f S Relevance:

• The scope of the Results presented:

* Addresses the needs and t ti f l t

within the context of Strategy

... when using the results to understand ‘the footprint’ and performance of the organisation, what is the way to make a difference between the essential, not so essential and non-important results to look at

expectations of relevant stakeholders

* Is consistent with the strategy and policies of the organisation

• The most important results

... what kind of understandable and useful insights exist on how the various results are related to each other, e.g. which weak or strong influences exist, is a relationship linear or of another type, is there a time delay etc.

if both the effectiveness and efficiency aspects exist if there is The most important results are identified and prioritised as Key results

• Relationships between relevant results are understood

... if both the effectiveness and efficiency aspects exist, if there is awareness of how these correlate/inter-relate

International Human Resources Management, Dr. Jörg Klukas 60

Page 61: international human resources management lesson 1+2

Assessment of ResultsThe RADAR - Logicg

Plan and DevelopApproaches Relevance and Usability

Attribute: Integrity

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Integrity

Seek evidence in order to get confidence that ... ... what is ‘on time’, ‘too soon’ or ‘too late’ for a specific result Assess and Refine

Approaches and Deployment... what is on time , too soon or too late for a specific result

... to what extent for a specific result there is a view on the consistency, completeness or any other quality aspects of the data and information used as source

if the precision of the information used and needed are in line or very Integrity:

... if the precision of the information used and needed are in line or very different from each other • Results are timely,

reliable and accurate

International Human Resources Management, Dr. Jörg Klukas 61

Page 62: international human resources management lesson 1+2

Assessment of ResultsThe RADAR - Logicg

Plan and DevelopApproaches Relevance and Usability

Attribute: Segmentation

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Segmentation

Seek evidence in order to get confidence that ...Assess and Refine

Approaches and Deployment ... what the reason for a specific segmentation is when analysingperformance/achievements in a specific field

... when seeing the differences per segment if this leads to actionable conclusions and insights Segmentation:... if the segmentations used create a strongly discriminating analysis, help to show sharp and significant differences

• Results are appropriatelysegmented

International Human Resources Management, Dr. Jörg Klukas 62

Page 63: international human resources management lesson 1+2

Assessment of ResultsThe RADAR - Logicg

Plan and DevelopApproaches Performance

Attribute: Trends

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Trends

Seek evidence in order to get confidence that ...Assess and Refine

Approaches and Deployment ... what the evolution over time demonstrates, is the performance improving, stabilising or degrading?

... if this trend is in line with the ‘desired’ trend and in line with strategic objectives Trends:... a specific trend is stronger, comparable or weaker than other relevant trends in the sector, how steep or fast

• Trends are positive and/or there is sustained good performance

International Human Resources Management, Dr. Jörg Klukas 63

Page 64: international human resources management lesson 1+2

Assessment of ResultsThe RADAR - Logicg

Plan and DevelopApproaches Performance

Attribute: Targets

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Targets

Seek evidence in order to get confidence that ...Assess and Refine

Approaches and Deployment ... for a specific key result, in one way or another, a desired level to be achieved exists and is understood. This can be a specific age higher or lower, but also in a ‘band’ between two levels

... when this desired future performance level for a specific result is clear what is or was the rationale behind agreeing to that specific level

Targets:clear, what is or was the rationale behind agreeing to that specific level, why not a bit or a lot higher or lower?

... how close in reality these desired levels of performance are (almost)

• are set for key results

• are appropriate

• are achieved

International Human Resources Management, Dr. Jörg Klukas 64

Page 65: international human resources management lesson 1+2

Assessment of ResultsThe RADAR - Logicg

Plan and DevelopApproaches Performance

Attribute: Comparisons

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Comparisons

Seek evidence in order to get confidence that ...Assess and Refine

Approaches and Deployment ... if there is (starting with the most important results) an awareness of similar measures used by ‘others’, within or outside of the sector or organisation

... to what extent the information to compare with is valid, can be trusted is easy to use etc

Comparisons:trusted, is easy to use etc.

... what can be demonstrated, what does the comparison say about a specific measure, is it a bit or much better, maybe even ‘the best’, or just in the same range, or a bit/ a lot worse, and how this impacts target setting

if t f th i f th dibilit d/ fid b

• are made for key results

• are appropriate

• are favourable... if out of the comparison further credibility and/or confidence can be allocated to specific achievements

Note: competitor and industry averages may be used but for strong role model organisations, these will also show comparisons

International Human Resources Management, Dr. Jörg Klukas 65

Page 66: international human resources management lesson 1+2

Assessment of ResultsThe RADAR - Logicg

Plan and DevelopApproaches Performance

Attribute: Causes

RADARRequired Results

DeployApproaches

Assess and Refine

Attribute: Causes

Seek evidence in order to get confidence that ...Assess and Refine

Approaches and Deployment … what the insights gained are concerning cause-effect, e.g. what change in one or more approaches has made a significant difference, which ones not so, or which result would never have been achieved without one or more specific actions, projects, initiatives etc.

for on-going changes and/or deployment of a specific approach in what Causes:

… for on going changes and/or deployment of a specific approach in what field(s) a sign of improvement is expected, or why a fall-back to previous or lower levels of performance is very unlikely to happen;

… for which results there is a high level of trust and strong ability to convince others that the gains achieved in performance will be kept, what i h b bili i ill f h i bili

• the relationship between Results achieved and their Enablers is understood

• based on the e idence is the probability it will further improve or stabilise.

… how much certainty exists in predicted performance, why would it be a surprise if a target is not achieved?

• based on the evidence presented, there is confidence that positive performance will be sustained in the future

International Human Resources Management, Dr. Jörg Klukas 66

Page 67: international human resources management lesson 1+2

Excersize – Assess Results• Read Criteria 6b of the submission document• Evaluate Trends Benchmarks Targets Cause• Evaluate Trends, Benchmarks, Targets, Cause

International Human Resources Management, Dr. Jörg Klukas 67

Page 68: international human resources management lesson 1+2

Excersize – Assess Results 41-50 Points

International Human Resources Management, Dr. Jörg Klukas 68

Page 69: international human resources management lesson 1+2

LITERATURELITERATURE

International Human Resources Management, Dr. Jörg Klukas 69

Page 70: international human resources management lesson 1+2

Literature• EFQM (www.efqm.org)• Arthur, Diane: Recruiting, Interviewing, Selecting & Orienting

N E l 4th d N Y k 2006NewEmployees, 4th ed., New York 2006• Harzing, Anne-Will: / van Ruysseveldt, Joris: International Human

Resource Management, 2. Auflage, London 2004• Hodgetts, R. M. / Luthans, F.: International Management – Culture, g , , g ,

Strategy, and Behavior, 5. Auflage, New York 2003• Noe, Raymond A. / Hollenbeck John R. / Gerhart, Barry / Wright, Patrick

M.: Human Resource Management, New York 2006• Swart Juani / Mann Clare / Brown Steve / Price Alan: Human Resource • Swart, Juani / Mann, Clare / Brown, Steve / Price, Alan: Human Resource

Development, Burlington 2005

International Human Resources Management, Dr. Jörg Klukas 70

Page 71: international human resources management lesson 1+2

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 71