2d Strategy and supporting policies are communicated, implemented, and monitored

2d Strategy and supporting policies are2d Strategy and supporting policies are communicated, implemented and

http://www.flickr.com/photos/donsolo/3029452838/sizes/l/

monitored.

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-• Strategic Leadership• Process Leadership• Operational LeadershipDepartments

• Criteria 3• People Approaches

• Criteria 5

• Operational Leadership• Leadership of Change

• Criteria 2• Strategy focussed• Criteria 5

• HR Process Management• Criteria 4e

• Learning Organization

organizations• Process of

Strategy Mapping• Analysing HR Stakeholdersg g

• People, Places and Objects Approach

• Intercultural Management by Lixiu

• Understanding, identify and improve key skills as major sustainable internal performance driver

• Strategy Mapping according to Lixiu• Criteria 7

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

• Strategy Mapping according to Kaplan/Norton

• Deriving HR Strategy Map

• Criteria 1International Human Resources Management,

Dr. Jörg Klukas

2D STRATEGY AND SUPPORTING POLICIES A CO CA A ARE COMMUNICATED, IMPLEMENTED AND MONITORED.


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 gy pp g p , pand monitored.


The EFQM excellence model - StrategyQ gy

St t d ti li i i t d

In practice, excellent organizations

Strategy and supporting policies are communicated, implemented and monitored

p , g• Define the required outcomes and related performance indicators and establish targets

based on comparisons of their performance and the Mission and Vision

• Deploy strategy and supporting policies in a systematic manner to achieve the desired set of results balancing short and long tern objectives

APPROACHES

H C it lset of results, balancing short and long tern objectives

• Maintain and align an organizational structure and a framework of key processes to deliver their strategy in way that adds real value for their stakeholders, achieving the optimum balance of efficiency and effectiveness

Ali i di id l d bj i i h h i i i l d

Human CapitalScorecard

Management byObjectives (3c)

• Align individual and team objectives with the organizations strategic goals and ensure they are empowered to maximize their contribution

• Communication strategy and supporting policies with stakeholder ins an appropriate wax

j ( )

HR ManagementReview (5a)

• Set clear goals and objectives for innovations and refine their strategy in line with innovation achievements


HUMAN CAPITAL Operationalize Strategy

HUMAN CAPITAL SCORECARD


Strategy Mapping is the Bridge from Now to the Future.

Vision Target PositionYear XYear X

Strategy Map

Strategic Clarity and

Fina

ncia

lsC

usto

mer

/ M

arke

t Text

Text

Text

Text

Text

Text Text

Strategic Clarity and Communication

Pote

ntia

lsIn

tern

al

Proc

esse

s

Text

Text

Text TextText

Text Text Text

CurrentPosition

Mission/ValuesPosition Values

compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“


Taking the HR Customer Perspectiveg p

10

Example HR Strategy Map

From Strategy Map to BSCgy p

Strategy Map

als

Text

FinanceStrategicTarget

Indi--cators Targets Initiative

Fina

ncia

Cus

tom

er /

Mar

ket Text

Text Text

Text

Text Text

Customer-

ProcessesVision

andStrategicTarget

Indi-cators Targets Initiative

StrategicTarget


ntia

lsIn

tern

al

Proc

esse

s

Text

T t

Text TextText

T t T t T t

Potential-

Strategy

StrategicTarget


Pote

n Text Text Text Text



Setting up the BSC

Strategy Map Balanced Scorecard Action plan

g p

Wirtschaftlichkeit Umsatzwachstum Weniger Flugzeuge

Marktwert Umsatz/Sitz Mietkosten/Flugzeug

30% p.a. 20% p.a. 5% p.a.

FinancesProfit und

RONa

WenigerFlugzeuge

Umsatz-wachstum

Process: Production- and Logistic ManagementTopic: Turnaround in Ground Services Objectives Indicators Targets Initiative Budget

Mehr Kundenanziehen undbinden

Pünktliche Flüge Niedrigste Preise

SchnellerTurnaround im

Anzahl Stammkunden Anzahl Kunden FAA-Rating für

pünktliche Ankunft Kundenranking

Bodenzeit

70% 12% p.a. Platz 1

Platz 1

30 Minuten90%

CRM-System implementieren Qualitätsmanagement Kundenloyalitätsprogramm

Optimierung der Durchlaufzeit

$XXX $XXX $XXX

$XXX

Customer

Processes

Mehr Kundenanziehen und binden

NiedrigstePreise

PünktlicherService

Schneller Turnaround imBodenbereich

Die notwendigenFähigkeitenentwickeln

Unterstützungsystem entwickeln

Pünktlicher Abflug

Strategische Job-Bereitschaft

Verfügbarkeit desInformationssystems

90%

1. Jahr 1-70%,2. Jahr 3-90%,3. Jahr 5-100%

100% 100%

Optimierung der Durchlaufzeit

Training des Bodenpersonals Einführung eines Systems zur

Bodenpersonaleinsatzplanung Kommunikationsprogramm Aktienbeteiligungsplan für MA

$XXX

$XXX $XXX

$XXX $XXX

Processes

Potential

SchnellerTurnaround

Strategische SystemePersonaleinsatz

Strategischer JobFlugabfertiger

system. entwickeln Bodenpersonal an

Strategie ausrichten

Informationssystems Strat. Bewusstsein Anteil am Bodenpers.

