International human resources management lesson 5a

5a Processes are designed and
d t ti i t k h ldmanaged to optimise stakeholder
value
http://www.flickr.com/photos/moertl/1306170809/sizes/l/

5A PROCESSES ARE DESIGNED
AND MANAGED TO OPTIMISE
STAKEHOLDER VALUE
International Human Resources Management,
Dr. Jörg Klukas

SUMMARY OF THE LASTSUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?YOU LEARN?
Dr. Jörg Klukas

What we have learnt.
• Overview of the EFQM
Model to be applied for HR-
Communication
• Feedback (360°) and
M ti ti T t l R d
Departments
• Criteria 3
• HR Planning
Motivation, Total Reward
• Criteria 5
Y ill l h t t
• HR Marketing, Recruiting,
Integration
• Succession Planning
• Employee Survey
• You will learn, how to get your
HR Processes right.
• Employee Survey
• Strategic Competency
Management and Blended
Learning
S tSystem
• Annual Employee Feedback
Interviews and Target
Appraisals
• Empowerment and Internal
Dr. Jörg Klukas
4

The EFQM Model –
5a Processes are designed
and managed to optimiseand managed to optimise
stakeholder value
Dr. Jörg Klukas

The EFQM excellence modelQ
Enablers Results
People
Leadership
People
Policy and
Strategy Processes
People
Results
Customer
Results
Key
Performancep Strategy
Partnerships
& Resources
Processes Results
Society
Results
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
5 PLeadership Strategy
Partnership
& Resources
Processes
Results
Society
Results
Performance
Results
5. Processes
a. Processes are designed and managed to optimise stakeholder
value
b. Products and services are developed to create optimum value for
customers
c. Products and Services are effectively promoted and marketed
d Products and Services are produces delivered and managedd. Products and Services are produces, delivered and managed
e. Customer relationships are managed and enhanced
What about HR Products, Services and Solutions?
Dr. Jörg Klukas
What about HR customer relationship?
7

The EFQM excellence model - ProcessesQ
5 P d i d d d t ti i t k h ld l
In practice, excellent organizations
A l i d i i i h i d d f h
5a Processes are designed and managed to optimise stakeholder value
APPROACHES
• Analyze, categorize and priorities their end to end processes as part of the
overall management system and adopt appropriate approaches to effectively
manage and improve them, including those processes that extend beyond the
boundaries of the organization.
• Clearly define process ownership and their role and responsibility in developing,
Process-oriented
Management System with
ProcessClearly define process ownership and their role and responsibility in developing,
maintaining and improving the framework of key processes.
• Develop meaningful process performance indicators and outcome measures,
clearly linked to the strategic goals.
• Turn ne ideas into realit through inno ation enabling processes that fit the
Process
Documentation,
Managing Roles and
Responsibilities,
M i P• Turn new ideas into reality through innovation-enabling processes that fit the
nature and importance of the changes they will make.
• Assess the impact and the added value of innovations and improvement to
processes.
Measuring Process
Performance by
Indicators
Process Improvements
Dr. Jörg Klukas
p
Process Maturity
8

INTRODUCTION OF THEINTRODUCTION OF THE
PROCESS-ORIENTED
MANAGEMENT SYSTEMMANAGEMENT SYSTEM

Is Dilbert a suitable advertiser?
Employees don‘t see this issue unreflectingEmployees don t see this issue unreflecting...
Klukas
10

EFQM Model and ISO 9000Q
Klukas
11

Reasons for Business Process
Managementg
Internal ObjectivesExternal Objectives
 Internal optimizations of
procedures
 Proofs fulfillment of quality
and compliance requirements
Internal ObjectivesExternal Objectives
 Documentation
 Increase in productivity
 Transparency for customers
 Simplification of business
processes
 Motivation of employees
 Reducing costs
p
 Set up efficient customer-
supplier relationships
 Improve weaknesses
 Faster introduction of new
hires
 Improvement of image
 Competitive Advantages
Dr. Jörg Klukas
Source: Bruhn (1997)
12

PROCESS CHARTSPROCESS CHARTS
Dr. Jörg Klukas

Managing Processes – A General Process
Model viewed on HR Perspective.p
L d hi P
1. Strategy and
Planning
2. Operative Leadership 3. Business Excellence
Steering
Core Performance Processes
Leadership Processes
M
A
R
K
C
U
S
T
O
C
U
S
T
O
M
A
R
K
4. Acquisi-
tion and
7. Know-
ledge
Sharing
5. Produce and Deliver Products
K
E
T
O
M
E
R
O
M
E
R
K
E
T
CRM
6. Manage Projects and Services
g
and
Learning
Enabling Processes
8. Human Resources 9. Procurement
10. Finance
Management and 11. Infrastructure
Dr. Jörg Klukas
Management Management
Management and
Controlling Management
14

