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Projects that create the future:
HR strategies within
project-oriented organisations
Prof Dr Martina Huemann
WU Vienna
2
Overview
Projects & project oriented organisations
Project personnel
Model: Project oriented HRM
o Context
o Strategy & goals
o Processes, roles, organisation & infrastructure
Further ideas & cases
2
Projects &
project-oriented organisation
Project-oriented organisation
Gareis 1990
Project-oriented
organisation
Strategy: Management by Projects
Culture: Project-oriented culture
Structure: Temporary and permanent organizations
Adequate organisations for different process types
Process characteristic Attribute
Frequency Often Once Once
Scope Small-medium Medium-large Large
Importance Low Medium-high High
Duration Short Short-medium Medium-long
Resources Few Some Many
Costs Low-medium Medium-high High
Number of organisations Few Several-many Many
Gareis 2005
Type of organisation Permanentorganisation
Project Program
Organisation chart of the project-oriented organisation
Gareis 2005
Management Board
Business Unit A
Business Unit B
Services
Depart-ment
Depart-ment
Depart-ment
Depart-ment
HRM
…
ExpertPool 1
ExpertPool 2
ExpertPool 3
ExpertPool 4
PM Office
Projects Programmes
Projects Programmes
Projects Programmes
Project portfolio Group
….and in the middle the personnel
12
Specifics
Result-orientation
Novelty
Multi-role
Fragmented careers
Model: Project-oriented HRM
Model: Project-oriented HRM
Project
Strategy,
Structures,
Culture
Social
(external)
Social
(internal)
Future
History
Social
Project-oriented HRM
Huemann 2015
HRM Context
16
Project-oriented HRM: Context
Content-related context
o Based on the strategy “Management by Project”, the project-oriented organization has specific structures and shapes a specific culture.
o Different projects are carried out in the project-oriented organization.
Social context
o Additional internal and external stakeholders are of relevance for the HRM system.
Time-related context
o The history and the future expectations regarding the importance of projects are of relevance for the HRM system.
HRM Strategies & Goals
18
HRM Strategies and Goals
HRM strategies
o The HRM system actively supports and is shaped by project-orientation
o The HRM system uses Managing by Projects as organizational strategy
HRM goals
o The HRM system understands the challenges projects bring to the project personnel and ensures employee wellbeing to raise HR related potential
o Balancing short term and long term orientation
HRM processes, roles, organisation
& infrastructure
Aligning project and line HRM
Recruiting
Developing
Appraising
Rewarding
Releasing
Assigning
Developing
Appraising
Rewarding
Dispersing
HRM in the permanent
organisation
Project HRM
21
HRM Processes, Infrastructure and Organization
HRM processes
o Project HRM processes are assigning, developing, appraising, rewarding and dispersing project personnel.
o Specific adoptions in the HRM processes in the permanent organization ensure relations to project HRM processes.
o Project HRM and HRM processes in the permanent organization are mutually aligned to support each other.
HRM roles and organization
o The HRM roles are spread out in the project-oriented organization, which leads to a more networked HRM
HRM infrastructure
o Specific adoptions in the HRM infrastructure support project-orientation.
Further ideas and cases
25
Prof. Dr. Martina Huemann
Professor at the WU Vienna University of Economics and Business
Head Project Management Group
Academic Director of the Professional MBA Program: Project Management.
Co-founder and manager of enable2change
0043/ 1 / 31336 5532
