Samenvatting visuals HRM Blackboard 2017-2018
De cursusdienst van de faculteit Toegepaste Economische Wetenschappen aan de Universiteit
Antwerpen. Op het Weduc forum vind je een groot aanbod van samenvattingen, examenvragen, voorbeeldexamens en veel meer, bijgehouden door je medestudenten.
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SamenvattingvisualsHRMBlackboard2017-2018Thefutureisagile(ArminTrost)Question:whycan’tyouCEOsleepatnight?What’sthebiggestchallengeinourbusinesstoday?Demographicchanges,globalwarning,refugees?Complexity:disruptivetechnology:tomorrowwe’regoingtohavenewplayersinbusinesses:largecompanies/bigbrandsdisappearfromonedaytoanother:complexity,uncertainty,notpredictableanymore.Alongwiththiscomplexity,welearnedthatpeoplebecamereallyrelevant:weneedpeoplewhothinkandcommunicate.AlongwiththisgrowingrelevanceofpeopleourHRbecamemoreprofessional.Wecameupwithsystems,processes,tools,KPI’s….HRtodayisnotthesameanymoreasHR30yearsago,wegrew.WhydidthepoweroftheHR-functiondecreasessodramatically?Triangle: BasicHR
Peoplecentric CentralplanningEnablement &controllingDecideinwhichfieldyouwanttoplayBasicHR:somecompaniesarehere:hirethepeopleandwecompensatethepeople:notalentmanagement,nocompetencemanagement:Darwinism:wedon’tneedtalentmanagement,bestpeoplewillcomeanyway:creamalwayscomestothetopàIfyoudothis,therecomesadaywhereHRquitsthejob:CEOwillaskwhoisgoingtobethesuccessor(opvolger)ofthisposition?HRwillsay:Idon’tknow:I’mnotpreparedforthis:whenyouexperiencesuchasituationyouwillstartbeingpreparedinthefuture.Developtools,processes,programs,KPI’stobepreparedinthefuturesoyoumovefromtheleftsidetotherightside:It’sinterestingtoseethatmanyorganisationsmovedtocentralplanning&controlling.Philosophy:youasHRtakecare/controlabouteverythingthat’speoplerelated.Actingfromacentralpointintheorganisation,armedwithasystemthathelpsyoutodoyourjob,totakealltheresponsibilityforhiring,retention,development,engagement,motivation,satisfaction,health….Thisisaverydifficultposition.Hereisthehierarchy:wehaveacompetencemodelbasedonsomebehaviourallyanchoredratingscales,wealsohavejobarchitecture,wedefinejobprofilesforeverysinglejob.Allthisisnamedcompetencemanagement.Weassignthisdifferentjobprofilestodifferentpositionsintheorganisations,whichallowsustomakejobdescriptions.Italsoallowsustomakejobads,andwithjobadswehirepeopleforthedifferentpositionswithdifferentprofiles=employeeskills&competenceprofile.Onstrategiclevel,wehaveastrategy:howwedostrategicwork-forceplanning,howwehaveabalancescorecard?Wecascadedownobjectivefromtoptodown,toeverysingleleveloftheorganisation.Talentreview,findingoutwhoarethemosttalentedemployees?Weputtheminto360°-feedbacktobetterunderstandstrengthandweaknesses,wesetthemonsomecareerpath.Itallowsforsuccessionplanning.AllthisisbuiltonHR
informationsystemswhichallowsforKPI’s.Andonandonandon….ThisissimplifiedpictureofmodernHR.
Whatdidwedothelastfewdecades?Weaddcomplicatednesstocomplexity.Isthistheanswertocomplexity?Idon’tknow?Thisispurehierarchicalthinking,thinkingtopdown:notthebestwaytocopewithcomplexity.Example:thinkaboutthehumanbrain,noteventhehumanbrainorthehumanbodyisnothierarchicallystructured,it’sanetworkofdifferentcomponentswhichworksindependentlybutverywellconnected.Nowlet’sthinkaboutthefuture,whatdoesitmeansintermsofcomplexity.HowisthefutureofHR,whatiscriticalinthefuture?Studiesmakeusbelievethatweneedtomanagebetterourtalents,health,diversity,engagement,satisfaction,change…Manage,manage,manage:systems,processes,KPI’s…Asanorganisationyouwillfeel:thereissomuchtobestilldone.Butisthisreallytheanswer?Answerliesmuchmoreinsomefundamentalswhichmovesmoreinthedirectionof‘’wewanttosupportourpeople’’.Putpeopleinthecentre,wewantthatpeopletaketheresponsibilityofthedevelopment,HRenablesthepeople.=peoplecentricenablementMakeachoice,wheredoyouwanttoplayinthistriangle?Ifyouplayonthebottomrightside,thereare3principalswhichyoumighttakeinconsideration
• DiversityInclassicHR,textbookHR,wehaveacompetencemodel(weexpectpeopletobelike‘’this’’):butpeoplearenotlike‘’this’’,theemployeedoesnotfit.Whatdowedo?Nothireortrainingtheemployee,mostlywedotrainingsowereshapetheemployees.‘‘Whatweneedareafewcrazypeople;lookwhatwehavereachedwiththenormalones’’–GeorgeBernardShaw:youwillnotcopewithcomplexityifyouthinkintermsofboxes,youneedthepeoplewhodonotfitintheboxes,organisationsAmountofwomaninleadershippositions,Muslims,blackandwhitepeopleintheorganisation,isnotaboutdiversity,thisisaboutvariety.Diversity=toappreciateindividuality,letthepeoplebeastheyare.Havingwomeninyourexecutiveboardanddon’t
evenrealiseit,ifdiversitybecomessonatural.Thisiswhatweneed,fundamentalpowerinfutureHR.Peoplearethemostimportantassetintheorganisation.Whatdoesitmean?
