People communicate effectively throughout the organisation

3d People communicate effectively

http://www.flickr.com/photos/criterion/3417811375/sizes/z/

throughout the organization

3D PEOPLE COMMUNICATE EFFECTIVELY THROUGHOUT THE ORGANIZATION

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-

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 Learning System• Annual Employee TalksAnnual Employee Talks

• Sub-Criteria 3c• Target Management Appraisal• Empowerment Motivation• Empowerment, Motivation


The EFQM Model –3D People communicate effectively3D People communicate effectively throughout the organisation


The EFQM excellence model - PeopleQ p

3d P l i t ff ti l th h t th i ti

In practice, excellent organizations:

U d t d th i ti d d t ti f

3d People communicate effectively throughout the organisation

APPROACHES• Understand the communication needs and expectations of

their people

• Develop communications strategy, policies, plans and channels based on communications needs and expectations.

InternalCommunication

• Communicate a clear direction and strategic focus ensuring their people understand the organization's Mission, Vision, Values and objectives.

E th t th i l d t d d d t t th i Leader with

Feedback, 360°

• Ensure that their people understand and can demonstrate their contribution to the organist ion's on going success.

• Enable and encourage the sharing of information, knowledge and best practices, achieving a dialogue h h h i i

Leader with employee (1d)Knowledgethroughout the organization.

International Human Resources Management, Dr. Jörg Klukas

Knowledge sharing (4e)

6

INTERNAL INTERNAL COMMUNICATION


No one knows everything, but everybody knows something

Th ld i t bi thThe world is not bigger than the window you open.


What employee want? A typical example of Survey Studiesyp p y1. New professional challenges2 Development opportunities2. Development opportunities3. Pleasant working environment4. Salary4. Salary

Source: Drake Beam Morin, Internationale Befragung 2002

Information & Communication

Work environment

High correlation with overall satisfaction:• Leadership• Information / Communication

OverallUnderstandingStrategy &

Link to Job

Leadership

e o e

Development

Information / Communication• Understanding and Linking Strategy to Job

The closer two areas, the stronger the correlationthe stronger the correlation.


IT Survey Group* world wide (ITSG, 1/2). Single questions of ITSG, 2005.

* Companies in the IT industry: Accenture, Agilent Technologies, Cisco Systems, Dell, EDS, EMC2, HP, IBM, Intel, Intuit, Microsoft, SAP, Siemens, Sun Microsystems, Symantec, T-Systems, Unisys, Xerox.

S g e quest o s o SG, 005.

62

72

F13: i am conveniently involved in relevant decisions

F12: can provide information for my tasks

ship

ship

Cisco, SAPCisco, SAP

Dell, SUNDell, SUN

70

75

F34: working atmostphere allows different PoVs

F33: the team discusses in a openand honest way

t and

Lead

ers

t and

Lead

ers

Microsoft, T-SystemsMicrosoft, T-Systems

Dell, XeroxDell, Xerox

Cisco EMCCisco EMC

62

80

79

F44: direct superior (1st line) is reachable

F35: cooperation with other teams to reach company goals

k En

viro

nmen

tk

Envi

ronm

ent Cisco, EMCCisco, EMC

EMC, SAPEMC, SAP

Dell, T-SystemsDell, T-Systems

66

59

F47 : Evaluation of accomplishments is ob io s

F28: Receiving feedback for accomplishments regulary

F45: 1st line sup. acknowledges accomplishments

Wor

kW

ork



0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

is obvious

Yes% ITSG 2005Yes% + PP% ITSG 2005 ## Top 2 companies

International Human Resources Management,

Dr. Jörg Klukas10

Worldwide IT Survey Group (ITSG, 2 / 2). Single issues ITSG, 2005.

* Companies in the IT industry: Accenture, Agilent Technologies, Cisco Systems, Dell, EDS, EMC2, HP, IBM, Intel, Intuit, Microsoft, SAP, Siemens, Sun Microsystems, Symantec, T-Systems, Unisys, Xerox.

