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"EFQM 3b People’s knowledge and capabilities are developed" introduces concepts for Strategic Competency Management, Blended Learning System, Annual Employee Feedback Talks
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3b People’s knowledge and
http://www.flickr.com/photos/yos/1214842907/sizes/z/
capabilities are developed
3B PEOPLE’S KNOWLEDGE AND CAPABILITIES ARE DEVELOPED
International Human Resources Management, Dr. Jörg Klukas 2
SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?
International Human Resources Management, Dr. Jörg Klukas 3
What we have learnt.• Overview of the EFQM Model to be applied for
HR-DepartmentsHR-Departments• Sub-Criteria 3a
• HR Planning• HR Marketing, Recruiting, Integration• Succession Planning• Employee SurveyEmployee Survey
International Human Resources Management, Dr. Jörg Klukas 4
The EFQM Model –3b People’s knowledge and3b People s knowledge and capabilities are developed
International Human Resources Management, Dr. Jörg Klukas 5
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 6
The EFQM excellence modelQ
Leadership
People
Strateg Processes
People Results
Customer Key Performance 3 P lLeadership Strategy
Partnership& Resources
Processes Results
Society Results
PerformanceResults 3. People
a. People plans support the organization’s strategy
b. People’s knowledge and capabilities are developed
c People are aligned involved and empoweredc. People are aligned, involved and empowered
d. People communicate effectively throughout the organization
e. People are rewarded, recognised and cared for
International Human Resources Management, Dr. Jörg Klukas 7
The EFQM excellence model - PeopleQ p
P l ’ k l d d biliti d l d
In practice, excellent organizations
People’s knowledge and capabilities are developed
APPROACHES• Understand the skills and competencies required to achieve
the Mission, Vision and strategic goals
• Ensure training and development plans help people match the skills and future capabilities needs of the organization
Strategic CompetencyManagement
• Ensure their people have the necessary tools, competencies, information and empowerment to be able to maximise their contribution
Ali i di id l d bj i i h h
Blended LearningSystem
Target Management• Align individual and team objectives with the organization’s targets, reviewing and updating them in a timely manner
• Appraise and help people improve their performance to
Target Management(3c)
Annual EmployeeT lkimprove and maintain their mobility and employability
International Human Resources Management, Dr. Jörg Klukas
Talks
8
STRATEGIC COMPETENCY3b People’s knowledge and capabilities are developed
STRATEGIC COMPETENCYMANAGEMENT
International Human Resources Management, Dr. Jörg Klukas 9
Aspects of Competency Managementp p y g• following business strategy and/or operational
improvementimprovement• certification and/or trainings• self-learning and/or organized trainingsg g g• chosen by leader and/or chosen by employee• centralized by HR and/or de-centralized by line
manager• paid and/or unpaid• free time and/or working time• free time and/or working time• for all and/or for selected employees• hire and/or train and/or buyhire and/or train and/or buy
International Human Resources Management, Dr. Jörg Klukas 10
Types of Competencyyp p y
Professional Competency
MethodologicalCompetency
Social Competency
Collaborative Competency
Continuity Flexibility Sociality Participation
KnowledgeSkills
Capabilities
ApproachesProcesses
Best Practices
AttitudeBehavior
ModerationFormationShaping
ConvincingConvincing
International Human Resources Management, Dr. Jörg Klukas 11
Success Factors of Competency Managementp y g
International Human Resources Management, Dr. Jörg Klukas 12
Sources for required competenciesq p
External MarketsM k l i
Constraints and Conditions
•Market analysis•Market entry conditions•Competition•Visits to fairs
•Legal Conditions•Requirements of Mother Organization•Current political & economical changes
Internal View
Employee CPI, Processes, Audits
Strategy•BSC, SOP, •Strategy Map, •Manag. Meeting
Customer Feedback/Account Reviews Organizational Change
Linked Environment•TOP Accounts and their requirements•TOP-Partners/suppliers and their competencies•Fast-changing Technologies; Visits to conferences•Best-practice Sharing and Benchmarking (incl. different sectors)
International Human Resources Management, Dr. Jörg Klukas 13
Example Competency Portfolio Mangementg
yra
ctiv
ty
Optimize Leadership Trend-SetterMaintain
mor
e
ness
Att
Bus
in Focus Investmentlittle Give up
Market Maturity of Competencyexisting newold