• Givethepeoplepowerandauthority• Peoplemustfeeltheconsequencesoftheiractionsanddecisions
àThesearethe3answerstothequestion:whatiscriticalforthefutureHR?
Thebosshasmuchgeneralknowledgeandmuchexpertise.Theemployeesarejustlikethebossbutalittlebitsmaller.Whentheemployeehasaquestionoraproblemthantheywillgototheboss.Thecompanyistheretofulfilthedreamsoftheboss:thisiswherewecomefrom.
Todaysrealityisdifferent,wehavemoreandmoremanagers,muchgeneralknowledge,andsomeexpertise.Everyemployeehasmoreexpertiseinthefieldthantheirboss,andtheyallhavedifferentexpertiseindifferentareas:diversity.Whoshouldhavethepowertomakedecisions?Letthepeoplemakedecision,becausetheyaremuchbetterqualified,closertorealitytomakethebestdecision.ThisleadstofundamentaltoolsandinstrumentsinHR.ClassicperformanceappraisaldoesnotworkinanHRmodernworkenvironment.Argument:managerswhoworklikethisarenotbosses,theyarecoaches.Theyaskquestions,theyhavethebigpictureinmind,leavetheresponsibilitywiththepeople.DouglasMcGregor:theroleofchurchandtheroleofconsular(coach)areincompatible.InamodernHRenvironment,performanceappraisalcankillgoodleadership.
Thisishowahierarchicalworldworks:decisionsaremadeonthetopthancascadeddown,theneachemployeethatisdoinghisorherjob.Productsgoestotheclient,andtroughafeedbacksystemfeedbackgoesbacktothemanager:feedbackloop.Thisfeedbackloopwillnotbecapabletomakethepeoplelearn,itistobig.
Manager(bigsquare)hasmuchauthority,andhegivesgiddinesstotheemployeewhohaslessauthority.Employeeisdedicatedtothemanager.Howdoestheemployeeknowhehasdoneagoodjob?Whenthebossishappy.Linkbetweenmanagerandemployeeiscrucial.Notworryaboutthecustomerifyouareanemployee,becauseifthebossishappythanthecustomerwillbehappytoo.Example:cookfeelstheconsequencesofhiswork,hecandothisbygoingtotheguestsandask‘’howwasit?’’.Iftheydon’tdothistheywillnotlearn,seenopurposeintheirwork.
Webetterworklikethis,wehavetheindividualandtheindividualisnotdedicatedtothebossbutheisdedicatedtotheinternal/externalcustomer.Thisiswheretheygetthefeedback,notfromtheboss.ThisisabsolutelycrucialinHR.Donotaddcomplicatednesstocomplexity!!!!Thinkmoreinbasicprincipals:diversity,powerandconsequences.
ManagingStrategyandHRM(J.E.Delery)ExpertinstrategicHRM:whatthatfieldisbasicallyinterestedin,istherelationshipbetweenhowcompaniesmanagehumanresourcesandfirmperformance.AbigpartofthisistherelationshipbetweenbusinessstrategyandHRMpractices.Presentationoverview
• Businessstrategydefined• Businessstrategyandcompetitiveadvantage
Theresource-basedview• Humancapitalandcompetitiveadvantage• Strategicallymanaginghumancapitaltroughhumanresourcemanagementpractices• LinkingHRMandbusinessstrategy• Conclusions
Businessstrategy
Businessstrategycanmeanmanydifferentthingstomanydifferentpeople,butbasicallyitisthebusinessplanthatorganisationsusetocreatevalueintheirparticularmarket.Itfocusesonvaluecreation:howisthiscompanytoproduceaproductorprovideaservicesuchthattherevenuegeneratedexceedscosts.Examplesofgenericstrategies:GobacktoMichaelporterin1980,theideathatthereareafewgeneralstrategiesfororganisations
• Low-coststrategy:produceaproductordeliveraserviceatthelowestpossiblecostBykeepingcostslow,thefirmisabletochargelessthancompetitorsandmaintainaprofit.Keepingcostdowntomaintaintheprofit.
• Differentiationstrategy:produceaproductordeliversaservicethatisdifferentthancompetitorsservices
Bydifferentiatingtheproductorservicethefirmisabletochargeapremium,maintainingaprofit.Increaserevenuetomaintaintheprofit.Businessstrategyinpractice.Theydon’tjustappear,thebusinessstrategyacademicfieldhasreallyoutlinedtwointerrelatedprocessesthatfirmsgotroughtogenerateandimplementstrategies.
• Strategyformulation- Developingthebusinessstrategygivenmarketandotherconditionsthatthe
companyfaces,howisthefirmgoingtobeatcompetitionandgeneratevalue?- Outlinesspecificallyhowthefirmwillcreatevalueinaparticularmarket.• Strategyimplementation
Theprocessofputtingthatbusinessstrategyintopracticewithintheorganisation- Implementingthebusinesspracticestoexecutethedesiredstrategy.- Thisinvolvesallbusinesspractices
NotjustHRMpractices,thatwillbethefocusinthisvideo
HRMandstrategicplanningintegration
StudytoexplorehoworganisationswhereintegratingtheHRfunctionandstrategicplanningandtheresultshowedthatveryfewfirmsweretakingintoaccountalloftheimplicationsofmanaginghumancapitalintothestrategyformulationintheimplementationprocess.Thestudyfound4levelsoflinkagetheyobservedinorganisations.
