1d leaders reinforce a culture of excellence with the organization’s people

1d Leaders reinforce a culture of excellence with the organization’s excellence with the organization s people

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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

• Leaders drive the vision• Various Theories, Types, Traits

about Leadership• Process of coordinator, owner and

• Criteria 5• HR Process Management

• Criteria 4e• Learning Organization

manager• Regular BSC review• Assessor/ auditor• Leaders manage external

t k h ldg g

• People, Places and Objects Approach

• Intercultural Management by Lixiu

stakeholders• Corporate Social Responsibility• Direct Influence Methods

Lixiu• Criteria 7

• People’s Perception measures• People’s Performance Indicators

International Human Resources Management,Dr. Jörg Klukas

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 4

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 d. Leaders reinforce a culture of excellence with the organization s people

e. Leaders ensure that the organization is flexible, and managers change effectivelyeffectively


The EFQM excellence model – PeopleQ p

1d Leaders reinforce a culture of excellence with the i ti ’ l

In practice, excellent organizations:• Inspire people and create a culture of involvement, ownership,

organization’s people.APPROACHES

L d i th i lp p p , p,empowerment, entrepreneurship, improvement and accountability, at all levels.

• Promote a culture which supports the generation and d l t f id d f thi ki

Leaders in their role as human resources

managers

development of new ideas and new ways of thinking to encourage innovation and organizational development.

• Ensure that their people can contribute to their own, and the organization's ongoing success by realizing their full potential in

Contingency Model of Leadership

High performance oforganization s ongoing success by realizing their full potential in a spirit of true partnership.

• Support people throughout the organization to achieve their plans, objectives and targets, recognizing efforts in a timely and

High performance of leadership

Employee interview appropriate manner.

• Promote and encourage equal opportunities and diversity.

(3d)Empowerment (3c)

1D LEADERS REINFORCE A CULTURE OF EXCELLENCE WITH THE ORGANIZATION’S PEOPLE


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

Leading employees in context of stakeholders

T k

Values, expectations,Interests, needsShareholder

TaskProducts/Services

Processes

Values, expectations,Interests, needs

EmployeeEmployee LeaderLeader

Supplier/Partner CustomerEmployeeEmployee LeaderLeader

Relation

PartnerValues, expectations,

Interests, needs

Values, expectations,Interests, needs

Organization

S i Values expectations


Society Values, expectations,Interests, needs

Leading Peopleg pExperts say, that…• …Staff leadership will become one of Coordination and control

the most important controlling functions in a company (Wunderer/Dick 2001)

• …primarily, it depends on the l ti hi t th di t i h

Coordination and control

Self-responsibility of employees

relationship to the direct superior, how long an employee will stay at the company and how productive he is (…)

• …the qualification of the management

…of policy…

of…the qualification of the management lacks concerning central tasks like communicating visions, ensure fun at work, inspire confidence, personal d l t ( )

…ofleader

development (…)

Source: IAO research 2002Source: IAO research 2002


Leaders manage the Life-Cycle of Employeesp y

Integration / On-Boarding (First Day

Education, Training, Coaching, Blended LearningEmployee AppraisalBoarding (First Day

Procedures, Welcome Day,…)Strategic Alignment

(Target Management)

p y ppTotal Reward

Approach

Integrate & Align

Develop & BindPlacement

Integrate & AlignEmplacement

Set free & SupportOutplacementPlan & Find

Last Work Day ProceduresOutplacementCertification Retirement

Personnel and Competency PlanningHR Marketing

Outplacement

Re-integrate & Keep upReplacement

Preplacement

RetirementVacationParental Leave

HR MarketingApplicant

ManagementTransfer, ShiftingJob RotationSuccession PlanningRe-OrganizationAlumni Management

International Human Resources Management, Dr. Jörg Klukas

Alumni Management

11

Successfull LeadershippTypical Approaches in leading people

Process Approaches of successful leaders

Based on experiences and formal qualification

Selection of applicants/ employees

Based on talent

By explaining the right t

Definition of t ti d t k

By setting the right t tsteps expectations and task

assignmenttargets

By identifying and reducing weaknesses

Motivation of employees By identifying and developing strengths

Based on vertical career paths

Development of employees

Based on optimal balance between role, talent on vertical an horizontal career pathshorizontal career paths