International Human Resources Management, Dr. Jörg Klukas 14
Another Example Competency Portfolio Managementg
10
Java/J2EE
7
Att
ract
ivity Telco
Datenbanken
4
Bus
ines
s A
Toolkompetenz BI / Web Statistik und AnalyseCode Quality Management / KM Systeme
11 4 7 10
Strength
Systeme
International Human Resources Management, Dr. Jörg Klukas 15
Basic Elements of Competency Managementg
Motivate learning
Controlling of Competency Management
Analyze Competencies
Manage TrainingManagement
p
Manage Tools for Training
International Human Resources Management, Dr. Jörg Klukas 16
Competency Management – a processp y g pEnvironment &
ChallengesTargets &Strategy
Structures &Processes
Analyze requirements &training targets
Plan &Definition & Preparation
Compare with targets,Review and improve
Information Systems
Develop training sessions
Deployment &Transfer
Controlling of success
Develop training sessionsor outsource training
(make or buy)
International Human Resources Management, Dr. Jörg Klukas
Transfer
17
Controlling of Competency ManagementgAcceptance & Satisfaction with Trainings• Depends on preferred Learning Style (Blended Learning)
From
• Surveying, Feedback Rounds, Perception
Success of Learning• Depends on need of learning
m leading
• Depends on need of learning• Test, certification,…
Impact at work place
g to laggp p• Depends on required qualification level at work place• Productivity, error rates,…
ging indic
Business results• Depends on „Business Needs“• Sales, turnover, profit in business areas or organizational units
cators
International Human Resources Management, Dr. Jörg Klukas 18
MANAGING 3b People’s knowledge and capabilities are developed
MANAGING COMPETENCIES BY CAREER PATHSCAREER PATHS
International Human Resources Management, Dr. Jörg Klukas 19
Transparency in Career Pathsp y
International Human Resources Management, Dr. Jörg Klukas 20
Transparency in Career Pathsp yTITLE
JOB FAMILYCOMPETENCY
Programm-Manager
PROJEKTLEITUNG
Managing of projects and their teams
5321 64
5321 64REQUIREMENTS LEVEL
GENERAL
TECHNICAL EXPERTISE
L i Abiliti
COMPETENCY
Planning, coordination, budgeting,…
53215321
53215321
6464
6464
Learning Abilities
Application and ForecastKUNDEN- BZW. GESCHÄFTSORIENTIERUNG
Kundenbetreuung
G häft tä d i
PURPOSE
budgeting,…
Verantwortlich für Kosten, Termine und Erreichung des fachlichen Projektziels unter Berücksichtigung der Qualitätsmerkmale
53215321
53215321
6464
6464
Geschäftsverständnis
Kosten und Rentabilität
ERARBEITUNG/LIEFERUNG VON LÖSUNGEN
Problemlösung
Planung und Organisation Akquisition von Projekten Fachliche Führung des
Projektteams
5321
532153215321
64
646464
Planung und Organisation
ARBEITSBEZIEHUNGENKommunikation, Verhandlung und Überzeugung
Teamwork, Betreuung und Anleitung
Networking
International Human Resources Management, Dr. Jörg Klukas
C 55321 64Networking
Competence Level Overall
21
Transparency in Career Pathsp y
C1 C2 C3 C5 Develops easy Deepens skills Has extensive Represents a
C6 Represents a
C4 Has extensive
Learning Abilities
Develops easy skills and knowledge in one working area and processes
Deepens skills and knowledge in one working area and processes or develops easy skills and knowledge in
Has extensive skills and knowledge in one working area and processes
Represents a recognized specialist in one ample discipline
Represents a recognized specialist in more then one ample discipline and knows influence and dependencies
Has extensive skills and knowledge in more than one working area and processes
knowledge in more then one working arae and processes
Kann Wendet Wendet Wendet
dependencies between them
Ist Ratgeber für Wendet
Anwenden
Kann grundlegende Kenntnisse bzw. Fähigkeiten auf die eigene Arbeit anwenden
Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von standardmäßigen, alltäglichen Aktivitäten an und erkennt
Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von standardmäßigen und nicht standardmäßigen Aktivitäten an
Wendet Kenntnisse bzw. Fähigkeiten durch Umgang mit komplexen Problemen und/oder durch Koordinierung
Ist Ratgeber fürandere in Bezugauf eine Reihevon Kenntnissenbzw. Fähigkeiten imeigenen
Wendet Kenntnisse bzw. Fähigkeiten auf eine Reihe von Aktivitäten an und agiert als Quelle für technische
und Voraussehen
und erkennt ungewöhnliche technische Probleme
n Aktivitäten an und kann zur Lösung ungewöhnlicher technischer Probleme beitragen
Koordinierung von Arbeiten an, die über den eigenen Fachbereich hinausgehen können und teilt Fachkenntnisse
eigenenFachgebietsowie in ihrerBeziehung zuanderenGebieten
technische Fachkenntnisse für andere im eigenen Bereich
International Human Resources Management, Dr. Jörg Klukas