• AdministrativelinkageHRdepartmentthatwasjustengagedinadministrativetasks,verylittletodowithbusinessstrategy.
• àone-waylinkageBasicallyafirmwerethebusinessstrategywasformulatedandHRwastoldexactlyhowtoimplement.
• Two-waylinkageFirmsthathadsomecommunicationbetweentheHRfunctionandthestrategicplanners,butHRfunctionwasnotreallyintegratedintostrategicplanningprocess.
• IntegrativelinkageHRMissuesarecriticallyexaminedduringstrategyformulationandimplementation.HRandbusinessissuesaredynamicallylinked:thepeoplewhowereformulatingstrategyanddecidinghowtoimplementithadHRknowledgeandexpertiseandwereintegratingthatintothewhole.AmuchbetterapproachtomanagetherelationshipbetweenHRandstrategy.BusinessstrategyandcompetitiveadvantageTheresource-basedview(RBV)ofcompetitivestrategy.Tounderstandtherelationshipbetweenhumancapitalandmanagementofcompetitiveadvantage,itisfirstnecessarytounderstandthedominantframeworkthatexplainstherelationshipbetweenhumancapitalandcompetitivestrategy.ThatframeworkistheRBV.
AccordingtotheRBVfirmsgainacompetitiveadvantagetroughfirmcontrolledresources.C
• Notallresourcesserveasasourceofcompetitiveadvantage.• Humanresourcesandtheorganizationalpracticesthatdevelopandsupportthose
resourcesarepossiblyoneofthemostdifficultsourcesofcompetitiveadvantagetoreplicate.
Resourcescharacteristicsforcompetitiveadvantage- Istheresourcevaluable?
Isitpartofthewealthcreationprocess?Forinstance,anairplane:aretheyvaluetotheairline?Someare,somearen’t
- Istheresourcerare?Ifaresourceisnotrare,thenitisgoingtoavailabletocompetition.Owningacommonplaneisnotrare.
- Istheresourceimitable?Cancompetitorimitatethatresource?Forexample:software,iftheycanimitateit,thesoftwarewillbelessacompetitiveadvantage.
- Arethereorganizationprocessesinplacetosupportvaluedresources?Itisonethingtohavevaluableresourcesandit’sanotherthingtoactuallyhavetheorganisationprocessinplacetohaveacompetitiveadvantage.Competitiveadvantage:aresourcebasedview
• PhysicalcapitalPlantandequipment,location
• HumancapitalKnowledge,skills,andabilitiesoftheworkforce
• OrganizationalcapitalFirmstructure,planning,coordinatingsystemsandothercapabilitiesCorecompetencies/strategiccapabilities
• Todaythereisgreateracceptancethatcorecompetenciesor‘’strategiccapabilities’’serveasthedominantsourcesofcompetitiveadvantage.
• Thesecompetenciesofcapabilitiesarethestrategicresourcesleveragedtoachievestrategicobjectives.
• Thesecompetenciesarevaluable,rareanddifficulttoimitatebycompetitors.HumancapitalandcompetitiveadvantageCorecompetencies,HRMandhumancapital
• Differentpartsofafirm’sworkforcehavedifferentstrategixvaluetothefirlminthatthatdifferintheirinfluenceoncorecompetencies
• Greatersourceofcompetitiveadvantagefrom:- Firm-specificskillsvsgeneralskills- Teamsvsindividuals
HumancapitalandtheHRarchitecture
Jobfamiliescontributedifferentiallytocompetitiveadvantageinrelationtojobrequirementsandrelationtocorecompetencies.TwodimensionoftheHRarchitecture:
• Valueofthehumancapital‘’potentialtocontributeto…competitiveadvantage’’
• UniquenessofhumancapitalAretheskillsandknowledgeneededtoperformfirm-specificorgeneral?
HRarchitectureandemploymentframeworks
HRarchitectureandfourtypesofhumancapital
• Core/strategicknowledgeworkersEmployeeswhohaveuniqueskillsthataredirectlylinkedtothecompany’sstrategy
• Traditionalemployees/internalpartnersEmployeeswithskillstoperformapredefinedjobthatarequitevaluable,butnotparticularlyuniqueordifficulttoreplace.
• ContractworkersEmployeeswhoseskillsarelessstrategicvalueandgenerallyavailableinthelabourmarket
• Alliance/externalpartnersIndividualsandgroupswithuniqueskills,butthoseskillsarenogdirectlyrelatedtoacompany’sscorestrategy.ImplicationsoftheHRarchitecture
• SomeHRcanbeasourceofcompetitiveadvantage,whileotherscannot.- Knowledgeworkerscanbeagreatersourceofcompetitiveadvantagethan
traditionalemployees.• Differentgroupsofemployeeshavedifferentvaluetotheexecutionofbusiness
strategyandforcompetitiveadvantage.- Differentgroupsofemployeesshouldbemanageddifferently.- Oneworksystemisnotsufficientthroughouttheorganisation.
StrategicallymanaginghumancapitalStrategicHRMThepatternofHRdeploymentsandactivitiesthatenableandorganisationtoachieveit’sstrategicgoals(Wright&McMahan,1992)
• Identifythehumancapitalthroughoutthefirmthatarenecessarytoimplementthebusinessstrategy.
- Includesidentifyingthespecificknowledge,skillsandabilitiesrequiredofdifferentjobfamilies.