Example: Recruiting & Promotion by Leaders using Peer Principlesg p

Technical Know how

Technical Know-how, Softskills, mental

ttit d th di kill

Softskills, mental

attitude, methodic skills Know-howattitude, methodic skills

HRLeaders from different

departments

Specialists from different departments

• Decision making about hiring and promotion based on consensus between leaders (and technical experts)

• Moderated by HR

Applicants/Candidates for different positions and/ or

departmentsInternational Human Resources Management, Dr. Jörg Klukas

13

Example: Competency management made by leaders.y

LEADER

LEADERSHIP

LEADERSHIP


Example: Leader‘s toolkit forperformance management.p g


ELEMENTS OF HIGH ELEMENTS OF HIGH PERFORMING LEADERSHIP


Elements of High Performing Leadershipp

Leader asTasks

Allocator

Delegate tasks and priorities

Allocator

Leader asMotivationStimulator

Leader as Team Builder

Establish team culture

Providing a motivating

Leader asLeader as

environment

Leader asPeople

Developer

VisionCreator

High Performing LeadershipClarity of Propel peopled i tiHigh Performing Leadershipexpectations and organization


Leader as Vision CreatorLeader asMotivationStimulator

Leader asPeople Developer


Leader as VisionCreator


Leader as Vision CreatorHigh Performing Leadership

MonitoringAction planexecution

DevelopingAction PlanSetting

G lCreatingVision GoalsVision


Leader as Vision Creator

A l i f t l O t iti d th t d

Creating Vision

Analysis of external Opportunities and threats and Analysis of internal Capabilities and areas for improvement.

Setting

The purpose of setting goals is to convert managerial statements of team vision into specific g

Goals performance targets- results and outcomes the team wants to achieve.


Four success factors of Goal SettinggIncreasing your employees’ goal difficulty increases their challenges and enhances the amount of effort expended to achieve them

GoalDifficulty amount of effort expended to achieve them

GoalS ifit

When given specific goals, employees tend to perform higherSpecifity perform higher

Performance feedback keeps their behavior Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal

Feedback

Participation in GoalSetting

Employees who participate in the process, generally set higher goals than if the goals were get for them


Setting g

Leader as Vision Creator

Developing Action Plan

• Action plan are the means for accomplishing objectives

• Action plan must be concrete, measurable events p ,that must occur

MonitoringAction plan

• The final step is to follow up, measure,• and check to see if the team is doing what • is required.Action plan

executionis required.

• This kind of leader involvement validates that the stated priorities are worthy of action.


Leader as Team BuilderLeader asMotivationStimulator





Cultivate a Cultivate a • Know when to step in and when to stay out of team

conflicts

High Performing Leadership

cohesive teamcohesive teamconflicts

• Plan occasional team events that let people get together without the pressures of work.

Promote team Promote team • Be accessible for consultation with your employees if

problems arise, but don’t micromanage.problem solvingproblem solving

Be loyal to your memberBe loyal to

your member

• Be the voice of your team at the management table • Share the credit with your team for its achievements and

ensure that those above you know about its successes


ensure that those above you know about its successes.


H lH lHelp your members to manage and

learn from their

Help your members to manage and

learn from their

• Find out what gets in the way of their doing their best.

• Delegate but don’t abdicatechallengeschallenges

Delegate, but don t abdicate.

Care about your members

Care about your members

• Make small talk with your employees, when the opportunity presents itself.

• Greet employees by name when you make first contact your membersyour members p y y yeach day.

• Be a positive, encouraging force


Leader as Tasks AllocatorLeader asMotivationStimulator





• Leaders get things done through people……High Performing Leadership

Tasks

Leaders Result

People

• Effective leaders, therefore, need to understand the value

People


, ,of allocating tasks or delegating and know how to do it

Leader as Tasks Allocator

• The assignment of authority to another person to carry out specific activitiesDelegation person to carry out specific activities

• It allows an employee to make decisions -that is, it’s a shift of decision making authority from one organizational level to

Delegation

authority from one organizational level to another lower one.

