This document summarizes a lecture on international human resources management given by Dr. Jörg Klukas. The lecture covered several topics: 1) Leaders ensure organizations are flexible and effectively manage changes. This includes understanding and responding to internal and external drivers of change. 2) The EFQM excellence model criteria related to leadership and ensuring organizational flexibility. 3) Key tasks of leaders include strategic, operational, process, and change leadership. Leaders guide vision and goals while empowering stakeholders.

1. International Human
Resources Management
Dr. Jörg Klukas
1e Leaders ensure that the
2010/2011
Lesson 21
organization is flexible and
manages changes effectively
http://www.flickr.com/photos/picture_taking__fool/115862664/sizes/z/

2. 1E LEADERS ENSURE THAT THE
ORGANIZATION IS FLEXIBLE
AND MANAGES CHANGES
EFFECTIVELY
International Human Resources Management, Dr. Jörg
Klukas 2

3. SUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?
International Human Resources Management, Dr. Jörg
Klukas 3

4. What we have learnt.
• Overview of the EFQM Model • Criteria 1
to be applied for HR- • Tasks/Roles of Leaders
Departments • Leaders drive the vision
• Various Theories, Types, Traits
• Criteria 3
about Leadership
• People Approaches
• Process of coordinator, owner and
• Criteria 5 manager
• HR Process Management • Regular BSC review
• Criteria 4e • Assessor/ auditor
• Learning Organization
g g • Leaders manage external
stakeholders
t k h ld
• People, Places and Objects
Approach • Corporate Social Responsibility
• Direct Influence Methods
• Intercultural Management by • Influencing external stakeholders
Lixiu • Leaders as HR managers
• Criteria 7 • High Performance Teams
• People’s Perception measures
• People’s Performance Indicators
International Human Resources Management,
Dr. Jörg Klukas

5. 1E LEADERS ENSURE THAT THE
ORGANIZATION IS FLEXIBLE
AND MANAGES CHANGES
EFFECTIVELY
International Human Resources Management, Dr. Jörg
Klukas 5

6. 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 6

7. The EFQM excellence model
Q
People
People
Results
Key
1. Leadership
1 L d hi
Customer
Leadership Strategy
Strateg Processes Performance
Results
Results
Partnership Society
& Resources Results
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.
d Leaders reinforce a culture of excellence with the organization s people
organization’s
e. Leaders ensure that the organization is flexible, and managers
change effectively
International Human Resources Management, Dr. Jörg
Klukas 7

8. The EFQM excellence model - Leadership
Q p
1e Leaders ensure th t th organization i fl ibl and managers
1 L d that the i ti is flexible, d
change effectively APPROACHES
In
I practice, l d
ti leaders of excellent organizations
f ll t g i ti
Phases/Cycle of
• Understand the internal and external drivers of organizational change. Change
• Demonstrate their ability to make sound and timely decisions. Change Driver
• Are flexible; they review, adapt and realign the direction of their organization when Leadership
necessary, inspiring trust at all times. Competency for
Change
• 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 Organizational development
success.
success as a continuous change process
• Demonstrate their ability to maintain sustainable advantage through their capability to
Management Review;
learn quickly and respond rapidly with new ways of working.
Review System (5a)
• Allocate resources to provide for long term needs rather than just short-term
profitability and, where relevant, become and remain competitive. Strategic Initiatives
Initiati es
to change organization
acc. to market situation (2)
International Human Resources Management, Dr. Jörg
Klukas 8

9. 4 Tasks of Leaders
4 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.
Strategic Leadership Operational
1a Leadership 1c/d
• Process Coordinator, Process Owner
people
ship
Process Manager
g
Leadership Processs
of Change Leaders
• Leader of Improvement Team
1b
• Assessor / Auditor (EFQM, Bootstrap/SPICE)
Visionary
Enabler • Member of Management Review
g
e
Role Model • Responsible for Strategic Initiatives
• Manger of Innovations; Member of Disruptive
1e
Innovation Decision Teams; Leader/Member
of Focus Innovations
experiences
• Set challenging goals, create belief • Leading employees
and commitment to these goals, • Account Manager
involving people at all company • Partner Manager
levels, stick with the challenging • Responsible for Cultural Activities,
goals, focus on it and execute Educational Institutions,
• by Offsites, Management Meetings, Governmental Relationships
BU/Account Reviews, Strategy
Mapping, BSC
International Human Resources Management,
Dr. Jörg Klukas 9