Elements of Process Managementg
• Processes
• Corporate ViewCorporate View
• For all Key processes
• Linkages
• Owners, Managers, Community
• Sub-Processes
• Fall all main elementsFall all main elements
of a process
• Linkages
• Indicators/MeasuresIndicators/Measures
• ONLY A FEW: Procedures
• Detailed description
• Steps, roles, documents
Dr. Jörg Klukas
15

HR Processes with Sub-Processes
Integration / On-
Boarding (First Day
Education, Training,
Coaching,
Blended Learning
Employee AppraisalBoarding (First Day
Procedures, Welcome
Day,…)
Strategic Alignment
(Target Management)
p y pp
Total Reward
Approach
Integrate & Align
Develop & Bind
Placement
Integrate & Align
Emplacement
Set free & Support
OutplacementPlan & Find
Last Work Day
Procedures
Outplacement
Certification
Retirement
Personnel and
Competency
Planning
HR Marketing
Outplacement
Re-integrate & Keep up
Replacement
Preplacement
Retirement
Vacation
Parental Leave
HR Marketing
Applicant
Management
Transfer, Shifting
Job Rotation
Succession Planning
Re-Organization
Alumni Management
Dr. Jörg Klukas
Alumni Management
16

Examples of HR Sub-Process:
Plan&Find
Procedures
Qualitative HR Planning and
Budgeting
Quarterly Review as part of Business Unit Reviews
HR Planning andHR Planning and
Review; Mgmt. ofReview; Mgmt. of
l ditil diti
Measures
Deviations of
plans
Main Steps
Updating communications planes,
marketing activities and job posts
Allocation of internal and external
channels; Organizing communication
and marketing campaigns
Commission of marketing
measures and deployment of
communication plan
general conditionsgeneral conditions
HR marketing andHR marketing and
communicationcommunication
managementmanagement
p
#applicants per
open position;
cost of
recruiting per
Management of general conditions
(policies and quota of hiring, training with prioritizing by means of cost-benefit analysis,…)
and marketing campaigns communication planmanagementmanagement
ApplicantApplicant
Receipt of application,
registration and request of
missing information
Pre-selection by HR
and forward to Leaders
Manage leaders
responses and follow up
1. Decision:
decline, recommend, invite
recruiting per
open position
time to hire,
t f
pppp
ManagementManagement
Management of
interviews or
assessments
2. Decision:
decline, recommend/save, offer
Prepare offer and
negotiation
Creation,
success rates of
interviews
time to
ContractContract
ManagementManagement
verification,
authorization of
contract
Mailing and administration,
Information of leaders
Response Controlling,
Follow ups
Creation of personal files
IntegrationIntegration
M tM t
Preparation of infrastructur,
f ilit d i i t ti
1 First Work
D
Welcome Day
Target
Interviews,
P b ti
Monitoring integration
steps (e.g. initiation
time to
contract,
rejection rate
fluctuation
(labor
turnover)
within
ManagementManagement facility, administration,… Day
y
Probation
Talks
p ( g
plan)employment
probation
period
17

Boarding (First Day
Coaching,
Blended Learning
Procedures, Welcome
Day,…)
(Target Management)
p y pp
Total Reward
Approach
Integrate & Align
Develop & Bind
Placement
Integrate & Align
Emplacement
Set free & Support
Last Work Day
Procedures
Outplacement
Certification
Retirement
Personnel and
Competency
Planning
HR Marketing
Outplacement
Replacement
Preplacement
Retirement
Vacation
Parental Leave
HR Marketing
Applicant
Management
Job Rotation
Re-Organization
Dr. Jörg Klukas
Alumni Management
18

Example of HR Sub-Process:
Competency Managementp y g
Environment &
Challenges
Targets &
Strategy
Structures &
Processes
Analyze requirements &
training targets
Plan &
Definition & Preparation
Compare with targets,
Review and improve
Information Systems
Develop training sessions
Deployment &
Transfer
Controlling of
success
Develop training sessions
or outsource training
(make or buy)
Dr. Jörg Klukas
Transfer
19