S g e ssues SG, 005.

63

71

F27: could develop my skills in last year

F26: know, which skills I need in future

Stud

ySt

udy Dell, XeroxDell, Xerox

Cisco, DellCisco, Dell

74

54

78

F57 i l ki f i f

F54 process allows completion of requirements

F18 the team knows customer needs

er p

rodu

ctiv

ityer

pro

duct

ivity

Accenture, SUNAccenture, SUN

Accenture, XeroxAccenture, Xerox

D ll XD ll X

2547

53

74

F63 I know long term strategy of

F62 surveys results are used for improvements in team

F57 team is looking for options for increasing productivity

Cus

tom

eC

usto

me

Dell, IntuitDell, Intuit

HP, SunHP, Sun


3250

71

F66 EC from TS Allows strategic i t ti

F65 I see clear connections between work and company goals

F63 I know long term strategy of my company

Stra

tegy

Stra

tegy

,,

Dell, MicrosoftDell, Microsoft

Accenture, IBMAccenture, IBM

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

orientation

Yes% ITSG 2005Yes% + PP% ITSG 2005## Top 2 companiesInternational Human Resources

Management, Dr. Jörg Klukas

11

HR-driven internal CommunicationFirst Day Procedures

to introduce to all departments

Communication in Teams within projects/ServicesDebriefings after projects/servicesLearning in Teams (we-learning)Employee Feedback Talksdepartments

Welcome Day to get to know the strategyAppraisal/Target

Interview

Employee Feedback Talks,360° Feedback for Key PlayersEmployee Survey

Integrate & Align

Develop & BindPlacement

Integrate & AlignEmplacement

Set free & SupportOutplacementPlan & Find

Last Work Day ProceduresOutplacement

CommunicationCertification

HR Marketing with internal and external communication

Outplacement

Re-integrate & Keep upReplacement

Preplacement

Certification communicationCommunication

with applicantsCommunication to Transfer, ShiftingCommunication for Job RotationCommunication about Succession

PlanningCommunication of Re-Organization


Communication of Re OrganizationAlumni Management

12

Common Barriers to CommunicationApparent ”cause” Practical example: a more complex explanation?

Physiological Message in an internal report not received due to blindness, but why was the message not encoded in a suitable format?

Psychological Message from external stakeholder ignored due to groupthink (Janis,1982); but why has this been allowed to develop in the organization?

Cultural Message from organization misinterpreted by members of a particular cultural group; but why was organization unaware of cultural diversity?

Political Message from internal stakeholder not sent because individual is marginalized; but why is the organization not encouraging a more open climate?

Technological Message not delivered due to technical failure; but why was the failure allowed to develop and why are there no back up system

Physical Message cannot be heard and visual aids cannot be seen by some members of the audience; but why is the presenter not aware of responsive to this?


Dimensions of Communication• top-down and/or bottom up• horizontally and/or in peer groups• horizontally and/or in peer groups• internally and/or externally

• visual and/or auditory,…• explicit and/or implicit

• senders and receiver• information and/or question and/or direction,…

t t t • one to one, one to group, group to group,…International Human Resources Management,

Dr. Jörg Klukas 14

Quality of Communication = Quality of RelationshipQ y p• Everything is communication – you cannot avoid

communication

• Each word releases positive and negative emotions• Quality of communication = Quality of delivered emotionsQuality of communication = Quality of delivered emotions

• Competency of communication = provide positive emotionsC i i fill h l i • Communications fills the personal emotion account positively or negatively; the sum represents the overall sympathy or antipathy

• Degree of sympathy directly depends on effective communication


Basics of Emotions

Avoid Negative Emotions Achieve Positive EmotionsAvoid Negative Emotions Achieve Positive Emotions

PowerC t lLack of power

Los of control

ControlInfluenceFreedom

Self-determination

Contempt RecognitionAppreciationDepreciation

Ignorance

AppreciationStatusImage


4 Ear Model of Information• Sender talks = about me, about you, about us, about it• Receiver filters = about you, about me, about us, about itReceiver filters about you, about me, about us, about it

