1b leaders define, monitor, review and drive the improvement of the organization’s management...

1b Leaders define, monitor, review and drive the improvement review and drive the improvement of the organization’s management

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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


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


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


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.


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,


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


socializations or teams

PROCESS ROLESPROCESS ROLES


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


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)


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


EFQM ASSESSMENTS BY EFQM ASSESSMENTS BY LEADERS


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


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


REGULAR BSC, REGULAR BSC, OBJECTIVE REVIEWS.


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


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

Effective 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


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


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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