Boarding (First Day
Coaching,
Blended Learning
Procedures, Welcome
Day,…)
(Target Management)
p y pp
Total Reward
Approach
Integrate & Align
Develop & Bind
Placement
Integrate & Align
Emplacement
Set free & Support
Last Work Day
Procedures
Outplacement
Certification
Retirement
Personnel and
Competency
Planning
HR Marketing
Outplacement
Replacement
Preplacement
Retirement
Vacation
Parental Leave
HR Marketing
Applicant
Management
Job Rotation
Re-Organization
Dr. Jörg Klukas
Alumni Management
20

Example: Procedure for
Target/Appraisal Managementg pp g
Beginning of year
agree individual
Targets for all
employees
Within the
following year
Beginning of
next year
review and
update Targets
At least 2 weeks
prior 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 of
Organization’s
and unit’s targets
ll l New Target
Appraisal
New Target
Appraisal
to all employees
Dr. Jörg Klukas
Changed
organizational
targets?
Same targets of
organization?
21

Necessary Elements of Proceduresy
Roles
ToDos
Decisions/
Gates
Li k tLinks to
other
processes,
procedures
Dr. Jörg Klukas
Source: http://www.essex.ac.uk/adminreview/images/staff-recruitment-diagram.gif
procedures
22

Necessary Elements of Proceduresy
R lRoles
Decisions/
Gates
Comments
Gates
Docu-
mentsments
ToDos
Dr. Jörg Klukas
23

PROCESS DESCRIPTIONPROCESS DESCRIPTION
Dr. Jörg Klukas

Describing Processes rightg g
L d hi P
1. Strategy and
Planning
Steering
M
A
R
K
C
U
S
T
O
C
U
S
T
O
M
A
R
K
4. Acquisi-
tion and
7. Know-
ledge
Sharing
5. Produce and Deliver Products
K
E
T
O
M
E
R
O
M
E
R
K
E
T
CRM
6. Manage Projects and Services
g
and
Learning
Enabling Processes
8. Human Resources 9. Procurement
10. Finance
Management and 11. Infrastructure
Dr. Jörg Klukas
Management Management
Management and
Controlling Management
25

Example Description – HR Processp p
Necessity for the organization
• Human Resources is a key process because it• Human Resources is a key process, because it
describes procedures for people management, as
people are the most important economic factor
(People Management)
P t gProcess category
• The Process „Human Resources Management“
belongs to enabling processes (Process 8)g g p ( )
Dr. Jörg Klukas
26

Specialties:
• the individual Sub-Processes are running in parallel and arethe individual Sub Processes are running in parallel and are
performed continuously
Process-Customers:Process-Customers:
• Internal: Organization, Employees, Manager, Worker’s
Council
• E t l A li t S i t bli I tit ti d• External: Applicants, Society, public Institutions and
Authorities, Alumni
E i i h i iExecution in the organization
• Over all Business Units (all Processes)
Dr. Jörg Klukas
27

Objective:
1 The Process Human Resources Management“1. The Process „Human Resources Management
ensures, that qualified personnel is provided
• in sufficient number,
• on the right time,
• on the right place,
2 and that the employees2. and that the employees
• are trained for their own benefit and for the
organization’s benefit
itt d l t• are committed on a long term,
so that the economic success of the organization can
be ensured.
Dr. Jörg Klukas
28

Critical factors of success
1 Attainment of HR performance indicators are1. Attainment of HR performance indicators are
influenced by the framework of the organization
(e.g. stop of employment) and because of lack of
professionals on the job market
2. Educational controlling for ensuring return on
invest of further educationinvest of further education
3. Long-Term Commitment of employees
Dr. Jörg Klukas
29

The HR Process supports reaching strategic targets
1. Finance: Revenue and Return, because Quantity and
Quality of the employees influence Revenue
and Returnand Return
2. Customer: Loyalty of customers directly depends on
competency and commitment of employees
3 Processes: Utilization rate and Hour-rates per employee3. Processes: Utilization rate and Hour-rates per employee,
because Compentency of the employees
influence their utilization and quality of their
productsp o c s
4. Potential: Certification, Competencies, Maturity Level for
HRM
Dr. Jörg Klukas
30