Source: Schulz von Thun, 1995, S.30


Effective Communication

+Facts +Self-Revelation +Relation +Appeal = Feedbackpp

+Self-Revelation +Relation +Appeal = Drive crazy

+Facts +Relation +Appeal = Blame

+Facts +Self-Revelation +Appeal = no Future

+Facts +Self-Revelation +Relation = Self-Praise/ Torment



GENERAL 5 STEPSGENERAL 5 STEPSFEEDBACK


Effective CommunicationThe 5 Steps Feedback1.Step Observations

Precise actions, which I can observe and which have an impact of my good mood(What I listen, what the others say, what I see, what the others do. )I've heard, that you said…I perceive that…p

2.Step Impact

Reachable, precise implications, how it affects me, which consequences involved (which inducement, interference, disruption I feel)It have following implications on meIt have following implications on me…It interferes with me in ….

3.Step Feeling

My feeling connected with what I observe(I feel hurt, frightened, irritated, happy…)That hurt me…That’s make me pass out, I feel devalued…


Constructive CommunicationThe 5 Steps Feedback4.Step Requirements

My value, my concerns, my wishes, which rise my mood(Which value, concerns and wishes stay behind the feeling…)It’s important for me, that…I need…

5.Step RequestThe concrete actions, which I request(What should the others do, so that I and we can again have good felling…)My request isMy request is…I wish…Please let us think about what we can do…


360° FEEDBACK FOR360 FEEDBACK FORLEADERS AND KEY PLAYERSPLAYERS


Objectives 360° Feedbackj

Source: Coaching for result, 2010


Source: Coaching for result, 2010

24

Key Principles of 360° Feedback.y p• Evaluation of executive staff and key players• Receiver of the analysis is the assessed person360 ° Online Feedback

• Usually mirrored with self-evaluation• Subjective assessment of the actual situation in relation

to the behavior

Colleges Customers

Feedback R i

• through structured questionnaires• anonymous Assessment/Review• Analysis and interpretation through third partyLeaders

Receiver

Employees

• Formulation of development plan/measure catalogue only through feedback recipients or together with a consultant

• Development of conclusions in collaborative workshops with feedback provider

• Using experiences from feedback meetings, to conclude and implement individual or structural organizational and HR measures

• Follow-ups for controlling and strategy adjustments


360° Feedback – a processp

Initiative Plan Development Implementation

• Initiation• Marketing of ideas• Marketing of benchmarksMarketing of benchmarks• Causing productive trouble• Acquiring of supporters• Fundamental decision of the top management• Approval and integration of staff associationApproval and integration of staff association• Determine responsible person



PlanInitiative Development Implementation

• Define goals• Create project team• Collect, investigate, select, adjust, redesign processesCollect, investigate, select, adjust, redesign processes• Creation/Examination of a competence model• Define dimensions and items• Carry out pilot project and review/debrief• Inform the involved and motivate for participationInform the involved and motivate for participation• Organization of the modus proceedings

• online, offline• who? Feedback provider, - recipient, - manager



DevelopmentPlanInitiative Implementation

• Informing about the implementation, execution• Distribution (print, e-mail)• Monitoring of response rate and follow-up actionsMonitoring of response rate and follow up actions• Evaluation and illustration of results• Report results to feedback provider and recipients• Analysis of results: individual, with consultant, workshop• Publishing of resultsPublishing of results

• Intranet• Newsletter• Employees• meetingmeeting



Plan Development ImplementationInitiative

• Coaching/workshop for development planning• Deciding on measures• Supporting and implementation of stepsSupporting and implementation of steps• Checking implementation• Debriefing

• follow-ups for next cyclefollow ups for next cycle


Example 360° Feedback Elementsp

Source: Schulz von Thun 1995


Source: Schulz von Thun, 1995

30

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]


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People communicate effectively throughout the organisation