10. CHANGE MANAGEMENT
BASICS
International Human Resources Management, Dr. Jörg
Klukas 10

11. Change Cycle
g y
Intensity
y
of process
First Raising
europhoria bury one's
one s commitment
head in the
sand
Try new
y
Need for
N df
resistance situation
change
Valley of
tears
time
International Human Resources Management,
Dr. Jörg Klukas 11

12. 5 Phases of Managing Change
g g g
1. Generate uncertainty to Create an atmosphere of departure
Employees must develop willingness for change by strengthening their uncertainties.
Convince opinion leaders in y
p your team.
2. Develop master plan to Design a future
Leading 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 decide
Start 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 consequently
The
Th euphoria of the b gi i g i over. Fi t f il
h i f th beginning is First failures are realized. U thi situation to
li d Use this it ti t
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 systems
The 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

13. 4 Levels of change driver
g
Organizational level
Management Level
Interpersonal level
Intra-personal level
Creditability (Glaubwürdigkeit)
Trust
Empowerment/Enabling
Strategic Alignment
International Human Resources Management, Dr. Jörg
Klukas 13

14. FAST CHANGING
ORGANIZATIONS
International Human Resources Management, Dr. Jörg
Klukas 14

15. Employability – HR as Change Agent
Employee Life Cycle
p y y
International Human Resources Management,
Dr. Jörg Klukas 15
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

16. Leaders manage the Life-Cycle of
Employees – Change Agents
p y g g
 Education, Training,
Coaching,
 Integration / On-  Blended Learning
Boarding (First Day  Employee Appraisal
p y pp
Procedures, Welcome  Total Reward
Day,…) Approach
 Strategic Alignment Develop & Bind
(Target Management) Placement
Integrate & Align
Emplacement
Set free & Support
Plan & Find Outplacement
Preplacement
 Last Work Day
 Personnel and Procedures
Competency  Outplacement
Re-integrate & Keep up  Certification
Planning
Replacement  Retirement
 HR Marketing
 Applicant  Transfer, Shifting  Vacation
Management  Job Rotation  Parental Leave
 Succession Planning
 Re-Organization
 Alumni Management
International Human Resources Management,
Dr. Jörg Klukas 16

17. Leadership Competencies for Change
p p g
International Human Resources Management,
Dr. Jörg Klukas 17
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

18. Required Competencies for Change
p
Leadership
International Human Resources Management,
Dr. Jörg Klukas 18
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

19. Establish Change as normal
organisational Development
g p
International Human Resources Management,
Dr. Jörg Klukas 19
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

20. Fast adapting organizations need open
spaces by:
p y
International Human Resources Management,
Dr. Jörg Klukas 20
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

21. Patching – Fast adapting organizations
g p g g
International Human Resources Management,
Dr. Jörg Klukas 21
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

22. HR TRENDS LEADING TO
ORGANIZATIONAL
CHANGES
International Human Resources Management, Dr. Jörg
Klukas 22

23. The same procedure as every y
p y year?
Quelle: Trends *10, Personalwirtschaft, Befragung durch DGFP 2009

24. How about…
• 201x we will not look for talents and bind them
• We do not align the workforce to strategy anymore
• We
W make h work more i ffi i
k hr k inefficient
• We do not measure HR performance
• …
• http://www.personalmarketingblog.de/?p=2018,
Kommentar von karrierebibel, 04.01.10

25. Influences to HR Work
• Social Media
• Business Crisis
http://www.flickr.com/photos/matthamm/2945559128/
http://www.flickr.com/photos/29487767@N02/3034659459/
• Demography
http://www.flickr.com/photos/mac/20544160/

26. …new kicks!
we-learning Interim staffing
(Zeitarbeit)
Corporate
Social
Responsiblity
Software
as a
Community Service
Management
Social Media
Quelle: Trends *10, Personalwirtschaft, Befragung durch DGFP 2009

27. 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
International Human Resources Management,
Dr. Jörg Klukas 27

28. Organisational Styles
g y
International Human Resources Management,
Dr. Jörg Klukas 28
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001

29. Diversity
y
International Human Resources Management,
Dr. Jörg Klukas 29
Vgl. „Das Management von Wachstum und Erfolg“, IAO Studie, Walter Ganz, 2001