HR Leading Indicators - examplesg p
1. Talents-quota in %
• Share of Apprentices/BA-Students/Bachelors/Diploma-
Students/MBA-Students
• Definition: Number of Apprentices/Number of Employees
• How good is the organization’s prevention for being independent of
the market and framework (e.g. stop of employment)?
2. Rate of labor turnover during the trial period of new
l (l th h lf )employees (less than a half year)
• Did the organization made the right choice?
• Definition: Number of terminations during the trial
period/Number of Employmentsperiod/Number of Employments
• Are the right People employed and trained on the right way?
Dr. Jörg Klukas
31

HR Leading Indicators - examplesg p
3. ø Organization’s expert knowledge in years
• Is the organization able to commit employees in the long run?
4. Recruitment Costs
• Costs per new hire
5. Degree of certification (Human Capital Readiness Index)
• How good are deployed Trainings?g p y g
Dr. Jörg Klukas
32

HR Lagging Indicators - examplegg g p
6. Satisfaction with their development opportunities
(Surveying)
• How satisfied are the employees with their development
opportunities?
7. Ø Deviation from Personnel Planning in %
• Degree of deviation of the number of actual employments from
planned employments
8. Placement in the BestPersAward
• How good is the organization’s HR in comparison to other
companies?companies?
Dr. Jörg Klukas
33

HR Lagging Indicators - examplegg g p
9. Value of EFQM-Assessment of criteria 3 and 7
• How are the criteria “People” and “People Results” evaluated
internal and external?
10.Evaluation of People-Competencies (Customer Surveys)
• How do the customers evaluate the competencies of the
organization’s employees?
Dr. Jörg Klukas
34

Are these indicator the right ones?g
Objectives of
the process
Key Success / Risks Strategic Targets
# indi-
cator
1 2 1 2 3 1 2 3 4
1 X X X X X X X X X
2 X X X X X X
3 X X X X X X X X X3 X X X X X X X X X
4 X X X X X
5 X X X X X X X X
6 X X X X X X
7 X X X X X
8 X X X X X
9 X X X X X X
1010 X X X X X X X
Dr. Jörg Klukas
35

Description of each Sub-process
(text-version)( )
• Title/Number of sub-process
• Important Main Steps• Important Main Steps
• Involved Roles (leader, employee, departments,…)
• Reference to further documentation, e.g.Reference to further documentation, e.g.
approaches, concepts, procedures, forms,
templates, IT-Systems,…
Dr. Jörg Klukas
36

Alignment & Ownership -
HR Approaches and HR Sub-Processespp
Committee Work
Human Capital
Scorecard
Managing
Processes
HR-Policy & HR-Strategy
Benefits & Compensation
HR-Controlling
Salary Elements
HR Reporting
Variable Bonus
System
g
HR-
Planning
HR-
Recruitment
Monitoring of
Personnel
Development
of
Central
P
Layoff of
Personnel
Job Profiles &
Career Paths
HR Reporting
Employee Feedback
Talks
Blended Learning
System
Planning Recruitment
Deployment EmployeesProcesses Personnel
HR-AdministrationPersonnel
Employee
Appraisels
HR-Planning Last Work D
Procedure
Supporting
Processes
Competency Management System
Working Conditions & Social Conditions
Administration
Competency
Management System
Flexible
trust-based
Dr. Jörg Klukas
working time
37

PROCESS ROLESPROCESS ROLES
Dr. Jörg Klukas

Process Roles
• Process Owner
• owns the process, sub-processes, procedures and all belongings of the
process (forms, checklists, templates,…)
• (re-)designs the process, sub-processes, procedures and all belongings
of the process, if it is necessary
• assures fulfillment of strategy by its process
Discuss
novate
assures fulfillment of strategy by its process
• Process Manager
• Measures and analyzes the process, sub-processes, procedures and
all belongings according to:
n,Measure,
mprove,Inn
• fulfillment of strategy (e.g. linkage to a BSC)
• good-in-class performance
• peers (prüfend blicken) the process owner and its processes,…; is not
employed with the process owner
Design
Re-Design,I
p y p
• suggests necessity of improvements
• Process Community
• generate, elaborate and share knowledge and best-practices for
i i iimprovements an process innovations
Dr. Jörg Klukas
39