100% 100%

Aktienbeteiligungsplan für MA Plan

$XXX $XXX

$XXXTotal Budget

Ausrichtung desBodenpersonals



Example for Target Setting and strategic initiatives

F1.1 EVATM

Strategic Objective Indicators

F1 Establish above average

F1.2 Free Cash Flow

F2Secure profitability in Project- and Service business

F2.1 EBITA

F1 value increase of TSI MMS

Strategic Initiatives

business

F3 Enter 100 Mio. € sales league F3.1 Sales

no direct initiative

Strategic Initiatives


Example for Target Setting and strategic initiatives

M4.1 Number Top Accounts

Strategic Objectives Indicators

M4.1 Number Top Accounts

M4.2 Customer Satisfaction of Top Accounts

M4.3 Customer Loyality Index

Extend top accounts in long-termM4

Strategic Initiative

Further development of Top-Account Management, including links to VIP S M t A h f TOP A t I t CLIM4 1 Survey, Management Approach of TOP Accounts, Improvement CLI: Responsible: CR, FS, MNE

M4.1


Align the organizationg g


Targets of our leaders support the targets of our employees.

Page 17

T-Systems Multimedia Solutions GmbH

Dr. Jörg Klukas

Example Target Agreement HR Employeep y

Individualziele für das Jahr 2007 Frau XX YYIndividualziele für das Jahr 2007 Frau XX YYHuman Resources Management

Ziel Erfolgsparameter Zielkorridor Gewicht

in %ZE

in %

1 Fragen der internen

Kundenbefragung

1. z1: Gesamtzufriedenheit zu HR

70% Vorjahreswerte

100% Zielwerte der HCSC 2007

in % in %

Frau XX YY steigert die operative Excellence von HR und baut die Business Partnerschaft mit den Produktivbereichen aus.

2. z2: Zufriedenheit mit HR Aktivitäten

3. z3: Zufriedenheit mit HR Information& Kommunikation

150% Zielwerte der HCSC 2007 –0,3

30

4. z4: Zufriedenheit mit HR Service Qualität


Example Target Agreement HR Employeep y

2 1. z1: Umsetzung Personalwachstum (Planerfüllung

70% z1=80%; z2 = 66%; z3 = 56%

Frau XX YY sorgt dafür, dass die Mitarbeiterkompetenzen der MMS gesichert und kontinuierlich strategieorientiert weiterentwickelt

Personalwachstum (Planerfüllung des überprüften Personalplanes)

2. z2: Human Capital Readiness Index (inkl. Schulung für Kundenangang, FK, Projektmanagement)

56%

100% z1=100%; z2 = 75%; z3 = 46%

150% z1>100%; z2 = 100%; z3 = 36%

25 strategieorientiert weiterentwickelt werden

Projektmanagement)

3. z3: 40-20-40 Abweichung

36%

3 Image als Arbeitgeber aus der 70% 0 1 (Vorjahreswert)3

Frau XX YY hat weiter konsequent die Wahrnehmung als guter Arbeitgeber im Sinne der Business Excellence Kultur

b t

Image als Arbeitgeber aus der Medienresonanzanalyse (Teilnahme am GreatPlaceToWork, BestPersAward, Artikel in Zeitschriften, Nennungen bei Benchmarks, …)

70% 0,1 (Vorjahreswert)

100% 0,5 (HCSC 2007 Zielwert)

150% 0,7 20

ausgebaut.


TARGET LOGICTARGET LOGIC


Structure and logic of our targets• Strategy Map defines

strategic goals

Structure and logic of our targets

• Balanced Scorecard sets the annual strategic targets

• PoMS defines process and process indicators for key

Period Where What A&R

3 yrs. Strategy Map Strategic Goals MR. Strategy Workshop EFQMprocess indicators for key

processes• Operational targets are

defined for daily activities

Workshop, EFQM SA, award application

1 yr. Balanced Scorecard

(BSC)

Strategic Targets MR, BU/Acc R,Offsite MeetingsEFQM SA, award

• Loose, local action & tight central review

• Close alignment of strategic

(BSC),

application

quarterly Process-oriented Management system (PoMS)

