2b Strategy is based on understanding internal performance and capabilities

2b Strategy is based on 2b Strategy is based on understanding internal

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performance and capabilities

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-• Criteria 1

• Strategic LeadershipDepartments

• Criteria 3• People Approaches

• Criteria 5

• Process Leadership• Operational Leadership• Leadership of Change

• Criteria 2• Criteria 5• HR Process Management

• Criteria 4e• Learning Organization

• Strategy focussedorganizations

• Process of Strategy Mappingg g

• People, Places and Objects Approach

• Intercultural Management by Lixiu

• Analysing HR Stakeholders

Lixiu• Criteria 7

• People’s Perception measures• People’s Performance Indicators

International Human Resources Management,Dr. Jörg Klukas

2B STRATEGY IS BASED ON S A G A UNDERSTANDING INTERNAL

PERFORMANCE AND CAPABILITIES


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 2 St tLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 2. Strategy

Excellent organizations implement their Mission and Vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.

a Strategy is based on understanding the needs and expectations of both a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment.

b. Strategy is based on understanding internal performance and capabilitiescapabilities.

c. Strategy and supporting policies are developed and updated.

d. Strategy and supporting policies are communicated, implemented and gy pp g p , pmonitored.


The EFQM excellence model - StrategyQ gy

St t i b d d t di i t l Strategy is based on understanding internal performance and capabilities

In practice, excellent organizations• Analyse operational performance trends, core competencies and outcomes to understand

current and potential organisational capabilities

APPROACHES

UnderstandingK Skill d

• Analyse data and information regarding existing and potential partners’ core competencies and capabilities to understand how they complement the organisation’scapabilities

• Analyse data and information to determine the impact of new technologies and business

Key Skills and Competencies

Assessment and y p gmodels on the performance of the organisation

• Compare their performance with relevant benchmarks to understand their relative strength and areas for improvement

Development of Key Skills

Organisational

International Human Resources Management, Dr. Jörg Klukas

OrganisationalFramework

7

UNDERSTANDING KEY Skills as HR Capital

UNDERSTANDING KEY SKILLS

27 Billion € for HR Development*p*Analysis based on 1.053€ per employee, compare http://www.iwkoeln.de/Portals/0/pdf/trends01_09_3.pdf Lenske, Werner 2009; 10.000 organisations with 2.95 Mio employees surveyed

Half-life period of knowledgep g

• Knowledge acquired at school = 20 years• Knowledge acquired at school = 20 years• Knowledge acquired at university = 10 years• Knowledge acquired at work = 5 yearsg q y• Knowledge about technologies = 3 years• Knowledge about computers = 1 year

…is that still right?

compare Stäbler 1999

Downtrend of Half-live perdiod of knowledge: Example X-Internetg p

Pallets and Containers

Consumer Products

People

Appliances

Pallets and Containers

Machines

Each step evolves new technologies, materials,

machines and knwoledge

Computer

Mobile Devices

Vehicles

Machines machines and knwoledge

107

1011

108109

1010

1012

Q ll FQuelle: Forrester (Fichera 2004)

We are here!

Dynamic Environment demands particular skills• Technology Complexity

• Intensity of consulting • Individualisation and • Understanding Interfaces,

Interdisciplinarity

• Speed of Innovation

Virtualisation of work and lerning processes• Customer proximity,

Project specifica project Customer as Speed of Innovation• For Products• For Processes

Project specifica, project oriented production

• Know-how-Access, Training On-the-Job

• Vi t al o k en i on entC fi ldco-designer BUTsomewhere over

• Agility Requirements• Lean Management, De-

centrale organisationsE d di

• Virtual work environment

• Competencies in changing sectors

Every 6 monthh l i

UnderstandConvergence fields

from device to designDecide now andsomewhere over

the rainbow• Empowerment and direct

communicationchanging sectors• Service sector and service

technologies• Digitalisation of value

chain

new technologiesor proceduresthe customers of

the customerat customers

Place.chain

compare BITKOM e.V. Studie ProfIT 2005, Stefan Pfisterer; Eilles-Matthiessen u. a. 2002; Leder 2001

the customer

Role of Key SkillsRole of Key Skillsyy•• First mentioned by Dieter First mentioned by Dieter MertensMertens 19741974•• Siebert says: The Key Skills defined by Siebert says: The Key Skills defined by MertensMertens•• Siebert says: The Key Skills defined by Siebert says: The Key Skills defined by MertensMertens

are an answer to the growing due date of subjectare an answer to the growing due date of subject--specific (technical/functional) skills, that are specific (technical/functional) skills, that are increasingly depravingincreasingly depraving

• compare Siebert 1993

So, why are key skills important?, y y p• Because „labor market policy and economical-

technical and competitive arguments have technical and competitive arguments have priority and the concept of key skills proves to be a tool for deploying innovations strategies and

i i t ti l titi “ securing international competitiveness“ (according to Herbert Beck, 1995)

WHAT IS SO SPECIAL Definition of key skills

WHAT IS SO SPECIAL WITH KEY SKILLS?

