1b Leaders define, monitor, review and drive the improvement review and drive the improvement of the organization’s management
http://www.flickr.com/photos/dronir/3637162478/sizes/l/
performance
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
• Tasks/Roles of LeadersDepartments
• Criteria 3• People Approaches
• Criteria 5
• Various Theories, Types, Traits about Leadership
• Criteria 5• HR Process Management
• Criteria 4e• Learning Organizationg g• People, Places and Objects
Approach• Intercultural Management by
LixiuLixiu• Criteria 7
• People’s Perception measures• People’s Performance Indicators
International Human Resources Management, Wassili Lasarov, Dr. Jörg Klukas
1B LEADERS DEFINE, MONITOR, REVIEW A O O AND DRIVE THE IMPROVEMENT OF THE ORGANIZATION’S MANAGEMENT PERFORMANCE
International Human Resources Management, Dr. Jörg Klukas 4
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
International Human Resources Management, Dr. Jörg Klukas 5
The EFQM excellence modelQ
Leadership
People
Strateg Processes
People Results
Customer Key Performance 1 L d hiLeadership Strategy
Partnership& Resources
Processes Results
Society Results
PerformanceResults 1. Leadership
a. Leaders develop the Mission, Vision, Values and ethics and act as role model
b. Leaders define, monitor, review and drive the improvement of the organization’s management system and performance
c. Leaders engage with external stakeholders
d Leaders reinforce a culture of excellence with the organization’s peopled. Leaders reinforce a culture of excellence with the organization s people
e. Leaders ensure that the organization is flexible, and managers change effectively
International Human Resources Management, Dr. Jörg Klukas 6
The EFQM excellence model - LeadershipQ p
Leaders define monitor review and drive the improvement of the organization’s
In practice, excellent organizations U b l d t f lt t i th i idi i f l d
Leaders define, monitor, review and drive the improvement of the organization’s management system and performance
APPROACHES• Use a balanced set of results to review their progress, providing a view of long- and
short-term priorities for the key stakeholders, with clearly defined “cause and effect” relationships.
• Develop and improve the organization’s management system, including evaluating the set of results in order to improve future performance and provide sustainable
Process Coordinator, Process Owner
Process Managerp p pbenefits to stakeholders.
• Base decisions on factually reliable information and use all available knowledge to interpret current and predicted performance of the relevant processes.
• Are transparent and accountable to stakeholders and society at large for their
Process Manager
Leader of Improvement Team
• Are transparent and accountable to stakeholders and society at large for their performance and actively support the desire to go beyond regulatory compliance.
• Deliver high levels of stakeholders confidence by ensuring risks are identified and appropriately managed across their processes.
U d t d d d l th d l i biliti f th i ti
Regular BSC Review
Assessor / Auditor• Understand and develop the underlying capabilities of the organization.
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Assessor / Auditor (e.g. EFQM)
PROCESS TASKS AND PROCESS TASKS AND INFLUENCERS
International Human Resources Management, Dr. Jörg Klukas
4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal. Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.