• IdentifyandimplementHRMpracticestoensurethenecessaryhumancapitalisinthecorrectpositionswithinthefirm.
Humancapitalandperformance• Humancapitalinfluencesbusinessoutcomesbyengaginginthebehaviours
necessarytocreateandsupportstrategiccapabilities.• Thinkingintermsofindividualperformanceitiswellacceptedthatindividualsneed
threefactorstoachievehighperformancebehaviourABILITY MOTIVATION///OPPORTUNITYAMOandHRMdesign
• HRMpracticesarethemostdirectinfluenceintheabilities,motivationandopportunityoftheworkforce.
• ThetaskistodesignanHRMsystemtoensurealltheecomponents- Lackofanycomponentwouldbeatbestnothelpful,andatworstcatastrophic
ABILITY MOTIVATION///OPPORTUNITYLackingopportunity:limitstheinfluenceofhumancapitalonperformance.Lackingmotivation:highabilitypeoplethatarenotmotivatedtoperformeveniftheyhavetheopportunities.Lackingability:verymotivatedworkforceandtheyhavetheopportunitiesbuttheydon’thavetheabilities.HRMsystemsperspective
• FunctionalHRMareasmustbealigned(staffing,training,compensation,etc.)
• HRMpracticesneedtofitintoacoherentsystemofpractices• TheeffectivenessofanindividualHRMpracticedependsontheothersinthe
system.• Thewholeisgreater(orless)thanthesumoftheparts
Synergiesamongpractices
• PowerfulconnectionsCombiningtwoHRpracticeshasasubstantiallymorepositiveeffectthanthesumoftheirindividualeffects.
• DeadlycombinationsCombiningtwoHRpracticeshasadevastatingimpactonperformance,whileeitherpracticealonemayresultinimprovedperformance.
Consequenceofasystemperspective• Shiftsfocusfrom‘’best’’practicetotheidentificationofcomplementarypractices• HighlightstheneedforfirmstocoordinateHRMefforts- Practicesshouldnotbeconsideredinisolation- DifferentpartsoftheHRMfunctionmustcoordinateefforts• LedtothedevelopmentofanumberofexampleHRMsystems,withtheHigh
PerformanceWorkSystemsbeingoneofthemoststudied.HRstrategies/systemsControl-orientedworksystemsFocusisondevelopmentofrulesandproceduresthatoftenreducetheinfluenceofemployeesonworkoutcomesHigh-commitmentworksystemsFocusisondevelopingaworkforcethatidentifieswiththefirmandenhancesattachmentHigh-involvementworksystemsFocusisoninvolvingemployeesintheirworkbyenhancingemployeeparticipationindecisionsHigh-performanceworksystems(HPWS)Focusisonmaximizingproductivityandperformancethroughutilizationofemployeeabilitiesandmotivation.HighperformanceworksystemsAsystemofmanagementpracticesthatworktogethertofosterthedevelopmentof:Ability Motivation Opportunity
• HPWScreatesahighperformanceworkforce• TheindividualHRMpracticesmayvarysomewhatunderdifferentcircumstances
(e.g.industries,jobfamilies,etc.)− Thekeyissueisthattheycombinetoenhanceallthreefactors− Thisnecessitatesa‘systems’perspectiveforHRMprofessionals
HRMpracticesconsistentwithaHPWS
• SelectivestaffingTryingtopickthebestofthebest
• Extensivetraining• Enhancedjobsecurity• Enhancedparticipation• Performance-basedpayraises• Highpay
LinkingHRMandbusinessstrategyTheoryofthestrategiccoreworkforce
Managementofthestrategicworkforceisthemostimportantforthestrategicobjectivesoftheorganisations.
• Employeesmostdirectlyresponsibleforfirm’scorecompetencies• Allemployees(orgroupofemployees)arenotequalincontributiontocompetitive
advantage• Managementofthestrategiccoreworkforceisthemostinfluentialforthefirm• HRMsystemsusedtomanagetostrategiccoreworkforceismostlikelya‘’high
performance/commitmentworksystem’’.Definingjobsbystrategiccapabilities
‘’Jobsarestrategicwhentheyhaveadisproportionateimpactonafirm’sabilitytoexecutebusinessstrategytroughitsstrategiccapabilities.’’Themoststrategicpositionsrequirehigherlevelsofexpertise,whereitisusuallydifficulttofindordevelopreplacementswhenanemployeedeparts.Nearlyidenticaltothecore/strategicknowledgeworkersidentifiedearlier.Managementofthenon-coreworkforce
• In‘’thedifferentiatedworkforce’’,Huselid,BeckerandBeattydiscussthatonly15%offirm’semployeeswouldfallintothe‘’A’’categoryofstrategicworkers
• Managementofthenon-coreworkforcemayhavefewerconsequencestofirms• Thesejobfamiliesprovidesomevaluetothefirm• Howtheseworkersaremanagedmaybeinfluencedby:
- Thefirm’soverarchingvalues- Workinterdependencies- Otherorganizationalconsiderations
Jobfamilylinkwithfirmperformance
Conclusions
• Therelationshipbetweenstrategyandthemanagementofhumancapitaliscomplex• Businessstrategyshouldinfluenceandbeinfluencedbyhumancapitalmanagement
strategy• Businessstrategydictateswhichjobfamiliesareofgreatestvaluetothefirm• Firmsshouldhavedifferent,butconsistentHRsystemsfordifferentjobs• HRsystemswherepracticesworktogethertoproduceabilities,motivationand
opportunityareessential• Thereisnosinglebesthumancapitalmanagementstrategy
Talentofcompetentie:dekleurvanHRMispaarsProf.dr.LouVanBeirendonck:founderdirectorQuitnessenceConsultingStelbaaswilpratenoverjecompetenties(verwachtingdieandereninonsstellen)oftalenten(sterkten,mogelijkhedenofpotentieel)àbijbeideeenheelandergevoelCompetentiemanagementreedsingeburgerdmaarzaltalentmanagement,competitiemanagementvandetroonstoten?Fundamenteel2verschillendemanierenommetmensentewerken.Beeld3Dbril:
