2d Strategy and supporting policies are communicated, implemented and monitored, Jörg Klukas, pludoni.de, human resources management

1. 2d Strategy and supporting policies are
communicated, implemented and
monitored.
http://www.flickr.com/photos/donsolo/3029452838/sizes/l/

2. SUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?
International Human Resources Management, Dr. Jörg
Klukas 2

3. What we have learnt.
• Overview of the EFQM Model • Strategic Leadership
to be applied for HR- • Process Leadership
Departments • Operational Leadership
• Leadership of Change
• Criteria 3
• People Approaches
• Criteria 2
• Strategy focussed
• Criteria 5 organizations
• HR Process Management • Process of
• Criteria 4e Strategy Mapping
• Learning Organization
g g • Analysing HR Stakeholders
• People, Places and Objects • Understanding, identify and
Approach improve key skills as major
sustainable internal performance
• Intercultural Management by driver
Lixiu • Strategy Mapping according to
Kaplan/Norton
• Criteria 7
• Deriving HR Strategy Map
• People’s Perception measures
• People’s Performance Indicators
• Criteria 1
International Human Resources Management,
Dr. Jörg Klukas

4. 2D STRATEGY AND SUPPORTING POLICIES
ARE COMMUNICATED, IMPLEMENTED AND
A CO CA A
MONITORED.
International Human Resources Management,
Dr. Jörg Klukas 4

5. The EFQM excellence model
Q
Enablers Results
People
People Results
Policy and Customer Key
Leadership
p Strategy Processes Results Performance
Results
Partnerships Society
& Resources Results
Innovation and Learning
International Human Resources Management,
Dr. Jörg Klukas 5

6. The EFQM excellence model
Q
People
People
Results
Key
2. Strategy
2 St t
Customer
Leadership Strategy
Strateg Processes Performance
Results
Results
Partnership Society
& Resources Results
Excellent organizations implement their Mission and Vision by developing a
stakeholder focused strategy. Policies, plans, objectives and processes are developed and
deployed to deliver the strategy.
a.
a Strategy is based on understanding the needs and expectations of both
stakeholders and the external environment.
b. Strategy is based on understanding internal performance and
capabilities.
capabilities
c. Strategy and supporting policies are developed and updated.
d. Strategy and supporting policies are communicated, implemented
gy pp gp , p
and monitored.
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Klukas 6

7. The EFQM excellence model - Strategy
Q gy
Strategy and supporting policies are communicated,
St t d ti li i i t d
implemented and monitored
In practice, excellent organizations
p , g
APPROACHES
• Define the required outcomes and related performance indicators and establish targets
based on comparisons of their performance and the Mission and Vision
• Deploy strategy and supporting policies in a systematic manner to achieve the desired
set of results balancing short and long tern objectives
results, Human Capital
H C it l
• Maintain and align an organizational structure and a framework of key processes to Scorecard
deliver their strategy in way that adds real value for their stakeholders, achieving the
optimum balance of efficiency and effectiveness Management by
Objectives (3c)
j ( )
• Ali individual and team objectives with the organizations strategic goals and ensure
Align i di id l d bj i ih h i i i l d
they are empowered to maximize their contribution
HR Management
• Communication strategy and supporting policies with stakeholder ins an appropriate Review (5a)
wax
• Set clear goals and objectives for innovations and refine their strategy in line with
innovation achievements
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Dr. Jörg Klukas 7

8. Operationalize Strategy
HUMAN CAPITAL
SCORECARD
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Dr. Jörg Klukas 8

9. Strategy Mapping is the Bridge from
Now to the Future.
Vision Target Position
Year X
Strategy Map
Financials
Text
Text Text
Customer /
Text Text
Market
Text Text
Strategic Clarity and
Processes
Internal
Communication Text Text Text Text
Potentials
Text Text Text Text
Current Mission/
Position Values
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Dr. Jörg Klukas 9
compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“

10. Taking the HR Customer Perspective
g p
10

11. Example HR Strategy Map

12. From Strategy Map to BSC
gy p
Strategy Map
Finance
Strategic Indi--
Target cators Targets Initiative
als
Text
Financia
Text Text
Customer /
Text Text
Market
Customer Processes
Text Text Strategic Indi-- Vision Strategic Indi-
Target cators Targets Initiative Target cators Targets Initiative
and
Strategy
Processes
Internal
Text Text Text Text
Potential
Strategic Indi- -
ntials
Target cators Targets Initiative
Poten
Text
T t Text
T t Text
T t Text
T t
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Dr. Jörg Klukas 12
compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“

