Information and Knowledge are managed to support effective decision making and to build the organization’s capability

4e Information and Knowledge are managed to support effective are managed to support effective decision making and to build the

http://www.flickr.com/photos/krischall/2089466950/sizes/z/

organization’s capability.

4E INFORMATION AND KNOWLEDGE ARE A AG O S O C MANAGED TO SUPPORT EFFECTIVE

DECISION MAKING AND TO BUILD THE ORGANIZATION’S CAPABILITY.

International Human Resources Management, Dr. Jörg Klukas 2

SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?


What we have learnt.• Overview of the EFQM

Model to be applied for HR-• Empowerment and Internal

CommunicationF db k (360°) d Departments

• Criteria 3• HR Planning

• Feedback (360°) and Motivation, Total Reward

• Criteria 5• HR Process Management

• HR Marketing, Recruiting, Integration

• Succession Planning• Employee Survey

HR Process Management, Process Indicators

• Process Improvement• HR Mangement Review acc. to

ISO• Employee Survey• Strategic Competency

Management and Blended LearningS t

ISO• Roles, Products & Services of

HR• Criteria 4eSystem

• Annual Employee Feedback Interviews and Target Appraisals

Criteria 4e• Manage Information and

knowledge as source for improvement, innovation and f t h

International Human Resources Management, Dr. Jörg Klukas

future change

4

The EFQM ModelThe EFQM Model –4e Information and Knowledge are managed to support effective decision making and to build thedecision making and to build the organization’s capability.


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


6

The EFQM excellence modelQ

Leadership

People

Strateg Processes

People Results

Customer Key Performance 4 P t hi & RLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 4. Partnership & Resources

a. Partners and suppliers are managed for sustainable benefit

b. Finances are managed to secure sustained success

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

d. Technology is managed to support the delivery of strategy

e. Information and knowledge are managed to support effective decision making and to build the organisation’s capability


7

The EFQM excellence model - ProcessesQ

4e Information and knowledge are managed to support effective d i i ki d t b ild th i ti ’ bilitIn practice, excellent organizations• Ensure that their leaders are provided with accurate and sufficient

decision making and to build the organisation’s capability

A hinformation to support them in effective and timely decision making, enabling them to effectively predict the future performance of the organization.

• Transform data into information and, where relevant, into knowledge that can be shared and effectively used.

Approaches

Learning Organization• Provide and monitor access to relevant information and knowledge for

their people and external users, while ensuring both security and the organization’s intellectual property is protected.

• Establish and manage networks to identify opportunities for innovation from signals within the internal and external environment.

Organization

People, Places and Objects

• Use innovation in a way that goes well beyond technical change and reveals new ways of offering value to customers, new ways of working and new ways of building on partnership, resources and competencies.

• Use data and information on the current performance and capabilities of

and ObjectsMethode

Process of Learningprocesses to identify opportunities for, and generate, innovation.


Knowledge Sharing8

ELEMENTS OF A ELEMENTS OF A LEARNING ORGANIZATIONORGANIZATION


Reasons for Learning Organizationsg g

EFQMISO 9001

Assessments

RiskDynamicTalent Scarcity Assessments

Talent ManagementBalanced Scorecard

Emerging MarketPrice CompetitionGlobal Operations


10

Elements of a Learning Organizationg g• Assess changing conditions• Clarify the vision• Focus & align the

organization

Strategic Management Processes

Strategic Learning

organization• Monitor progress

Customer/Partner • Customer strategiesh d li l Customer/Partner

Value Processes

Customer/Partner

Learning

that deliver value• Experience definition

(customer/partner)• Integrated channel experience• Monitor progress

Value Chain/Operational

Learning

• Capture learnings• Encourage best practices• Facilitate knowledge sharing,

collaboration

Core Business Processes(across value chain)

Individual/ Team

• Stimulate continuous improvement

• Define strategic competenciesC bilit / it


Team Learning

• Capability/capacity development

• Increase flexibility and apply learning/insights

• Enhance and reward effectiveness

Competency/ Performance Development Processes

11


organization


Strategic Learning



Value Processes

Customer/Partner

Learning




Learning


collaboration


Individual/ Team




Team Learning





12

Aspects of Strategic Learning, Alignment of Leadershipg p

T d / S i

Strategic Frame Competition ArenaWithin the competition arena, the trends, markets, customers, branches of business, k f t d tit l d

Ma

Trends / Scenario

ies MVision/Target

PositionStrategic

key factors and competitors are analyzed

Within the strategic frame, essential rkets / Cu/ C

ompa

ni

ission / Vass

Mod

el

PositionSt ateg cTargets

Stra

tegi

cni

tiat

ives

Indicators

OperativeCore

decisions for the implemented business model are made

ustomer

mpe

tito

rs / alues

Bus

ines

Current Position

S I

Current andTargets values

By implementation of strategy the operative core will be controlled, e.g.

with support of the Balanced Scorecard

Com

Sector / Key Success Factors

Current Position

Controlling System

Within the operative core, the value-added is achieved through usage of resources, processes and products


Controlling System (Balanced Scorecard)

13


organization


Strategic Learning



Value Processes

Customer/Partner

Learning




Learning


collaboration


Learning

Individual/ Team




Team Learning





14

Aspects of Customer/Partner Learningg

Th t i t b ildi d i t i i l t i / i l ti hiThe customer is a partner building and maintaining long-term, win/win relationships

The customer is a co-designer developing services together with the customer

The customer informs surveying the customer`s opinion

The customer is considered taking on the customer`s perspective

The customer is a receiver producing an selling products and services

Source: IAO Study, 2003

How does the company see the customer? What are the company`s tasks?