Blauwglas:traditioneel:perspectiefvandeorganisatievertrekkendevanuitdevisie/missie/strategiediewevertaleningewenstecompetentiesvanmedewerkers:medewerkersvergelijkenmetvooropgesteldprofiel:organisatieiswathetisendemedewerkerpastzicheraanaan.Roodglas:perspectiefvandemedewerkers,interesses,ambitiesentalenten.Functiescreërennaardetalentenvandemedewerker:castenenondersteunenzodatzijntalentenoptimaaltotzijnrechtkomen.Inwelkerolkomtdemedewerkerhetbesttotzijnrecht?àVertrekkenuitinteressesentalentenvanmedewerkerenmodelereneenfunctiediebijhempasàPaarsHRM:nieuwedimensiedieomeennieuweinnovatiepraktijkvraagt• Kenmerktzichdoorechtedialoogwaarbijwedepassievandemedewerker• Afstemmenaandemissievandeorganisatie.Wevertrekkenbijdesterkteen
matchendiemetfunctieprofielen.• Focusopbenuttenvansterktenenophetfittenineenorganisatie• Ontwikkelinggerichtophetoptimaliserenvansterktenenneutraliserenvan
zwakkerecompetenties.• Organisatiesmoetkrachtigeleeromgevingzijn• Jobmoetboeiendblijvenmetnieuwekansenenuitdagingen• Takenenverdeeldhedenverdeeldophetniveauvanhetteam• Overlegmodelvandehogerelationelekwaliteitwaarbijdeprincipesvan
waarderendonderzoekalsleidraaddienen.Werktcontactbevorderend:gaatuitvansprekenoverwatgoedis
WaarompaarsHRM?• Paarseaanpakgegarandeerdbeterefitvanmensenenjobsenhogerrendement
bijvormingenopleiding• Betereretentie• Meertijdvooroverleg• Mindertijdenenergieinadministratieencontrole
Casting,retentie,voortdurendoverleg,creërenvanontwikkelingskansenenteamwerkzijndehoekstenenvanprofHR-beleid.PaarsiseenhandigeleidraadomdetoekomstigeuitdagingenopvlakvanHRMaantepakken
QuintessenceopkanaalzoverassessmentAlsjepersoneelwiltaannemendanwiljenietzomaardeeerstedebesteuitkiezenmaarweldemeestgeschiktepersonvoordejob.Alisdatkiezenvaakhetmoeilijkst.Jekanhetzelfdoenofjespreekteenselectiebureauaanvooreenassessment.Watiseenassessment?Eenmanieromcompetentiesvanmensentebeoordelen,termwordtvaakgebruiktinheelveelverschillendesituatie.Volgensdemethodologieishetbelangrijkdatergebruikgemaaktwordtvanverschillendesituatieswaarondersimulatiesomeenechtzichttekrijgenopdecompetenties.Hoewerkteenassessmentprocedure?Wanneerjealseenorganisatiebepaaldekandidatenhebtvooreenfunctie,eerstbepalenwelkecompetentieserbelangrijkzijn.Degenedienodigzijnomsuccesvoltezijnindiefunctie.Hetverschiltvanprofiletotprofileopbasisvandecompetentiesendefunctiewaaroverhetgaat,gaanzebeslissenwelkesoortoefeningzegaangebruikenenbinnenwelkesetting.Vb.Rollenspel,gesprekmeteenklant,medewerker,persoonlijkheidsvragen,interviewdaarvaneengeheelmakenomtoteentotaalbeeldtekomenKanhetvooriederbedrijf?Erwordtvaakgedachtdathetenkelbruikbaarisvooreengroteonderneming,maarhetkangebruiktwordenineenderwelkeorganisatie.Hetresultaatisinzichtkrijgenindecompetentiesvandepersonendiejevoorjehebt.
GoodassesmentscounterswarfortalentLouvanBereindonckEverydayweareassessedbypeoplesurroundingus,inourprofessionallifeaswellasinprivatesituations.Inorganisationsweareassedonourperformanceaswellasonthewaywework,ourcompetencies.Competenciesourcharacteristicsthatcontributetosuccessinajob,linemanagersandHRdepartmentinparticularareresponsibleforassessingtheiremployeesprobablywithorwithoutthehelpofexternparties.Assessingpeopleisapretentioustask,youmakestatementsaboutthestrengthsandsweaknessesofotherpeople.Youmakepredictionsabouttheirfuture,ifthisisnotdoneprofessionalwedonotonlyjudgepeoplebutwedenythemopportunitiesintheircareers.That’swhywellconsideredmethodologiesiscrucial.Researchprovesthatcontext-richassessmentsprovidesstrongindicatorsforfuturebehaviour.Notonlybehaviourandthereforecompetenciesbutalsointellectualabilitiesandpersonalitythreatscanbeassesinacontext-richenvironment.Wethereforebelievethatgoodassessmentiscontext-richandoffersopportunitiesforcandidates.Itgivesproveofhighqualityrelationbetweentheparticipantandtheassessor.That’swhyforover25yearswehavebasedourapproachonthesoundapplicationsofassessmentcentres.Example:youcandrawconclusionsconcerningcooperationskillsfromtheresultsofpersonalityquestionnaires.Youcanalsoevaluatecandidates’intentiontocorporateinaninterview.ButitismuchmorerelevanttoobservehowapersoncorporateswithothersinareallifesituationInanassessmentcentrewemeasurethepotentialforanewoffutureposition.Potentialassessmentisanythingbutlookingbackatthepast.Thatwouldbeperformanceevaluation.Performanceevaluationisrelevantbutinsufficienttomakemeaningfulstatementsaboutpotential.Inassessmentcentreswemakeaninventoryofsituationsthatapersonwillencounterinthenewposition.Andtodrawconclusionsaboutthecompetencesthatarerequiredtobesuccessful.Weofferthecandidatesituationstroughsimulationtechnology.Weassessbehaviour,todayinthecontextoftomorrow.
