Projects that create the future: HR strategies within ...video.glceurope.com/presi/HR6/Martina...
Transcript of Projects that create the future: HR strategies within ...video.glceurope.com/presi/HR6/Martina...
Projects that create the future:
HR strategies within
project-oriented organisations
Prof Dr Martina Huemann
WU Vienna
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Overview
Projects & project oriented organisations
Project personnel
Model: Project oriented HRM
o Context
o Strategy & goals
o Processes, roles, organisation & infrastructure
Further ideas & cases
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Project-oriented organisation
Gareis 1990
Project-oriented
organisation
Strategy: Management by Projects
Culture: Project-oriented culture
Structure: Temporary and permanent organizations
Adequate organisations for different process types
Process characteristic Attribute
Frequency Often Once Once
Scope Small-medium Medium-large Large
Importance Low Medium-high High
Duration Short Short-medium Medium-long
Resources Few Some Many
Costs Low-medium Medium-high High
Number of organisations Few Several-many Many
Gareis 2005
Type of organisation Permanentorganisation
Project Program
Organisation chart of the project-oriented organisation
Gareis 2005
Management Board
Business Unit A
Business Unit B
Services
Depart-ment
Depart-ment
Depart-ment
Depart-ment
HRM
…
ExpertPool 1
ExpertPool 2
ExpertPool 3
ExpertPool 4
PM Office
Projects Programmes
Projects Programmes
Projects Programmes
Project portfolio Group
Model: Project-oriented HRM
Project
Strategy,
Structures,
Culture
Social
(external)
Social
(internal)
Future
History
Social
Project-oriented HRM
Huemann 2015
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Project-oriented HRM: Context
Content-related context
o Based on the strategy “Management by Project”, the project-oriented organization has specific structures and shapes a specific culture.
o Different projects are carried out in the project-oriented organization.
Social context
o Additional internal and external stakeholders are of relevance for the HRM system.
Time-related context
o The history and the future expectations regarding the importance of projects are of relevance for the HRM system.
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HRM Strategies and Goals
HRM strategies
o The HRM system actively supports and is shaped by project-orientation
o The HRM system uses Managing by Projects as organizational strategy
HRM goals
o The HRM system understands the challenges projects bring to the project personnel and ensures employee wellbeing to raise HR related potential
o Balancing short term and long term orientation
Aligning project and line HRM
Recruiting
Developing
Appraising
Rewarding
Releasing
Assigning
Developing
Appraising
Rewarding
Dispersing
HRM in the permanent
organisation
Project HRM
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HRM Processes, Infrastructure and Organization
HRM processes
o Project HRM processes are assigning, developing, appraising, rewarding and dispersing project personnel.
o Specific adoptions in the HRM processes in the permanent organization ensure relations to project HRM processes.
o Project HRM and HRM processes in the permanent organization are mutually aligned to support each other.
HRM roles and organization
o The HRM roles are spread out in the project-oriented organization, which leads to a more networked HRM
HRM infrastructure
o Specific adoptions in the HRM infrastructure support project-orientation.
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Prof. Dr. Martina Huemann
Professor at the WU Vienna University of Economics and Business
Head Project Management Group
Academic Director of the Professional MBA Program: Project Management.
Co-founder and manager of enable2change
0043/ 1 / 31336 5532