Example -Process Owners by Top
Managementg
1. Strategy and
Planning
SteeringCEOCEO CEOCEO QMQM
5 Projects
Head of SalesHead of Sales CEOCEO
M
A
R
C
U
S
T
C
U
S
T
M
A
R
4.
Acquisition
7.
Knowledge
5. Projects
5 3 Test Services
5.2 Software Solution Development
5.1 Consulting
COOCOO
BULBUL
BULBUL
BULBULR
K
E
T
T
O
M
E
R
T
O
M
E
R
R
K
E
T
Acquisition
and
CRM
6. Services
Sharing
and
Learning
5.3 Test Services
6.1 Agency Services
6.2 Support Services
COOCOO
BULBUL
BULBUL
BULBUL
Enabling Processes
10. Finance
6.2 Support Services
Head of HRHead of HR CFOCFO CFOCFO Head of internal ITHead of internal IT
UU
Dr. Jörg Klukas
8. Human Resources
Management
9. Procurement
Management
10. Finance
Management and
Controlling
11. Infrastructure
Management
40

Summary - Elements of Processesy
•A Process consists of:
– Description of objective and purpose
– Description of success factors and critical risk
– Assigned Process Owners, Managers, and/or Community
– Start points and end points
Li k d b– Linked sub-processes
– Links to other processes
– Input/Output (a process produces something.)
– Involved rolesInvolved roles
– Key indicators for process evaluation, that are linked to strategy,
success factors and critical risks
•A process is supported by:
– Approaches, Systems, Concepts
– Forms and templates
– Handbooks, Checklists, Procedures
Tools (e g Database) and other appliances– Tools (e.g. Database) and other appliances
Dr. Jörg Klukas
41

Line of Thoughts - Processesg
• 1b leaders… base decisions on factually reliable information and use all
available knowledge to interpret current and predicted performance
on the relevant processeson the relevant processes
• 2d in order to deploy strategy... maintain and align an organizational
structure and a framework of key processes to deliver strategy
• 3a ...align people plans with their strategy, the organizational structure,
new technologies and key processes
• 5a ...develop meaningful process performance indicators and
outcome measures, clearly linked to the strategic
1b Leaders manage strategy, people and processes
2d strategy
3a people 5a process
2d strategy
is deployed
by key
processes
organization
follows key
processes
and strategy
indicators
measure
strategic
success
Dr. Jörg Klukas
5b improvements, innovations
42

PROCESS MATURITY,PROCESS MATURITY,
IMPROVEMENTS
Dr. Jörg Klukas

5 formal Levels of Process Performance
Carnegie Mellon University, 1997
Dr. Jörg Klukas
44

Maturity Level in view of Knowledgey g
to produceLevel 1
Activity Results
to produce
Just do it.
PlanningLevel 2
Think before
you act.
A d thi k ft
Activity Results
to produce
input to
And think after
you act, just to
make sure you
did right.
Evaluation
input to
to improve
Dr. Jörg Klukas
45

Level 3
Planninginput to
ResultsActivityStandards
input to
to produce
Evaluation
to improveinput to
Use your lessons learned.
Dr. Jörg Klukas
46

Level 4
Planninginput to to forecast
input to
to produce
Evaluation
to improveinput to
Predict the results you need and expect and
then create opportunities to get those results.
Dr. Jörg Klukas
47

Level 5
Planninginput to to forecast
input to
to produce
input to
Evaluation
to improve
Create lessons learned,
and use lessons learned to create more lessons learned,
and use more lessons learned to create even more lessons learned,
and use even more lessons learned to create ... Etc.
Dr. Jörg Klukas
48

People Capability Maturity Model
(PCMM)( )
Continuous Workforce Innovation
Organizational Performance Alignment5 Optimized
Continuous
organizational
Process AreasMaturity Level Focus
Continuous Capability Improvement
4 Managed
development
Capability
Management
Mentoring
Organizational Capability Management
Quality Performance Management Competency
-Based Assets
Empowered Workgroups
C t
Empowered Workgroups
Competency Integration
Participatory Culture
Workgroup Development
Competency-based Practices
3 Defined
Compentency
Management
Career Development
Competency Development
Workforce Planning
Competency Analysis
2 Leaded
Employee
Management
Compensation
Training and Development
Performance Management
Work Environment
Communication and Coordination
Staffing
Dr. Jörg Klukas
Staffing
1 Initial
49

Each Process Areas has Process Goals
GOALS
Sample Questions for
A tAssessments
G1
The organization actively recruits for
qualified talent
Goal 1
How does your unit attract
people to open positions?
Staffing
qualified talent. people to open positions?
G2
The most qualified candidate is
selected for each position.
Goal 2
How does your unit ensure it is
selecting the most qualified
person for an open position?person for an open position?
G3
Selected candidates are transitioned
into their new positions.
Goal 3
How are people oriented to their
new position and responsibilities
in your unit?y
G4
Members of a unit are involved in its
staffing activities.
Goal 4
How are you involved in the
staffing activities of your unit?
Dr. Jörg Klukas
50