Forthelast15yearswehavebeenassessingcompetencieswithinthecontextoftotallyfictitiousorganisations.Wecreateenvironmentsthatareasrealisticaspossible.Priortotheassessments,theparticipantsareprovidedwiththewebsite,introductionvideo,alotofinformationontheroleandthepossibilities.Context-richassessmentsprovidestwomajoradvantages
- Itcontributestoasoundpredicationoffutureperformancebasesontheprincipalofbehaviourpredictsbehaviour
- Experienceforthecandidatesthemselves,theycanlearnaboutthejobaswellasaboutthewaythecompanyfunctions
Whydoallofthat?Weworkwithpeople,howwouldyouliketobethreatened?Offerpeopleeveryopportunitytoshowwhotheyareandwhattheyarecapableof.Provideorganisationwithanopportunitytodiscovertheirtalents.Goodassessmentcreatesopportunities.Fromaneconomicperspectivetherearealsootherreasontoinvesttimeandenergyinassessment.Thelabourmarketischangingconstantly,andweshouldsoonexpectanincreasingshortageofgoodemployees.Itisthereforeimportantthatweapproachcompetenciesandtalentinanothermanner.Whenweassesshumanpotentialwecanmaketwotypesoferrors.Wecouldassesssomeonewithweakpotentialforpositionasstrong,recruitthepersonandthatwouldbehighriskoffailure.Costlymistake,costsalotofmoney,annoyanceandwasteenergy.Mistakeswewishtoavoidatalltime.Anothermistakecouldbeassessingastrongcandidateassomeonewhoshouldnotberecruited,theorganisationswillmissanopportunity.Weconsiderthisapity.Apitymistakeisalsoacostlymistake.Loseanopportunityforgoodtalentandloseanopportunitytostrengthentheorganisation.Inordertoavoidbothtypesofmistakes,weneedproperassessmentthatgoesbeyondafewminortestsandaninterview.
Wecanthereforestate,thatitwaseasiertoassesspeopleinthepastthanitisnow.Thetightlabourmarketisforcingustobemoreaccurate.Asyoucanseeonthefollowinggraph.Previouslywecouldaffordtodeviateonlyslightlyfromacompetencyprofileandemployonlytheverybestcandidatesevenifitwasjust1candidateoutofa100.
Todaywenolongerhavetheluxury,weneedtolookfurtherthanthepre-setcompetencyprofileandalsokeepinmindthepotentialskilldevelopment.
Ifwewishtoobtainaclearpictureofthetalentaswellasthetrainabilityofcompetencies,wehavetodigdeepertodiscovertheunderlyingmotivationsofpeople.Thatcanonlybedonetroughahighqualitydialogue.Itisonlytroughdialoguethatwecansuccessfullyharmonizethepassionoftheemployeewiththemissionoftheorganisation.Finally,thereisonemoreaspect.Weachievetwoimportantresults
- Resultsofsuchmethodswouldbe6xgreaterthanthoseoftraditionaltestsandinterviews.Why?Participantsfinditeasiertoimaginethemselvesinthissituations.Tobecomemoreinvolvedwhichresultsinabettermeasurementoftherecompetenciesandtalents.
- Liesonthelevelofthelearningeffect.Participantsincontext-richassessmentsalsolearnsomethingaboutthemselves.
Employerswishtoattractandretaintalenttoimprovetheirchancesofsuccesstroughahighqualitydialogue,context-richassessment.
ThecandleproblemEenzaakbepleiten,opfeitengebaseerd,omopnieuwnatedenkenoverhoeweeenbedrijfmanagen.KaarsvraagstukisgecreëerddoorpsycholoogKarlDunkcerin1945.Experimentwordtgebruiktineenhelereeksvanexperimenteningedragswetenschappen.Jetaakiseenkaarsbevestigeneendemuurmetpunaisesenluciferszonderdathetkaarsvetopdetafeldruipt.
- Kaarsvastmakenaanmuurmetpunaises:werktniet- Eersteendeelvandekaarslangsopzijlatensmeltenendanvastmaken:werkt
nietSleutelishetoverbruggenzogenaamdefunctionelefixatie.Veelmensenzienhetdoosjealseendoosjevandepunaisesmaarhetkanooknogeenanderefunctiehebben.SamGlucksburgExperimentwaarbijdezewetenschapperhetkaarsvraagstukgebruikt.Toontdekrachtvanbeloningsprikkelsaan.Hijgingtimenhoelanghetzoudurenvooraleerdedeelnemershetvraagstukzoudenoplossen.
