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Executive Masterclass in HRM
1.
2.
EXECUTIVE MASTER CLASS
IN HRM
3.
1WAAR STAAN WE
IN HRM VANDAAG?
4.
© Vlerick Business
School THE PARADOX OF WORK 4 “Some have work and money but too little time, while others have all the time but no work and no money” Prof Dr Dirk Buyens
5.
© Vlerick Business
School THE PARADOX OF PRODUCTIVITY 5 “Ever more and ever better work from ever fewer people” - ½ x 2 x 3 = P Prof Dr Dirk Buyens
6.
© Vlerick Business
School THE PARADOX OF AGE “Every generation perceives itself as justifiably different from its predecessor, but plans as if its successor generation will be the same as them” 6Prof Dr Dirk Buyens
7.
2LINK TUSSEN BUSINESS
STRATEGIE EN HRM
8.
© Vlerick Business
School VLERICK STRATEGY FORMULATION FRAMEWORK 8 |
9.
© Vlerick Business
School A FRAMEWORK FOR STRATEGY IMPLEMENTATION 9
10.
3WERVING EN SELECTIE
– EEN GOEDE BASIS
11.
© Vlerick Business
School QUINTESSENCE PERFORMANCE & COMPETENCY MANAGEMENT MODEL – PROF DR LOU VAN BEIRENDONCK 11
12.
4CAREER MANAGEMENT –
MANAGEN VAN VERWACHTINGEN
13.
© Vlerick Business
School DE ZELFMANAGEMENT DRIEHOEK 13 “Wat ik kan” Wat zijn mijn professionele competenties? Wat is mijn leer- en aanpassings- vermogen? “Mijn professionele context” Wie maakt deel uit van mijn netwerk? Welke inzichten heb ik in de interne arbeidsmarkt? “Wat ik wil” Wat wil ik bereiken in mijn loopbaan? Wat zijn mijn motieven en mijn waarden? CAREER FOCUS TOOL: Actiegerichte analyse van mijn loopbaan- waarden, loopbaanvoorkeuren en sterktes Jobperformantie Carrièresucces
14.
© Vlerick Business
School ADULT/CAREER DEVELOPMENT 14 15 20 25 30 35 40 45 50 55 60 65Low High Exploration Maintenance? B.O.O.M. S.D. G.I.A.W. IDENTITY INTIMACY GENERATIVITY INTEGRITY PERFORMANCE Prof. dr. Dirk Buyens
15.
5TALENT MANAGEMENT –
HAAL HET BESTE UIT UW MEDEWERKERS
16.
© Vlerick Business
School WHAT’S THE FEEDBACK CLIMATE IN YOUR ORGANIZATION? How does your company deal with emotions? How does feedback flow? Is feedback evaluative and/or developmental? What about the balance between positive and negative feedback? E.G. Near misses 16 |
17.
6PERFORMANCE MANAGEMENT –
METEN, WETEN EN PRESTEREN
18.
© Vlerick Business
School PERFORMANCE MANAGEMENT? 18 Mission Goals Strategy Organisational objectives Individual objectives Deploy and develop Coaching/ Feedback Assess / Reward Steer / Adjust Stream in Planning Recruitment and Selection Conditions Competencies Attitude Resources Stream through / Stream out Vision Goal setting The Performance management cycle
19.
7REWARD MANAGEMENT – VAN
CONCEPT TOT IMPLEMENTATIE
20.
© Vlerick Business
School STRUCTURING TOTAL REWARDS Total Rewards Financial rewards (Total remuneration) Total compensation Employee Benefits Nonfinancial rewards Fixed remuneration Variable remuneration Short-term incentives Long-term incentives Income security Income adding Services Time Work environment Leadership Development Culture Security 20 |
21.
© Vlerick Business
School VLERICK’S STRATEGIC REWARD MODEL 21 |
22.
8JURIDISCHE ASPECTEN VAN
HRM
23.
© Vlerick Business
School WAT? SOCIALE ZEKERHEID = Geheel van sociale voorzieningen dat tot doel heeft aan alle burgers op elk ogenblik van hun bestaan minstens een minimale levensstandaard te waarborgen Prof Dr Ria Janvier – Universiteit Antwerpen
24.
© Vlerick Business
School HOE? LOONVERVANGENDE UITKERINGEN Ziekte en ongeval Moederschap (vaderschap) en adoptie Arbeidsongeval en beroepsziekte Werkloosheid Ouderdom en overlijden > Beroepsactiviteit Prof Dr Ria Janvier – Universiteit Antwerpen
25.
