1e Leaders ensure that the organization is flexible and manages changes effectively
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Transcript of 1e Leaders ensure that the organization is flexible and manages changes effectively
International Human Resources ManagementResources Management
Dr. Jörg Klukas2010/20111e Leaders ensure that the Lesson 211e Leaders ensure that the
organization is flexible and
http://www.flickr.com/photos/picture_taking__fool/115862664/sizes/z/
manages changes effectively
1E LEADERS ENSURE THAT THE ORGANIZATION IS FLEXIBLE AND MANAGES CHANGES EFFECTIVELY
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-• 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• Influencing external stakeholders
Lixiu• Criteria 7
• People’s Perception measures• People’s Performance Indicators
• Leaders as HR managers• High Performance Teams
International Human Resources Management,Dr. Jörg Klukas
1E LEADERS ENSURE THAT THE ORGANIZATION IS FLEXIBLE AND MANAGES CHANGES EFFECTIVELY
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 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
International Human Resources Management, Dr. Jörg Klukas 7
The EFQM excellence model - LeadershipQ p
1 L d th t th i ti i fl ibl d
I ti l d f ll t g i ti
1e Leaders ensure that the organization is flexible, and managers change effectively APPROACHESIn practice, leaders of excellent organizations• Understand the internal and external drivers of organizational change.
• Demonstrate their ability to make sound and timely decisions.
Phases/Cycle of Change
Change Driver
• Are flexible; they review, adapt and realign the direction of their organization when necessary, inspiring trust at all times.
• Involve and seek commitment of all relevant stakeholders for their contribution to the sustainable success of the organization and any changes necessary to ensure this success
LeadershipCompetency for
Change
Organizational developmentsuccess.
• Demonstrate their ability to maintain sustainable advantage through their capability to learn quickly and respond rapidly with new ways of working.
• Allocate resources to provide for long term needs rather than just short-term
as a continuous change process
Management Review;Review System (5a)
Strategic Initiati esprofitability and, where relevant, become and remain competitive.
International Human Resources Management, Dr. Jörg Klukas
Strategic Initiativesto change organization
acc. to market situation (2)
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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,
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BU/Account Reviews, Strategy Mapping, BSC
CHANGE MANAGEMENT CHANGE MANAGEMENT BASICS
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Change Cycleg y
Intensityyof process
Firsteurophoria bury one's
Raisingcommitment
N d f
europhoria bury one s head in the
sandTry new
commitment
Need forchange resistance
ysituation
Valley oftears
International Human Resources Management, Dr. Jörg Klukas 11
time
5 Phases of Managing Changeg g g1. Generate uncertainty to Create an atmosphere of departure
Employees must develop willingness for change by strengthening their uncertainties. Convince opinion leaders in your team.p y
2. Develop master plan to Design a futureLeading by vision and strengthen emotions to create motivation. Perform workshops to identify tasks to achieve new goals. Involve people in developing paths to new vision.
3. Start “Quick-Wins” and Bravely decideStart pilot projects to generate Quick-Wins. No failures allowed in this phase! Signal the next heavier steps to go. If there is raising resistance, then signal willingness to discuss. Be supportive and directing.
4. Deploy project parts and tasks consequentlyTh h i f th b gi i g i Fi t f il li d U thi it ti t The euphoria of the beginning is over. First failures are realized. Use this situation to review running projects critically and set priorities for a the few most important tasks. Delegate responsibilities to middle management and team leaders. It is their responsibility now. This is the longest phase and needs high endurance/patience.
5. Establish and prove new structure and systems5. Establish and prove new structure and systemsThe time of massive change is over. Now a long phase of proof is following. Bring new structures and systems within the daily business, leadership principles and corporate culture. Change training and reward systems for employees, which help keeping new structures. Recognize achievements to all employees.
International Human Resources Management, Dr. Jörg Klukas 12
4 Levels of change driverg
Organizational level
Management Level
Interpersonal levelInterpersonal level
Intra-personal level
Trust
Creditability (Glaubwürdigkeit)
Strategic Alignment
Empowerment/Enabling
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Strategic Alignment
FAST CHANGINGFAST CHANGINGORGANIZATIONS
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Employability – HR as Change AgentEmployee Life Cyclep y y
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001
Leaders manage the Life-Cycle of Employees – Change Agentsp y g g
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
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Leadership Competencies for Changep p g
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001
Required Competencies for Change Leadershipp
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001
Establish Change as normal organisational Developmentg p
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001
Fast adapting organizations need open spaces by:p y
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001
Patching – Fast adapting organizationsg p g g
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001
HR TRENDS LEADING TOHR TRENDS LEADING TOORGANIZATIONALCHANGESCHANGES
International Human Resources Management, Dr. Jörg Klukas 22
The same procedure as every year?p y y
Quelle: Trends *10, Personalwirtschaft, Befragung durch DGFP 2009
How about…
• 201x we will not look for talents and bind them• We do not align the workforce to strategy anymore
W k h k i ffi i• We make hr work more inefficient• We do not measure HR performance•• …
• http://www.personalmarketingblog.de/?p=2018, Kommentar von karrierebibel, 04.01.10
Influences to HR Work
• Social Media• Business Crisis
• Demographyhttp://www.flickr.com/photos/29487767@N02/3034659459/
http://www.flickr.com/photos/matthamm/2945559128/
http://www.flickr.com/photos/mac/20544160/
…new kicks!
Interim staffing(Zeitarbeit)
we-learning
Software
Corporate Social
Responsiblity
as a Service
Social Media
Community Management
Quelle: Trends *10, Personalwirtschaft, Befragung durch DGFP 2009
Social Media
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 27
Organisational Stylesg y
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001
Diversityy
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Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001