15


organization


Strategic Learning



Value Processes

Customer/Partner

Learning




L i


collaboration


Learning

Individual/ Team




Team Learning





16

Aspects of Operational Learning based on customer and employee survey.p y y

L d hi P

1. Strategy and Planning

2. Operative Leadership 3. Business Excellence Steering

Core Performance Processes

Leadership Processes

MARK

CUSTO

CUSTO

MARK

4. Acquisi-tion and

7. Know-ledge

Sharing

5. Produce and Deliver Products

KET

OMER

OMER

KET

CRM

6. Manage Projects and Services

gand

Learning

Enabling Processes

8. Human Resources 9. Procurement 10. Finance

Management and 11. Infrastructure


Management ManagementManagement and

Controlling Management

17

Tools for Operational Learningp g

Approach Indicators Management-Review

Process Maturity (PCMM)

BSC

Process Indicators

AssessmentProcess Maturity (PCMM)

Management Maturity (EFQM) Evaluation of

Management System Process Performance Assessment results

Strategic Initiatives

Process Indicators Target achievements of BSC Business Objectives

Review Customer Feedback State of current

Improvement andCorrection measuresS t i t

Quality Objectives

Budget Owner of

InitativeSurvey Employee Satisfaction

Customer Satisfaction Image

Set up improvementmeasurements

- Initative


18

Benchlearning for Operational Learningg

BenchlearningBenchlearning Additional:Continuous Learning

and Team building

BenchmarkingAdditional:

Understand "Why?" and How?"

(Development ofskills and organization)

Benchmarking Network

BenchmarksComparisons

and „How?

(Development ofOrganization)

B P i R

e c a g et oand Teams

Benchmarking Projects Site Visits within MMS

and other organizationsComparisons Best Practice Reports

Studies (participate/read)

Indicators

Focus on Results Focus on Enabler Focus on Learning


Focus on Results Focus on Enabler Focus on Learning

19


organization


Strategic Learning



Value Processes

Customer/Partner

Learning




Learning


collaboration


Individual/




Team Learning • Capability/capacity development




20

Aspects of Individual and Team Learning (Blended Learning System)g ( g y )


21

ORGANIZING A LEARNING ORGANZATIONS ACC. TO. PEOPLE, PLACES OBJECTSPLACES, OBJECTS


People, Places, Objectsp , , j• Managing a Learning Organizations means

• Manage people as interest groups competence center Manage people as interest groups, competence center, etc., who are involved in learning of a particular topic

• Manage places, where people can share knowledge and network in order to know who I can asknetwork in order to know who I can ask

• Manage objects as the elements to be stored, shared, improved, modified,…

people

places objects


23





people

places objects


24

Manage people, development, careersg p p , p ,


25





people

places objects


26

Manage places, groups, communitiesg p , g p ,

learning learning

Project A Project BCustomerCustomer

ShareStore Network

RegularTeam

Meetingsand

InternalStorage

Internaland

externaland Workshops

and Reviews

gPlatformsDatabases

Competence Center and

Interest Groups

Knowledge Sharing Forums

Project C Project DCustomer Customer


learning learning27





people

places objects


28

Manage Objects, Topics, Trends

Strategic

Compentency

InformationenStrategic Learning

Customer/P

p y

ImpulseValue Chain/

PartnerLearning

Methodes

Feedback OperationalLearning

Individual/ Team

Learning


29

PROCESS OF LEARNING PROCESS OF LEARNING AND KNOWLEDGESHARINGSHARING


Learning Management – a Processg g

L d hi P

1. Strategy and Planning

2. Operative Leadership 3. Business Excellence Steering

Core Performance Processes

Leadership Processes

MARK

CUSTO

CUSTO

MARK

4. Acquisi-tion and

7. Know-ledge

Sharing

5. Produce and Deliver Products

KET

OMER

OMER

KET

CRM

6. Manage Projects and Services

gand

Learning

Enabling Processes

8. Human Resources 9. Procurement 10. Finance

Management and 11. Infrastructure


Management ManagementManagement and

Controlling Management

31

Learning Management – a Processg g

Objective: Embedded new learning formats in all processes

1. Detect and Analyze Potentials for Learning2. Identification/Definition of Learning Formats3. Establish Learning Tools and Methods4. Integration within key processes5. Definition of indicators6 Review

W&L6. Review


32

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]