OperationalLeadership 1c/d
Strategic Leadership 1a
people
ss
ship
• Process Coordinator, Process OwnerProcess Manager
p e • Member of Management Review
VisionaryVisionaryEnablerEnabler
Proc
esLe
ader
s1b
g• Leader of Improvement Team• Assessor / Auditor (EFQM, Bootstrap/SPICE)
Lead
ersh
iof
Cha
nge
1e
g• Responsible for Strategic Initiatives• Manger of Innovations; Member of Disruptive
Innovation Decision Teams; Leader/Member of Focus Innovations
experiences
Role ModelRole Model
• Leading employees• Account Manager• Partner Manager• Responsible for Cultural Activities,
Educational Institutions,Governmental Relationships
• Set challenging goals, create belief and commitment to these goals, involving people at all company levels, stick with the challenging goals, focus on it and execute
• by Offsites, Management Meetings,
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BU/Account Reviews, Strategy Mapping, BSC
Ways to influencey
Leader
Leading by structure and systems
Leading by vision, corporate values and HR
policy
Processes, Objectives and Rewards
Vision, corporate culture, shared values and norms
Go ernance b Governance by
Direct Influence
Follower
Governance by objectives, rules and
rewards
Governance by sozialization
Self-Governance byExtra-organizational
socializations or teams
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socializations or teams
PROCESS ROLESPROCESS ROLES
International Human Resources Management, Dr. Jörg Klukas
Example -Process Owners by Top Managementg
1. Strategy and Planning
2. Operative Leadership 3. Business Excellence SteeringCEOCEO CEOCEO QMQM
Core Performance Processes
Leadership Processes
5 ProjectsHead of SalesHead of Sales CEOCEO
MAR
CUST
CUST
MAR
4. Acquisition
7. Knowledge
5. Projects
5 3 Test Services
5.2 Software Solution Development
5.1 Consulting
COOCOOBULBUL
BULBUL
BULBULRKET
TOMER
TOMER
RKET
Acquisition and
CRM 6. Services
Sharing and
Learning
5.3 Test Services
6.1 Agency Services
6.2 Support Services
COOCOO
BULBUL
BULBUL
BULBUL
Enabling Processes
10. Finance
6.2 Support Services
Head of HRHead of HR CFOCFO CFOCFO Head of internal ITHead of internal IT
UU
International Human Resources Management, Dr. Jörg Klukas
8. Human Resources Management
9. Procurement Management
10. Finance Management and
Controlling11. Infrastructure
Management
12
How leaders check the systemy
…monitor areas of risks/success
…analyze based on relevant segmentations
for interest groups
Performance Indicators…
…check whether operational process
objectives are achieved
…predict whether strategic targets can be
achieved(Balanced Scorecard)(Balanced Scorecard)
International Human Resources Management, Dr. Jörg Klukas 13
Process Roles• Process Owner
• owns the process, sub-processes, procedures and all belongings of the process (forms, checklists, templates,…)
• (re-)designs the process, sub-processes, procedures and all belongings of the process, if it is necessary
• assures fulfillment of strategy by its processDis
cuss
nova
te
assures fulfillment of strategy by its process• Process Manager
• Measures and analyzes the process, sub-processes, procedures and all belongings according to:
n, M
easu
re,
mpr
ove,
Inn
• fulfillment of strategy (e.g. linkage to a BSC)• good-in-class performance
• peers (prüfend blicken) the process owner and its processes,…; is not employed with the process owner
Des
ign
Re-
Des
ign,
I
p y p• suggests necessity of improvements
• Process Community• generate, elaborate and share knowledge and best-practices for
i i iimprovements an process innovations
International Human Resources Management, Dr. Jörg Klukas 14
EFQM ASSESSMENTS BY EFQM ASSESSMENTS BY LEADERS
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Objectives of EFQM Assessment by Leaders• Type “Internal Self-Assessment”
• Understanding the current state of organizational Understanding the current state of organizational development
• Reach consensus between all top managers about strength/weaknesses of the approachesstrength/weaknesses of the approaches
• Agree important improvement/change measures regarding organizational approaches
• Type “External Assessment”• Help other organizations to understand their
organizational development• Apply and learn the EFQM Model and RADAR method• Benchlearning during external EFQM Assessment; Benchlearning during external EFQM Assessment;
Learn new ApproachesInternational Human Resources Management, Dr. Jörg
Klukas 16
Leadership Responsiblityp p y
Enablers Results
People HR HR
Leadership
People
Policy andStrategy Processes
People Results
CustomerResults
KeyPerformance
CEOHR QM
CSO
HR COO
QMp Strategy
Partnerships& Resources
Processes Results
SocietyResults
ResultsCOO
CEO
QCSO
Innovation and LearningCFO, BUL CEO
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Leaders as EFQM Criteria OwnersInternal Self-AssessmentDuring the year:• Assignment of Leaders to criteria as criteria owners• Leader review and describe the current approaches according to
RADAR for their criteria• Gather documentations and evidences through the organization
and check the results (Reasonable?, targets achieved? Benchmarks?)
• Perform Benchmarking, Benchlearning ActivitiesId tif i t / h • Identify improvements/change measures
2 Days Self-Assessment Workshop (Consensus Meeting)P t th lt t th t t t• Presents the results to the top management team
• Top Management Team scores according to RADAR and reach consensus
• Prioritize top improvement/change measures for all criteria• Prioritize top improvement/change measures for all criteria
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REGULAR BSC, REGULAR BSC, OBJECTIVE REVIEWS.