Definitions of Key Skillsy

• First one by Dieter Mertens (1974) key skills arey ( ) y„keys" helping to acquire fast changing subject-specific skills.

• Attributes acc to Beck 1995• Attributes acc. to. Beck 1995• „relatively long usable skills for solving … non-specific for

function and profession… aming at flexibilty and mobility… h l l t t h i k d f ihelp employees to master changes in work and professionindependently“

• Time-frame by Eilles-Matthiessen 2002• „skills to master current and future professional

requirements, that go beyond a particular position orprofession “

Main features of key skills from the HR perspectivep p

• Non-specific for function or profession• Help mastering current and future • Help mastering current and future

requirements• Measureable for identification and improvementp

compare Eilles-Matthiessen u. a. (2002)

Examples? Ideas?p

• To think in coherences • concentration• communication• Problem solving

• Responsible action taking

• Indepence• Work in teams

C

• Fast learning• Abstract thinking

• Cooperation• assertiveness• Willingness to learn

• accuracy• Analytical thinking• Information processing• Willingness to learn

• Flexibility• Decision making

Information processing• Independently learning

Decision making

Classifications of Key Skillsy

BasicBasic

Social

Special

ompare Eilles-Matthiessen u. a. (2002)

Which ones are important?Derived from Vision, Mission and Values.,

Aus VL-Skipt, Integrierte Personal- und Organisationsarbeit, 2003, Michael Reiß, Uni Stuttgart

Drägerwerk AG, internationales Unternehmen für Medizin- und Sicherheitstechnik

NEEDED EVERYWHERERole of key skills in HR Management

NEEDED EVERYWHERE

Practical view… Key Skills needed for…yIntegrationskonzept (Welcome

Day, Einarbeitungsplan, Belehrungen (Datensicherheit/ Arbeitsschutz), Patenkonzept,

Ausbildung (Trainee Konzept (Azubis/Duale Studenten), Management der Diplomanden, Werkstudenten, Schüler,

Praktikaten, FairCompany)Weiterentwicklung (Positionsprofile & Karrierewege, Blended

Learning System, Peer Assessment, Mitarbeitergespräche)Total Reward Approach (Gehalt Altersvorsorge MA Anschluss

Which key skills), p ,

Probezeitgespräch)Strategische

Ausrichtung/Beteiligung und Einsatz (Zielemanagement,

FlexVAZ)

Total Reward Approach (Gehalt, Altersvorsorge, MA-Anschluss, Jobticket, herausfordernde Aufgaben, Tarifverhandlungen,

Betriebsvereinbarungen, Offsites, Ausflüge)

I t t &Ali

Develop&Bind

(employees) do we not need?

„Next to your education weexpect a high degree of All topics start all over

Plan&Find

Integrate&Align

Release&Support

Where can we transfer ourkey skills to?

p g gindepently working style,

analytical thinking and willingness

All topics start all over…

Personalabbau, SozialplanOutplacement

Letzter ArbeitstagAustrittsgesprächWeitervermittlungZeugniserstellung

Personal- und KompetenzplanungHR Marketing

(Stellenausschreibungen,Messen, Jobbörsen, MA

b MA H dh

Reintegrate&Keep up

What key skills do wecertify?

y g gto work in teams.“Could the key skills be proven? How is

the fit in the team? Both sides haveCan you train key skills?Zeugniserstellung

Altersteilzeit, BildungsauszeitKrankheit, Urlaub, Mutterschutz

Sonderurlaub

werben MA, Headhunter, XING)

Bewerbermanagement (Bewerbertag, AssessmentCenter, Einzelinterviews)

VersetzungssgesprächWiedereinstiegsgespräch

ZielegesprächJob Rotation

NachfolgeplanungReorganisation

fun?What kind of objectives to be defined

How?Is the development of key

g

to promote willingness to learn andteam orientation?

skills recognized?