Fachkenntnisse mit Kollegen und anderen Abteilungen
22
BLENDED LEARNING 3b People’s knowledge and capabilities are developed
BLENDED LEARNING SYSTEM
International Human Resources Management, Dr. Jörg Klukas 23
Blended Learning Systemg y
On the job Off the jobj jOut of the job
(Into the job) (On the job) (Near the job) (Off the job)•Junior
Company•Trainee
•Representation•Projects
J b St t i
•Quality Circles•Developing
workplace
•Conference / Seminar
•Studies
•Preparation for Retirement
•OutplacementTrainee-program
•Introduction
•Job Structuring•Coaching•Instruction•Foreign
Assignment
workplace•Controlled
mediation of knowledge
Studies•Performance
review•Case Study•Role plays
Outplacement
•Experiential education
•E-Learning
International Human Resources Management, Dr. Jörg Klukas 24
General Idea of Blended Learning Systemg y
International Human Resources Management, Dr. Jörg Klukas 25
Example for Blended Learningp g
CommunityyTuning Best Practice
Sharing – Local PMI Group
Project Manager Round Table Coaching
On-the-jobExperiences Action as Project Manager
General/ Program Manager
Off-the-jobBasics PM Trainee
Team PMI-Certification
Internal L i External Portals TenSTEP eLearning
Portal MoveHRExternal Portals TenSTEP
Methodology/Gantthead
International Human Resources Management, Dr. Jörg Klukas 26
Competency and Performance Management for Leadersg
Define successors of leaders andprepare them by assigning them as proxy, coaching, job enrichment,…
Identify/Find High-Potentials (Assessments, Initial Projects,…) internally and externally
Succession Planning
Trainee Program
y
Perfor-mance
Manage-ment
Annual leadershipappraisal based onachieved targets linkedto benefits & compensation
Develop-ment
Leadership Training Program with modules to be selected according to leadership profile(Blended Learning System with Seminars, Coachings, Job- Leadership
P fil to benefits & compensationconsequences
, g ,Rotation,…)
Evaluation according to achieved results
-Profile
Potential Review
achieved resultsBalanced ScorecardFinancial Success360° FeedbackPeer EvaluationAssessmentsTalking about next steps and
Defined leadership profilebased on Mission, Vision and Strategyof the organization
International Human Resources Management, Dr. Jörg Klukas
Talking about next steps andcareer opportunities
27
ANNUAL EMPLOYEE 3b People’s knowledge and capabilities are developed
ANNUAL EMPLOYEE FEEDBACK TALKS
International Human Resources Management, Dr. Jörg Klukas 28
Annual Employee Talksp y≠ Appraisal Interview (3c)≠ Talking about Money≠ Talking about Money≠ Solving operational issues
b t l d d l (HR l ti ll )= between leader and employee (HR only optionally)= Reflection about Performance, Satisfaction, and last agreed
Development Steps Gi i l db k= Giving mutual Feedback
= Development & Career Opportunities = Agreement and Documentation on next Development Steps= Amount of speaking time: 3x employee and 1x leader
within the annual employee feedback talk gaps between the organizational needs and the existing competencies of the employees are identified and actions are taken
International Human Resources Management, Dr. Jörg Klukas 29
One-to-one Employee Feedback Talksp yAs leaders and staff talk with each other, as they work together.
• Is initiated by employee for each year on particular demand.• Is initiated by leaders, if last employee feedback talk was more
than 1.5 years ago.Monitoring by HR
International Human Resources Management, Dr. Jörg Klukas 30
Documentation of Employee Feedback Talksp y• Each Talk is documented in a structured way• It is personally between leader and employee – each one gets It is personally between leader and employee each one gets
one copy• Weaknesses, strength• Success of trainingsS ccess o a gs• Next career steps• Mutual feedback
• HR receives a signed confirmation of date and participants of HR receives a signed confirmation of date and participants of this talk only
• Results are integrated in the operational Training Plan• Results are integrated in the operational Training Plan• Plans for career developments are transferred to HR• Trainings and career developments are reviewed within the
t l f db k t lknext employee feedback talkInternational Human Resources Management,
Dr. Jörg Klukas 31
Training PlansgDeveloping and using training and development plans
leaders plan the qualification requirements of their employees once a year and document that in the training & qualification plan
International Human Resources Management, Dr. Jörg Klukas 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]
International Human Resources Management, Dr. Jörg Klukas