Each Goal is assessed and according to
the risk of failing the goal evaluated.g g
• „green“:  low risk
the intention of the P-CMM goal is adaquately addressed. There is only a
low risk to fail process goal.
• „yellow“:  medium risk
the intention of the P-CMM goal is partitially addressed (there are
approaches and concepts but they are only partitially deployed toapproaches and concepts, but they are only partitially deployed to
employees . Risk for failing process goal is seen.
• „red“:  high risk„ e : g s
the intention of the P-CMM goal is not sufficiently addressed (no approaches).
There is a high risk that the process goal will be failing
Dr. Jörg Klukas
51

Example Results of a PCMM
Assessment
Green  Yellow  Red 
Process Areas
S
T
C
O
W
E
P
M
T
D
C
M
C
A
C
D
W
F
C
R
C
B
W
G
P
C
STF - Staffing
PM - Performance Mgmt
TD - Training&Development
T
F
O
M
E M D M
P
A D F
P
R
D
B
P
G
D
C
G 1 
Out
of
scope
Out
of
scope
 
Out
of
scope
   
Out of
scope
Out of
scope
Out of
scope
TD Training&Development
CA - Competency Analysis
CD - Comp. Development
WFP - Workforce Planning
CRD - Career Development
G 2 
Out
of
scope
Out
of
scope
 
Out
of
scope
   
Out of
scope
Out of
scope
Out of
scope
G 3 
Out
of
scope
Out
of
scope
 
Out
of
scope
   
Out of
scope
Out of
scope
Out of
scope
p
G = Process Goal based on
questions for assessment
G 4 
Out
of
scope
Out
of
scope

na Out
of
scope
  
na Out of
scope
Out of
scope
Out of
scope
G 5
*

Out
of
scope
Out
of
scope

na Out
of
scope
na na na na Out of
scope
Out of
scope
Out of
scope
Dr. Jörg Klukas
*
52

Classification of Improvmentsp
RESULTS
strategic
RESULTS
aptation
tactical
APPROACH
ffortofad
operative
DEPLOYMENT
Ef
ASSESSMENT&REVIEW
Dr. Jörg Klukas
Frequency of adaptation
53

HR MANAGEMENTHR MANAGEMENT
REVIEW
Dr. Jörg Klukas

Tools for Improvementsp
Approach Indicators Management-Review
 Process Maturity (PCMM)
BSC
 Process Indicators
Assessment
Process Maturity (PCMM)
 Management Maturity (EFQM)  Evaluation of
Management System
 Process Performance
 Assessment results
 Strategic
Initiatives
 Process Indicators
 Target achievements of BSC
 Business Objectives
Review  Customer Feedback
 State of current
Improvement and
Correction measures
S t i t
 Quality
Objectives
 Budget
 Owner of
Initative
Survey  Employee Satisfaction
 Customer Satisfaction
 Image
 Set up improvement
measurements
- Initative
Dr. Jörg Klukas
55

Management Review (acc. to ISO 9000)
Suggestions for
improvements
Pool of Ideas for Change
and Improvement
improvements
Consolidation
HR Strategy Map
HR
Management
Review
Strategic Filter/
Mange operational
Improvement
Actions
Manage Change:
HR Strategic Initiatives
Review
HR Code
Book
Prioritize
Monitoring
Dr. Jörg Klukas
Actions
HR Process Indicators HCSC Indicators
Monitoring
Deployment
56

Synchronize Management/Unit
Reviews in all levels of organization
Governance
by Unit Leader
g
Governance
by HR department
Governance by
Top Management by Unit Leaderby HR departmentTop Management
4. BU-Review
MMS BSC
Management
Review
HCSC
HR-Management
Review
le
adapt
Unit BSC
MMS BSC,
Codebook
HCSC
earcycl
p
1. BU-Review
2. BU-Review
3 BU Review
1. Review in
Offsite
2. Review in
Offsite
1. Review in
HR Meeting
2. Review in
HR Meeting
1ye
Strat. Initiatives
3. BU-Review
3. Review in
Offsite
Strat. Initiatives Strat. Initiatives
HR Meeting
3. Review in
HR Meeting
adapt
Dr. Jörg Klukas
57

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: joerg.klukas@pludoni.de
Dr. Jörg Klukas 58

International human resources management lesson 5a

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International human resources management lesson 5a