© Vlerick Business
School HOE? LOONAANVULLENDE VERGOEDINGEN Gezondheidszorg Gezinsbijslagen > Beroepsactiviteit of afgeleide rechten SOCIALE BIJSTAND > Onderzoek naar de bestaansmiddelen Prof Dr Ria Janvier – Universiteit Antwerpen
26.
9SOCIALE RELATIES MANAGEN
BINNEN DE ORGANISATIE
27.
© Vlerick Business
School WHAT IS A NEGOTIATION? Negotiation is an interaction process, through which different parties decide what each of them is going to give, do and receive Negotiation relations are interdependent relations; the parties cannot or do not want to act on their own or impose a decision Prof Dr Katia Tieleman27
28.
© Vlerick Business
School The most powerful tool for winning a negotiation is the ability to get up and walk away Prof Dr Katia Tieleman28
29.
10ORGANISATIESTRUCTUUR EN HAAR
IMPACT OP HRM
30.
© Vlerick Business
School Discover faces Diagnose links between faces Manage faces 30
31.
© Vlerick Business
School Languages of Organization Formality (design) Front (show) Informality (play) Intelligence Governance Boundary spanning DIAGNOSING THE LINKS 31
32.
11CHANGE MANAGEMENT –PROCES,
PRINCIPES EN SKILLS
33.
© Vlerick Business
School regels, structure n en werkwijzen gabariet doelen/KPI’s output-driven overlegmodel poldermodel visie/missie/ waarden grote bakens intrapreneurship ecosysteem Controleren Inspireren VERANDERSTRATEGIE De People Manag er - najaar 2012 33
34.
12HRM IN EEN
INTERNATIONALE CONTEXT
35.
© Vlerick Business
School CONFLICT DISPUTE RESOLUTION CONTINUUM 35 Private decision making by the parties Private third party decision making Legal authoritative decision making External coerced decision making Conflictavoidance Informaldiscussion andproblemsolving NEGOTIATION MEDIATION Administrative decisionmaking ARBITRATION Legislativedecision Judicialdecision violance Non-violantdirect action Increased coercion and the possibility of a loose-loose outcome
36.
13E-HRM
37.
© Vlerick Business
School DE GROEI NAAR EEN NIEUW SERVICE MODEL VOOR HR – HUBERT DE NEVE (IMEC) Optimization Focus on continuous improvement Effectiveness Efficiency/Rationalization/Operationalize Percentage of Costs 10% 30% 60% Focus on positioning HR to impact organizational effectiveness and drive profit Focus on reducing HR costs and improving streamlining operations Phase I • Benchmarking • Baseline Metrics • Streamline Processes • Delineate span of control Phase III •Strategy and consultation •HR Analytics •Metrics/Reporting •Programmatic Emphasis Phase II •Service Delivery •HR Products/Services •Quality/cost Tradeoffs •Platform (including MSS/ESS) •Workforce Transition HR en business executives zien zich geconfronteerd met de uitdaging om te blijven beantwoorden aan verwachtingen naar “ human skills”, als antwoord op competitie, globalisatie van de economie, en regulatoire veranderingen. Daarbij komt dat organisaties moeite hebben om consistente en blijvende resultaten te boeken, wat hen noodzaakt te zoeken naar een continue differentiatie. Deze business challenges hebben een duidelijke impact op de wijze waarop organisaties hun menselijk talent beheren. Daaruit is een transformatie gegroeid van de HR functie, die gewoonlijk in drie stappen verloopt.
38.
© Vlerick Business
School PRODUCTIVITEIT VAN HRM – HET “NIEUWE LOKET”- MODEL – HUBERT DE NEVE (IMEC) 38 eHR portal •Info distribution •eHR transactions •Link to 3rd Parties Call Centre •Q&A •Transactions •Mailings •Case History Policy Maker Consultants •Solve cases •Specialized advice 100 % 66% 28% 1% ? % HR Requests •Employees •Management •HR professionals 5% Technology Filter Call Centre Filter „High Touch‟ Filter Employer HR
39.
?CONTACT ME! Marjolein Van
der Weerden Programme Manager EMC HRM marjolein.vanderweerden@vlerick.com 09 210 97 18
40.
GOT INSPIRED? WWW.VLERICK.COM/NL/EMCHRM
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