- Groep1:tijdopnemenomnormvasttestellen,gemiddeldevoordetypischetijddienodigisomhetvraagstukoptelossen
- Groep2:beloningenaanbieden,alsjebijde25snelsteterechtkomtkrijgjeietsVraag:hoeveelsnellerlostdezegroephetvraagstukop?Antwoord:gemiddelddedenzeer3,5minutenlangeroverDitslaagtnergensop?Beterpresterenàbelonenànetomgekeerdeffect:hetstompthetdenkenafenblokkeertdecreativiteit.Hetisgeenafwijking,testmeermalenafgenomen.Voorwaardelijkemotivaties,alsjeditdoetkrijgjedat,werkeninsommigeomstandigheden.Maarvoorveeltakenwerkenzeofwelniet,ofwel-vaak-doenzekwaad.1vandebeestrobuuste/onderbouwdeonderzoeksresultatenindesocialewetenschappen.Maarookdemeestgenegeerde.DynamiekvanextrinsiekemotivatorenenintrinsiekemotivatorenAlsjekijktnaardewetenschapisereenmismatchtussenwatdewetenschapweetenwatdebedrijvendoen.Onzemaniervanwekeninbedrijven,hoewemensenmotivereneninzetten,isvollediggebouwdopextrinsiekemotivatoren,opstraffenenbelonen.Ditisokévoor20steeeuwtakenmaarvoor21steeeuwtakenwerktdiemechanistischebenaderingvanbelonenenstraffenniet.2deexperimentvanGlucksberg:Zelfdealseerstekaarsvraagstukmaardezekeerstahijpunaisesnietinhetdoosje.
- Groep1:tijdopnemenomnormvasttestellen,gemiddeldevoordetypischetijddienodigisomhetvraagstukoptelossen
- Groep2:beloningenaanbieden,alsjebijde25snelsteterechtkomtkrijgjeietsVraag:hoeveelsnellerlostdezegroephetvraagstukop?Groepmetbeloningendeedhetveelbeterdandeandere.Alsdepunaisesuithetdoosjezijn,ishetbestgemakkelijkniet?
Alsdanbeloningenwerkengoedvoormakkelijkeopdrachten,waareeneenvoudigesetvantakenisenduidelijkedoelstellingenomnatestreven.Doorhunaardbeperkenbeloningenonzefocus.Zeconcentrerendegedachten,daaromwerkenzezogoed.Voortakenalsdeze,nauwefocusmeteenduidelijkdoel,werkenzeechtgoed.Maarvoorhetechtekaarsvraagstuk,ligthetantwoordnietvoordehand.Waaromzobelangrijk?Ingrotedelenvandewerelddoenkantoorwerkerssteedsminderhetmakkelijkekaarsvraagstukmaarsteedsmeerhetoriginelekaarsvraagstuk.Routinewerk(linkerhersenhelft),metregeltjeskanjavandaagmakkelijkoutsourcenofautomatiseren.Softwaredoethetsneller,low-cost-aanbiedersoverdehelewereldkunnenhetgoedkoper.Belangrijkzijndemeervanuithetrechterhersenhelftkomendecreatieve,conceptielevaardigheden.Voorbeeld:economistDanAriely,en3collega’sdedeneenstudieonderMIT-studenten.Studentenkregeneenaantalcreatievespelletjesmetmotoriekenconcentratie.Zebodenbun,alszegoedpresteerden,drieniveausvanbeloningenaan(kleine,middelgrote,grote)Watgebeurter?Zolangdetaakenkelmechanischeskillsnodigvergde,werktenbonussenzoalsverwacht.Hoemeergeld,hoebeterdeprestaties.Maaralsdetaakslechtseenkleinecognitievevaardighedenvergdedangafheteenomgekeerdeffect.Eenhogerebeloningleedtotslechtereprestaties.àNaarIndiagaan,daarisdelevensstandaardlager.Latenwezienofercultureleaspectenspelen.Mensendiedemiddenbeloningenkregendedenhetnietbeterdandemensenmetdekleinebeloningen.Hierdedendemensenmetdehoogstebeloningenhethetslechtsvanallemaal.In8vande9onderzochtetaken,over3experimenten,leiddenhogerebeloningentotslechtereresultaten.àWeconcluderendatfinanciëleprikkelsdealgeheleprestatienegatiefkunnenbeïnvloeden.Eriseenmismatchtussenwatwetenschappenweetenwatbedrijvendoen.Teveelorganisatiesnemenhunbeslissingopbasisvanveronderstellingendieachterhaald,nietonderzochtengeworteldzijnindefolkloreeerderdanindewetenschap.Nieuweaanpaknodig,diesteuntopintrinsiekemotivatie.Nietmeermensenlokkenmeteengroterebeloning,oftebedreigenmeteenharderestraf.3elementen:Autonomie:drangomonsleventesturen.Meesterschap:dewensomalsmaarbeterwillenwordeninietsdatertoedoet.Zinvoldoel:hetverlangenomtedoenwatwedoenindienstvanietsgroterdanonszelf.àBouwstenenvaneennieuwbesturingssysteemvanonzebedrijven.Autonomie:20eeeuw:managementuitgevondenmaarblijfthetwerken?Goedalsjevolgzaamheidwilmaaralsjeengagementwil,werktzelfsturingbeter.Vb.Atlassian:Australischsoftwarebedrijf.Voordevolgende24uurmagjewerkenaanwatjewiltzolanghetmaargeendeeluitmaaktvanjedagelijksejob.Opkomenmetnieuwedingen.Nieuwedingenvoorstellenaanhunanderecollega’s.=Fedexdays.Omdatjeietsinéénnachtmoetleveren.Google:20%time:ingenieursmogen20%vanhuntijdspenderenaanwatzewillen.Autonomieoverhuntijd,techniek,taak,team.
