people are aligned involved and empowered
DESCRIPTION
EFQM "3c People are aligned involved and empowered" describes Employee Appraisals, Management by Objectives and Alignment, Empowerment, Motivation,TRANSCRIPT
3c People are aligned, involved
http://www.flickr.com/photos/archeon/2884431258/sizes/z/
and empowered
SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?
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What we have learnt.• Overview of the EFQM Model to be applied for HR-
Departments• Sub-Criteria 3a
• HR Planning• HR Marketing, Recruiting, Integration a e g, ec g, eg a o• Succession Planning• Employee Survey
• Sub-Criteria 3bSub Criteria 3b• Strategic Competency
Management• Blended Learningg
System• Annual Employee
Talks
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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
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3C PEOPLE ARE ALIGNED 3C PEOPLE ARE ALIGNED INVOLVED AND EMPOWERED EMPOWERED
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The EFQM excellence model – PeopleQ p
3 P l li d i l d d dIn practice, excellent organizations • Ensure their people at the individual and team level are fully
3c People are aligned, involved and empoweredAPPROACHES
Target• Ensure their people, at the individual and team level, are fully aligned with the organization's Mission, Vision and strategic goals.
• Create a culture where people‘s dedication, skills, talents and creativity are developed and valued
TargetManagement,
Appraisaland creativity are developed and valued
• Encourage their people to be the creator and ambassadors of the organization's ongoing success,
• Ensure that people have an open mindset and use creativity and innovation to respond quickly to challenges they face
Process Management (5)
E tand innovation to respond quickly to challenges they face.• Create a culture of entrepreneurship to enable improving
and optimizing the effectiveness and efficiency of their processes
Empowerment,Motivation
Strategy
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StrategyManagement (2)
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EMPLOYEE EMPLOYEE EMPOWERMENT
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Reason for Empowermentp
Daily InteractionL l ith t l
EntireOrganization(Hierarchy)
Level with externalstakeholders
(Hierarchy)
Organi-zationalCCenter
Daily Decisions, Agreements,…
International Human Resources Management, Dr. Jörg Klukas
g ,Empowerment by strategic clearness (vision, targets,…) 8
What is Empowerment?p• “Empowerment is not giving people power, people
already have plenty of power in the wealth of already have plenty of power, in the wealth of their knowledge and motivation, to do their jobs magnificently. We define empowerment as l tti thi t ” (Bl h d K)letting this power out.” (Blanchard, K)
• It encourages people to gain the skills and knowledge that will allow them to overcome knowledge that will allow them to overcome obstacles in life or work environment and ultimately, help them develop within themselves or in the societyor in the society.
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Empowerment includes the following or similar capabilities:p• to make decisions about personal /collective circumstances• to access information and resources for decision-makingto access information and resources for decision making• to consider a range of options from which to choose (not
just yes/no, either/or.)• to exercise assertiveness in collective decision makingto exercise assertiveness in collective decision making
• Having positive-thinking about the ability to make change
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Employee Empowerment Three Levelsp y p
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The three keys to empower the peopley p p pIn the book“ Empowerment Takes More Than a Minute“, the authors, Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three i l k h i i ff i l h simple keys that organizations can use to effectively open the
knowledge, experience, and motivation power that people already have.
• share information with everyone • share information with everyone, • create autonomy through boundaries• replace the old hierarchy with self-managed teams.
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Top 10 Principles of Employee Empowermentp• Demonstrate That You Value People• Share Leadership Vision• Share Goals and Direction• Trust People• Provide Information for Decision Making• Delegate Authority and Impact Opportunities, Not Just More Work• Provide Frequent Feedback• Solve Problems: Don't Pinpoint Problem Peoplep p• Listen to Learn and Ask Questions to Provide Guidance• Help Employees Feel Rewarded and Recognized for Empowered
Behavior
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Empowerment is based on Commitment.•Organization try to achieve more and more with less and less:
• e.g. improve quality, customer service without increasing cost.
•what makes the difference? • Brands, state-of-the-art technology, new products or new markets?
•BUT PEOPLE:– who are prepared to go the extra mile for their employer,– who care about the future of their company and– who are ready, willing and able to:
• exert the maximum effort,• deploy maximum intelligence, • and apply the maximum creativity
•in their work for the benefit of the organization as a whole.