• Recurring and routine tasks• Tasks that would increase or develop an

employee’s skills or knowledge

What to delegate

employee s skills or knowledge• Occasional duties or tasks• Tasks I do that are in someone’s area of

ti i t tInternational Human Resources Management,

Dr. Jörg Klukas 25

expertise or interest

Leader as Tasks Allocator

• A person who is already able and willing to take on responsibility for doing a taskDelegate to take on responsibility for doing a task

• A Person who wants to learn the task in order to develop or extend their skillsA P h t t k th i j b

Delegate to

• A Person who wants to make their job more interesting and challenging (job enrichment)


Steps to Delegate Effectivelyp g y

• It’s your responsibility to provide clear information on what is being delegated the

1. Clarify the information on what is being delegated, the

results you expect, and any time or performance expectations you hold

the assignment

• What you are delegating is authority to act on certain issues within certain parameters. You need to specify what those

2. Specify the employee’s range of discretion parameters. You need to specify what those

parameters are so that employees know, in no uncertain terms, the range of their discretion.

discretion


Steps to Delegate Effectivelyp g y

• One of the best way to decide how much authority ill be necessar to accomplish a task is to allo

3. Allow the emplo ee to will be necessary to accomplish a task is to allow

the employee to participate in that decision.employee to participate

Y d i f h l ’ ll• You need to inform the employee’s colleagues, other supervisors, or senior managers, that you have delegated a particular task or duty to someone else particularly if that employee will

4. Inform others that delegation

someone else, particularly if that employee will liaising with others in order to carry it out

has occurred

• Monitoring allows you to make any necessary adjustments to the way the task is being done.

5. Monitor results


Leader as Motivation Stimulator3 Cs of Motivation




People feel more motivated to work hard when they’re inspired to cooperate, when they have an Collaboration




y p p , yopportunity to help one another succeed

People feel more motivated to work hard when they understand how their work add value to the organization

Contentorganization

People feel more motivated to work hard when they feel empowered to make decision about their workChoice


Leader as Motivation Stimulator

Inspire by YOU

Leader as MotivationStimulator

Create and communicatea clear visiona clear vision of the goals


Leader as Motivation Stimulator• Be clear and enthusiastic about your own life

purpose and goalsInspire by• Share stories from your own experience. People

who capture the hears of others and leave them feeling uplifted often do so by sharing stories

Inspire by YOU

about their own struggles, mistakes, and life lessons.

• Focus on the dreams and goals of others


Leader as Motivation Stimulator• Ensure that you are clear about the goals that

have been assigned to your team by Create and g y ymanagement above you.

• Have the team develop plans for achieving these goals

communicatea clear vision of the goals g

• Help others to bring out the best in themselves

• Keep the vision front and center

of the goals

Keep the vision front and center


Leader as People DeveloperLeader asMotivationStimulator




p pLeader as

People Developer


Leader

Employee development and learning plan

Employee


Leader as People Developerp pEmployees benefit because they can:• Reflect on and communicate their own

Employee d l t • Reflect on and communicate their own

interests, skills, and achievements to their managers

• Volunteer for participation in satisfying

development and learningplan • Volunteer for participation in satisfying

assignments, special projects and learning activities

• Relate personal goals to the bigger picture of Relate personal goals to the bigger picture of the organization’s long-term business plan

• Seek feedback about specific development needs and interestsneeds and interests


Leader as People Developerp pManagers benefit because they can:• Share the responsibility for developmental

Employee d l t • Share the responsibility for developmental

planning with employees rather than assuming full responsibility

• Get a clearer picture of employees’ interests

development and learningplan • Get a clearer picture of employees interests

and goals and relate those interests to new tasks and assignments

• Energize and retain employees by providing Energize and retain employees by providing new challenges in their current roles as well as preparing them for other roles


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]


1d leaders reinforce a culture of excellence with the organization’s people

Business

tasks allocator

people developer

clear vision

work hard

delegate effectively

vision

team

leader