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Walk the Talk - Example.Regular BSC and Objective Reviews.
Unit Rounds(monthly management meeting)
g j
Top Management Rounds(fortnightly management meeting)
Executive RoundsRev
iew
(weekly management meeting)
Chief Executive Officer and Chief Operating Officers
Chi fAcco
unt R
uarte
ryl)
Chief Financial Officer
Chief Human Resources
Officer
Chief SalesOfficer
tes,
BU
/A (qu
All Leaders of a Project Field Workers Council
Quality ManagerAll Leaders of a Business Unit
Offs
it
All Leaders of a Project Field Workers Council
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Terminplan 2006
Management Calendar – Linking Operational and Strategic RADAR (P)review.BU/Account Review – Review Team (Unit Leader, HR, BE, Sales, Finance) and BUL and its PFM.
Januar Februar März April Mai Juni Juli August September Oktober November Dezember1 Account-R. Self-Assess. Maifeiertag Unit-Runde 12 BU-Review 23 EGL-Runde EGL-Runde Tag d. Dt. Einh. 34 Unit-Runde Unit-Runde BR / GF-Runde 45 Pfingsten 56 EGL-Runde EGL-Runde EGL-Runde BR / GF-Runde 67 Unit-Runde Unit-Runde Unit-Runde 6.-8.11. EFQM- 78 EGL-Runde Forum Budapest 89 EGL-Runde Unit-Runde BR / GF-Runde 9
10 Unit-Runde 1011 BR / GF-Runde 1112 Sit Vi it 1212 Site-Visit 1213 Jahres-Kickoff Site-Visit Account-R. 1314 Karfreitag Site-Visit BR / GF-Runde BU-Review 1415 Offsite-Meeting Site-Visit 1516 Offsite-Meeting Site-Visit 1617 Ostermontag Offsite-Meeting BR / GF-Runde 1718 Offsite Meeting EGL Runde 1818 Offsite-Meeting EGL-Runde 1819 BR / GF-Runde Account-R. Unit-Runde 1920 BR / GF-Runde BR / GF-Runde SMTM *) BU-Review Offsite-Meeting EGL-Runde 2021 incl.Manag.-Rev. Unit-Runde 2122 BR / GF-Runde Buß- u. Bettag 2223 BR / GF-Runde EGL-Runde 2324 BR / GF-Runde Unit-Runde 2424 BR / GF Runde Unit Runde 2425 Himmelfahrt EGL-Runde 1. Weihnachtsf. 2526 Account-R. Unit-Runde 2. Weihnachtsf. 2627 BU-Review 2728 Self-Assess. EGL-Runde Offsite-Meeting 2829 Unit-Runde Offsite-Meeting 2930 30
Page 21Effective Leadership.
07.02.2006
31 EGL-Runde Reformationst. 31
EGL-Runde CEO (Lead), COO, L US, L CM, L BE/HR, QMB, Stab BR Talk SMTM *) = Senior-Management-Team-MeetingGF-Runde EGL + BUL Acc./BU Review EGL + BUL + CRM, BE, HR, FinanceUnit Runde Unit Leader, BUL, PFM (all locations) EEA/LEP Ass. All Leaders, EFQM AssessorsOffsite Meeting All Leaders Jahres-Kickoff All employees from all locations
CEO, COO, L BE/HR and Workers Council
OTHER TOOLS FOR OTHER TOOLS FOR PROCESS/ IMPROVEMENT LEADERSLEADERS
International Human Resources Management, Dr. Jörg Klukas
Tools for Improvementsp
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
International Human Resources Management, Dr. Jörg Klukas 23
Management Review (acc. to ISO 9000)
Suggestions forimprovements
Pool of Ideas for Changeand Improvement
improvements
Consolidation
Strategy MapManagement
ReviewStrategic Filter/
Mange operational Improvement
Actions
Manage Change:Strategic Initiatives
Code Book
Prioritize
Monitoring International Human Resources Management,
Dr. Jörg Klukas
Actions
Process Indicators BSC Indicators
Monitoring Deployment
24
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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