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Commitment is based on Empowerment (Commitment Driver based on Employee Survey Data)p ( p y y )
•Leadership 31%•Ethical organization•Equitable reward•Viable and creditable strategy
D l t 29%•Development 29%•Provide opportunities to develop•Regard people as assets to be invested in not cost to be cut•Investment in people = investment in company’s futureInvestment in people = investment in company s future•Support diversification (individuals)
•Empowerment 27%p•=Responsibility + Authority•Employees are respected for their talents•Vest authority in their front-line staff•Employees are reluctant to express their views, or exercise their initiative
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Empowerment as Business DriverpMarket / Customer (outisde)
Profitability
Growth
C t
NewProducts &Innovation
Organization (inside)
Q ti
ServiceQuality
CustomerSatisfaction
Loyalty
Leadership
Strategy InternalProcesses
Questions of
employee survey
Attitude ofemployees
Behaviorof employees
Customer Relation
Careeropportunity
Growth driver employees
Performance/Feedback
Teamwork
Re at o
Empowerment
directleadership
Culturep
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Maslow and the MotivationHow can you make sure your workforce is loyal and actively engaged in their work? The answers may surprise you – it’s not all about money i hi f f b l h i h in this case. In fact, 89% of managers believe that money is the main issue contributing to turnover. However, only 12% of employees say money is the reason they left a company.
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Source: Expresspro, 2010
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TARGETTARGETMANAGEMENT, APPRAISAL
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Vision, Mission and Objectives, j
Vision Target PositionYear XYear X
FinanceStrategicTarget
Indi- -cators Targets Initiative
Customer-
ProcessesVision
andStrategy
StrategicTarget
Indi-cators Targets Initiative
StrategicTarget
Indi-cators Targets Initiative
Potential-Strategic
TargetIndi-cators Targets Initiative
CurrentPosition
Mission/Values
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Position Values
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Align the organization toward customer and other stakeholders
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Balance Targets and Skillsg
Current and Target Position of the Organizationg
„What we believe in“ and „Where we want to be“
Strategy Map, Balanced Scorecard and central Strategic Initiatives of the Organization
O G Pl “ d Wh t h t d “„Our Game Plan“ and „What we have to do“
Vision, Strategy, BSC and de-central Initiativesof the various units/departments
„Where we want to be“ and „What we have to do“
Individual Targets Knowledge&SkillsIndividual Targets by Target Appraisal Interviews
„What I have to do“
Knowledge&SkillsBy Employee Feedback Talks
„Where I want to be“
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Reasons for Target Managementg g• Linking the vision and strategy with the objectives of the
business units, teams and employees• Introduction of a management tool which involves all staff
through a performance-based pay system in the company's success
• Strengthening of individual initiative and responsibility of all employees
• Support of customer orientation and target focused Support of customer orientation and target focused cooperation
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Target/Appraisal Management – a processp
Beginning of yearagree individual Targets for all
employees
Within thefollowing year
Beginning of next year
review and update Targets
At least 2 weeksprior Appraisal
Leader&Employee
Leader&Employee
Leader&Employee
Leader
Review Target Achievement (last year) &N T
Status Review(on demand)
Review Target Achievement (last year) &N T
Communication ofOrganization’s
and unit’s targets ll l New Target
AppraisalNew Target Appraisal
to all employees
International Human Resources Management, Dr. Jörg Klukas
Changed organizational
targets?
Same targets of organization?
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Rules of Target Managementg g• 3-5 individual goals agreed between employees and HR
managers• Every goal to be weighted between 20% and 40% when using
different weights• The goals cover most of the core areasThe goals cover most of the core areas• Co-workers have chance to propose own goals• Individual goals are weighted 2/3 and company goals 1/3• B d f di t d CEO l d l• Board of directors and CEO conclude company goals• Goals are declared for one business year
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Defining Target according to SMART Principlep
Individual and team goals must be SMART:
Significant, Stretching, SimpleSpecific
Measurable Meaningful, Motivational, Manageable
A i t A hi bl A d A i bl A ti bl A ti i t d Attainable[ Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented, Ambitious], Aligned
Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding
Time-bound Time-oriented, Time framed, Timed, Time-based, Time boxed, Timely, Time-Specific, Timetabled, Time limited, Traceable, Tangible
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Targets of leaders support the targets of employees.
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How do the achievement of targets pay off?p yDifferent styles:
• Linkage to benefits&compensation• Linkage to career planingLinkage to career planing• Linkage to personal development and
improvement• Linkage to feedback system• …
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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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