13. Setting up the BSC
g p
Strategy Map Balanced Scorecard Action plan
Process: Production- and Logistic Management
Topic: Turnaround in Ground Services Objectives Indicators Targets Initiative Budget
Profit und  Wirtschaftlichkeit  Marktwert 30% p.a.
RONa
Finances  Umsatzwachstum  Umsatz/Sitz 20% p.a.
Umsatz- Weniger  Weniger Flugzeuge  Mietkosten/Flugzeug  5% p.a.
wachstum Flugzeuge
 Mehr Kunden  Anzahl Stammkunden  70%  CRM-System implementieren  $XXX
Mehr Kunden
anziehen und binden anziehen und  Anzahl Kunden  12% p.a.  Qualitätsmanagement  $XXX
Customer
binden  FAA-Rating für  Platz 1  Kundenloyalitätsprogramm  $XXX
Pünktlicher Niedrigste  Pünktliche Flüge pünktliche Ankunft
Service Preise
 Niedrigste Preise  Kundenranking  Platz 1
 Schneller  Bodenzeit  30 Minuten
Processes Schneller Turnaround im  90%
 Optimierung der Durchlaufzeit  $XXX
Turnaround  Pünktlicher Abflug
Bodenbereich
 Die notwendigen  Strategische Job-  1. Jahr 1-70%,  Training des Bodenpersonals  $XXX
Strategischer Job Fähigkeiten Bereitschaft 2. Jahr 3-90%,  Einführung eines Systems zur  $XXX
Flugabfertiger
entwickeln 3. Jahr 5-100% Bodenpersonaleinsatzplanung
Potential Strategische Systeme  Unterstützung  Verfügbarkeitdes  100%  Kommunikationsprogramm  $XXX
Personaleinsatz
system.
system entwickeln Informationssystems  100%  Aktienbeteiligungsplan für MA  $XXX
 Bodenpersonal an  Strat. Bewusstsein  100%  Plan  $XXX
Ausrichtung des
Bodenpersonals Strategie ausrichten  Anteil am Bodenpers.
Total Budget  $XXX
International Human Resources Management,
Dr. Jörg Klukas 13
compare Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“

14. Example for Target Setting and strategic initiatives
Strategic Objective Indicators
Establish above average
F1.1 EVATM
F1
value increase of TSI MMS
F1.2 Free Cash Flow
Secure profitability in
F2 Project- and Service F2.1 EBITA
business
Enter 100 Mio. € sales
F3 F3.1 Sales
league
Strategic Initiatives
no direct initiative
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Dr. Jörg Klukas 14

15. Example for Target Setting and strategic initiatives
Strategic Objectives Indicators
M4.1 Number Top Accounts
Extend top accounts in
Customer Satisfaction of Top
M4 long-term M4.2
Accounts
M4.3 Customer Loyality Index
Strategic Initiative
Further development of Top-Account Management, including links to VIP
M4.1 Survey, Management A
M4 1 S M t Approach of TOP Accounts, Improvement CLI:
h f A t I t CLI
Responsible: CR, FS, MNE
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Dr. Jörg Klukas 15

16. Align the organization
g g
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17. Targets of our leaders support the targets of
our employees.
T-Systems Multimedia
Solutions GmbH
Dr. Jörg Klukas Page 17

18. Example Target Agreement HR
p y
Employee
Individualziele für das Jahr 2007 Frau XX YY
Human Resources Management
Gewicht ZE
Ziel Erfolgsparameter Zielkorridor
in % in %
1 Fragen der internen 70% Vorjahreswerte
Kundenbefragung
100% Zielwerte der HCSC 2007
1. z1: Gesamtzufriedenheit zu HR
Frau XX YY steigert die operative 150% Zielwerte der HCSC 2007 –
Excellence von HR und baut die 2. z2: Zufriedenheit mit HR 0,3
Aktivitäten 30
Business Partnerschaft mit den
Produktivbereichen aus. 3. z3: Zufriedenheit mit HR
Information& Kommunikation
4. z4: Zufriedenheit mit HR Service
Qualität
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Klukas 18

19. Example Target Agreement HR
p y
Employee
2 1. z1: Umsetzung 70% z1=80%; z2 = 66%; z3 =
Personalwachstum (Planerfüllung 56%
des überprüften Personalplanes)
100% z1=100%; z2 = 75%; z3 =
Frau XX YY sorgt dafür, dass die 2. z2: Human Capital Readiness 46%
Mitarbeiterkompetenzen der MMS Index (inkl. Schulung für
gesichert und kontinuierlich Kundenangang, FK, 150% z1>100%; z2 = 100%; z3 = 25
strategieorientiert weiterentwickelt Projektmanagement) 36%
werden
3. z3: 40-20-40 Abweichung
3 Image als Arbeitgeber aus der 70% 0,1
0 1 (Vorjahreswert)
Medienresonanzanalyse (Teilnahme
Frau XX YY hat weiter am GreatPlaceToWork, 100% 0,5 (HCSC 2007 Zielwert)
konsequent die Wahrnehmung BestPersAward, Artikel in
Zeitschriften, Nennungen bei 150% 0,7
als guter Arbeitgeber im Sinne 20
der Business Excellence Kultur Benchmarks, …)
ausgebaut.
b t
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Klukas 19