LOOKING FORAssessmentAssessment andand Development of Key SkillsDevelopment of Key Skills

LOOKING FORCHALLENGERS, FAST LEARNERS AND TEAM LEARNERS AND TEAM PLAYERS

What you can‘t measure you can‘t improve.Any ideas for indicators?y

ompare Eilles-Matthiessen u. a. (2002)

Measurement Tools

•New topicsquicklylearned?

•Set targets?

•Stress?•Procedures?

•Prioritization?•Reflection tog

•Different projects?

•Increasedresponsibility?

•What do weask?

•What answersG d f

improve?

•Change context andp y

•Targets achievedreflected?

do we want tohear?

•Good forbasic key skills

•Which degreeis sufficient?

tasks

Interview proceduresp

• Hiringinterviews, assessment

• Trail periodTrail periodinterviews

• Employeeappraisels

• Successionplanning talksplanning talks

compare Kadishi, Bernadette (2001), Das Instrument zur Erfassung von Schlüsselkompetenzen IESKO. In: Schlüsselkompetenzenwirksam erfassen - Personalselektion ohne Diskriminierung, Hrsg. Bernadette Kadishi, Altstätten

LEAN LEAN THETHE LEARNINGLEARNINGAcquisitionAcquisition of of keykey skillsskills

LEAN LEAN THETHE LEARNINGLEARNING

Discovering learning acc.to. Reetz/Rothg g• Key skills can not be acquired by classical

instruction methods they require an indirect instruction methods, they require an indirect promotion of personal forces and competencies

• Meaning for training measures• problem based situations as inductive basis• Organisation of learning processes in such a way, that Organisation of learning processes in such a way, that

meanings, rules and and action patterns result from a story line

• The learninger involves actively in authentically, The learninger involves actively in authentically, simulated or symbolically representative actions

• Important: Reflection of the various action options

* Es gibt Kuppeleffekte; compare Blended Learning

Training SuggestionsAny Ideas?y

subject-

SsS

= Expertise;Didactical methods,

e.g. complex case studies, business games

s bjectspecific

skills

KeySkillSkills

lf=self-competence;requires methodology and

Didactic,z.B. role games

= Soft Skills;Didactical methods,

z.B. group work, project lectures

compare U. Woschnack, P. Frischknecht (2002) Schlüsselqualifikationen – Vom Arbeitsmarkt verlangt! Von der Hochschule gelehrt?compare G. Pätzold (1993), Lehrmethoden in der beruflichen Bildung. Sauer, Heidelberg

TRAININGS ARE NOT Organizational framwork for Key Skills

TRAININGS ARE NOT SUFFICIENT

Remember 4e Learning Organisation – HR Development in a broader viewp

Learning gOrganisationen

promote thedevelopment ofdevelopment of

key skills

KEY SKILLSStrategic Business Driver

KEY SKILLS

Key Skills are Key Drivers for Growthy y

G h

Market / Customer (outisde)

Profitability

Growth

Customer

Organization (inside)New

Products &Innovation

ServiceQuality

CustomerSatisfaction

Loyalty

Leadership

Strategy InternalProcesses

Key skills are reflected by attitudes and

Attitude ofemployees

Behaviorof employees

Customer Relation

Careeropportunity

Key skills are reflected by attitudes and behavior of employees.

Strong key skills require satisfaction with:• leadership and teamwork

Performance/FeedbackC l

Teamwork

Empowerment

directleadership

leadership and teamwork• adaptable internal processes

• customer interaction• performance and feedback culture

• career opportunitiesCulture

Based on corellation analyzis of employee surveys, Human Resources Consulting, 2000forum! Modell zum Einfluss der Motivation auf den Unternehmenserfolg

career opportunities

Those ones need satisfaction with strategy, empowerment and innovation.

Key Skillsy• Drive business success by ensuring employability

now and in the futurenow and in the future• Must be set up and prioritized according to

organizations values, vision and mission• Are promoted by establishing an environment of a

Learning OrganizationA tl d d i th ti l• Are consequently adressed in the entire employeelife cycle„Hire for Attitude“ and „Train for Skills“

Key Skills and Strategyy gy• Strategy-oriented HR aims to develop key skills

systematically that are needed for mastering systematically that are needed for mastering strategic performance requirements

• Compare: Ryschka, J., Solga, M. & Mattenklott, A. (Hrsg.). (2005). Praxishandbuch Personalentwicklung. Instrumente, Konzepte, Beispiele. Wiesbaden: Gabler.

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]