Rowe:resultonlyworkenvironnment.Erisgeendagindeling,zekomenwanneerzewillen,zemoetennietopeenbepaaldmomentinhetkantoorzijn,werkmoetgewoonafzijn.Productiviteitgaatomhoog,debetrokkenheidvandemedewerkersgaatomhoog,dewerknemerstevredenheidstijgt,hetverloopdaalt.Utopie?Nee.Inhetmiddenvandejaren90startteMicrosoftmeteenencyclopedie,Encarta.Zehaddendejuistebeloningsprikkelsinkaartgebracht,betaaldeprofessionalsomduizendenartikelsteschrijvenennatekijken.Goedbetaaldemanagerskekeneroptoedatditbinnendetijdwerdafgewerkt.Eenaantaljarenlatenkwamereenandereencyclopedie.Andermodel:jedoethetomdatjehetgraagdoetmaarniemandkrijgteeneuro.àIntrinsiekemotivatie,autonomie,meesterschapenzinvoldoelWatweetdewetenschap?
- Debeloningenvande20steeeuw,diemotivatorendiewealsnatuurlijkonderdeelvanhetbedrijfslevenbeschouwen,werken,maaralleenbinneneennauwebandbreedte.
- Als-dan-beloningenvernietigenvaakdecreativiteit.- Hetgeheimvanhogeprestatiesisnietbeloningenenstraffenmaaronzichtbare
intrinsiekedrive.àWetenschapbevestigtwatweinonshartalweten.
Drive:thesurprisingtruthaboutwhatmotivatesusOurmotivationsareunbelievablyinteresting.Thescienceisreallysurprising,it’salittlebitfreaky.Wearenotasendlesslymanipulableandpredictableasyouwouldthink!There’sawholesetofunbelievablyinterestingstudies.
- Ifyourewardsomethingdoyougetmoreofthebehaviouryouwant?- Ifyoupunishsomethingdoyougetlessofthebehaviouryouwant?
Experiment:theytookawholegroupofstudentsandgavethemasetofchallenges- Memorisingsetsofdigits- Solvingwordpuzzles- Spatialpuzzles- Psychicaltasks:likethrowingaballtroughaloop
àToincentivisetheirperformance,theygavethem3levelsofreward.• Small:prettywell• Medium:well• Large:reallywell
àAtypicalmoviescenewithinorganisations.Werewardthetopperformers.Weignorethebottomperformers.Whataboutthemiddleperformers?Whathappens?Theydothetest…Havetheseincentivise,here’swhattheyfoundoutAslongasthetaskinvolvedusedonlymechanicalskill,bonusesworkedasexpected.Higherpay=betterperformance.Thatmakessense!Oncethetaskcalledforrudimentarycognitiveskill,alargerrewardledtopoorerperformance.Howcouldthatpossiblybe?Onceyougetaboverudimentarycognitiveskillrewardsdon’tworkthatway.It’aweirdsocialistconspiracy.(Researchfundedbythefederalreservebank).Thisdefiesthelawsofbehaviouralphysics!àLet’stestourfindingssomewhereelse.Madurai:ruralIndia
• 2weeks’salary• 1-monthsalary• 2months’salary
àHigherincentivesledtoworseperformance.Thisisn’tthatanomalous.Itsbeenrepucatedoverandoveragain.Bypsychologists,economists,sociologist.Forsimple,straightforwardtasks,ifthenàyougetthatWhenataskgetsmorecomplicated,itrequiredsomeconceptual,creativethinking.Moneyisamotivator=fact.Ifyoudon’tpayenough,peoplewon’tbemotivated.Paypeopleenoughtotaketheissueofmoneyoffthetable.3factorsleadtobetterperformanceandpersonalsatisfaction.
- Autonomy- Mastery- Purpose
Autonomy:thedesiretobeselfdirectedTraditionalmotionsofmanagementrunfoulofthis.Managementisgreatifyouwantcompliance.Ifyouwantengagementselfdirectedisbetter.
Example:Atlassian:softwarecompany.Forthenext24hoursyoucanworkonwhateveryouwantwithwhoever,butshowustheresultsattheendofthe24hours.àSoftwarefixes,newproductideas,onedayofundilutedautonomy.Onedayofautonomyproducesthingsthatneveremerge.Mastery:theurgetogetbetteratstuffDoingthingsbecauseitisfun,andyougetbetteratitandthatissatisfying.Let’sgobackintime:someonehasanideaforanewbusinessmodel.Yougetabunchofpeoplefromallovertheworld,theydohighlyskilledwork,butarewillingtodoitforfree.Andjustvolunteertheirtime.Butthen:whatifwhattheycreate,theygiveawayratherthansellit!It’sgoingtobehuge!àInsaneidea.Technicallysophisticatedhighlyskilled,whatarethesepeopledoing?Theyhavejobs.Onemorepieceforthepuzzle:challengemasteryandmakingacontribution.Moreandmoreorganisationswatatranscendentpurpose.Whentheprofitmotivegetsunmooredfromthepurposemotive,badthingshappen.Companiesthatareflourishingareanimatedbypurpose.Ourgoalsaretobedestructivebutinthecauseofmakingtheworldabetterplace.Wearemaximisers,notonlyprofitmaximisers.Wecareaboutmasterlyverydeeply.Wecanbuildourorganizationandmaketheworldalittlebitbetter.