Process Indicators

MR, in preparation for BU/Acc R,EFQM SA, award applicationClose alignment of strategic

and process measurements• Adjustment to indicators in

line with adjustments to strategy breaks in trends

Ongoing Anywhere Operational targets

By leaders and people

strategy breaks in trends


MANAGEMENT REVIEW MANAGEMENT REVIEW AND CODE BOOK


HR Management Review (acc. to ISO 9000) balancesprioritiesp o t es

Suggestions forimprovements

Pool of Ideas for Changeand Improvement

improvements

Consolidation

HR Strategy MapHR

ManagementReview

Strategic Filter/

Mange operational Improvement

Actions

Manage Change:HR Strategic Initiatives

Review

HR Code Book

Prioritize

Monitoring International Human Resources Management,

Dr. Jörg Klukas

Actions

HR Process Indicators HCSC Indicators

Monitoring Deployment

23

Example Code BookpInputquellen

St t O Z täW tint. K d

Kunden-b f MA EFQ B t

ScoreMeeting-P t T

Inputquellen

St t O Z täW tint. K d

Kunden-b f MA EFQ B t

ScoreMeeting-P t T

ThemaStrategisch

Operativ

Zuständigkeit

Wertung

Kunden

befragung

MAB

EFQM

Bootstrap

-cards

Protokoll

Trends

Schulungsprogramm für Führungskräfte (N h h fö d )

ThemaStrategisch

Operativ

Zuständigkeit

Wertung

Kunden

befragung

MAB

EFQM

Bootstrap

-cards

Protokoll

Trends

(Nachwuchsförderung); Führungsduos, Kanditenpool- "Führungskräfte-Identifikations und E t i kl "Entwicklungsprogramm", Vertriebsaspekte 7x x x x x x xVirtualisierung / Flexibiliesierung von Arbeit (A b it t it t(Arbeitsvertrag, -zeit, -ort, -aufgaben) Integration von langfristigen externen Mitarbeitern 7 x x x x x x xK t d MA l


Kompetenz der MA als Anprechpartner für Kunden: bei Beratung/ Konzeption der Projekte; Softskills in Positionsprofile integrieren +

SUMMARY STRATEGYSUMMARY STRATEGYFOCUSED ORGANIZATION


Elements of a strategy-focusedorganization

1. Mobilize change through executive leadership

2. Translate Strategy into Operational Terms

g

Strategy-focusedO i i3. Align the

Organization to the Strategy

5. Govern to make strategy a continual process

Organization

process

4. Motivate to make Strategy everyone’s job

Vgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“

Elements of a strategy-focusedorganizationg

1. MOBILIZE CHANGE THROUGHEXECUTIVE LEADERSHIP

1.1 Top leadership committed

2. TRANSLATE STRATEGYTO OPERATIONAL TERMS

2.1 Strategy map developed 1.1 Top leadership committed1.2 Case for change clearly articulated1.3 Leadership team engaged1.4 Vision and strategy clarified1.5 New way of managing understood1.6 Program manager identified

2.1 Strategy map developed2.2 Balanced Scorecard created2.3 Targets established2.4 Initiatives rationalized2.5 Accountability assigned

Maturity level 5. GOVERN TO MAKE STRATEGYA CONTINUAL PROCESS

5 1 BSC ti t t bli h dAssessment3. ALIGN THE ORGANIZATIONTO THE STRATEGY

3.1 Corporate role defined3.2 Corporate –SBUs aligned3.3 SBU –support units aligned3 4 SBU t l t li d

5.1 BSC reporting system established5.2 Strategic review meetings conducted5.3 Planning, budgeting, and strategy

integrated5.4 HR and IT planning linked to strategy5 5 Process management linked to strategy3.4 SBU –external partners aligned

3.5 Board of directors aligned 4. MOTIVATE TOMAKE STRATEGYEVERYONE’S JOB

4.1 Strategic awareness created4.2 Personal goals aligned

5.5 Process management linked to strategy5.6 Knowledge sharing linked to strategy5.7 SMO established

best practice g g

4.3 Personal incentives aligned4.4 Competency development aligned

practicegood

oknot good

awful

Tools for strategy focussedorganizations

1. Mobilize change through executive leadership

2. Translate Strategy into Operational Terms

g

Strategy Maps Balanced Scorecard

Strategy-focusedO i i

Competency Management

Management Review

3. Align the Organization to the

Strategy

5. Govern to make strategy a continual

process

Organization

process Office of Strategic

ManagementActionPlan

Process-oriented

Management Total Reward

ApproachManagement by Objectives

4. Motivate to make Strategy everyone’s job

gSystem

ppby Objectives

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]


2d Strategy and supporting policies are communicated, implemented, and monitored

Business

efqm excellence

target agreement

supporting

target setting

mobilize change

2d strategy

translate

strategy