20. TARGET LOGIC
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Klukas 20

21. Structure and logic of our targets
• Strategy Map defines
strategic goals
• Balanced Scorecard sets the
annual strategic targets Period Where What A&R
• PoMS defines process and 3 yrs. Strategy Map Strategic Goals MR. Strategy
process indicators for key Workshop,
Workshop EFQM
processes SA, award
application
• Operational targets are 1 yr. Balanced Strategic Targets MR, BU/Acc R,
defined for daily activities Scorecard Offsite Meetings
EFQM SA,, award
(BSC) application
• Loose, local action & tight quarterly Process-oriented Process
Management Indicators
MR, in preparation
for BU/Acc R,
central review system (PoMS) EFQM SA, award
application
• Close alignment of strategic
Ongoing Anywhere Operational By leaders and
and process measurements targets people
• Adjustment to indicators in
line with adjustments to
strategy  breaks in trends
International Human Resources Management,
Dr. Jörg Klukas 21

22. MANAGEMENT REVIEW
AND CODE BOOK
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Klukas 22

23. HR Management Review (acc. to ISO 9000) balances
p o t es
priorities
Suggestions for
improvements
Pool of Ideas for Change
Consolidation and Improvement
HR
Strategic Filter/ HR Strategy Map Management
Prioritize Review
Mange operational
Improvement
Manage Change: HR Code
HR Strategic Initiatives
Monitoring Actions Book
Deployment
International Human Resources Management,
HR Process Indicators HCSC Indicators
Dr. Jörg Klukas
23

24. Example Code Book
p
Inputquellen
Kund Meeti
int. en- Score ng-
Wert Kund befra
W t K d b f MA EFQ B t -
Boots Proto Tren St t O
P t T Strate Oper Z tä
Zustän
Thema ung en gung B M trap cards koll ds gisch ativ digkeit
Schulungsprogramm für
Führungskräfte
(Nachwuchsförderung);
(N h h fö d )
Führungsduos, Kanditenpool
- "Führungskräfte-
Identifikations und
Entwicklungsprogramm",
E t i kl "
Vertriebsaspekte 7x x x x x x x
Virtualisierung /
Flexibiliesierung von Arbeit
(Arbeitsvertrag, -zeit, -ort, -
(A b it t it t
aufgaben) Integration von
langfristigen externen
Mitarbeitern 7 x x x x x x x
Kompetenz der MA als
K t d l
Anprechpartner für Kunden:
bei Beratung/ Konzeption International Human Resources Management, Dr. Jörg
Klukas 24
der Projekte; Softskills in

25. SUMMARY STRATEGY
FOCUSED ORGANIZATION
International Human Resources Management, Dr. Jörg
Klukas 25

26. Elements of a strategy-focused
g
organization
2. Translate Strategy into 1. Mobilize change through
Operational Terms executive leadership
Strategy-focused
3. Align the Organization
O i i
Organization to the 5. Govern to make
Strategy strategy a continual
process
4. Motivate to make Strategy
everyone’s job
Vgl. Robert S. Kaplan and David P. Norton, 2000 „the strategy-focussed organization“

27. Elements of a strategy-focused
g
organization
2. TRANSLATE STRATEGY 1. MOBILIZE CHANGE THROUGH
TO OPERATIONAL TERMS EXECUTIVE LEADERSHIP
2.1 Strategy map developed 1.1 Top leadership committed
2.2 Balanced Scorecard created 1.2 Case for change clearly articulated
2.3 Targets established 1.3 Leadership team engaged
2.4 Initiatives rationalized 1.4 Vision and strategy clarified
2.5 Accountability assigned 1.5 New way of managing understood
1.6 Program manager identified
Maturity level 5. GOVERN TO MAKE STRATEGY
A CONTINUAL PROCESS
3. ALIGN THE ORGANIZATION
TO THE STRATEGY Assessment 5.1
5 1 BSC reporting system established
ti t t bli h d
5.2 Strategic review meetings conducted
3.1 Corporate role defined 5.3 Planning, budgeting, and strategy
3.2 Corporate –SBUs aligned integrated
3.3 SBU –support units aligned 5.4 HR and IT planning linked to strategy
3.4
3 4 SBU –external partners aligned
t l t li d 5.5
5 5 Process management linked to strategy
3.5 Board of directors aligned 4. MOTIVATE TO 5.6 Knowledge sharing linked to strategy
MAKE STRATEGY 5.7 SMO established
EVERYONE’S JOB
best 4.1 Strategic awareness created
practice 4.2 Personal goals aligned
g g
good 4.3 Personal incentives aligned
ok 4.4 Competency development aligned
not good
awful

28. Tools for strategy focussed
g
organizations
2. Translate Strategy into 1. Mobilize change through
Operational Terms executive leadership
Balanced
Strategy Maps
Scorecard
Competency Management
Management Review
Strategy-focused
3. Align the Organization
O i i
Organization to the 5. Govern to make
Strategy strategy a continual
process
Office of
Strategic Action Process-
Management Total Reward Plan oriented
Management
by Objectives Approach
pp Management
g
System
4. Motivate to make Strategy
everyone’s job

29. Contact me!
Dr. Jörg Klukas
• XING: https://www.xing.com/profile/Joerg_Klukas
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/pludoni
http://twitter.com/pludoni
• Email: joerg.klukas@pludoni.de
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Dr. Jörg Klukas 29