1d Leaders reinforce a culture of excellence with the organization’s people, International Human Resources Management

1. 1d Leaders reinforce a culture of
excellence with the organization s
organization’s
p p
people
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2. 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
Lixiu
• Criteria 7
• People’s Perception measures
• People’s Performance Indicators
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Dr. Jörg Klukas

3. 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
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Klukas 4

4. 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
organization s
people
e. Leaders ensure that the organization is flexible, and managers change
effectively
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Klukas 5

5. The EFQM excellence model – People
Q p
1d Leaders reinforce a culture of excellence with the
organization’s people.
i ti ’ l
In practice, excellent organizations: APPROACHES
• Inspire p p and create a culture of involvement, ownership,
p people , p,
empowerment, entrepreneurship, improvement and
Leaders i th i role
L d in their l
accountability, at all levels. as human resources
managers
• Promote a culture which supports the generation and
development of new id
d l t f ideas and new ways of thi ki
d f thinking to
Contingency Model
encourage innovation and organizational development.
of Leadership
• Ensure that their people can contribute to their own, and the
organization s
organization's ongoing success by realizing their full potential inHigh performance of
a spirit of true partnership. leadership
• Support people throughout the organization to achieve their
plans, objectives and targets, recognizing efforts in a timely and Employee interview
appropriate manner. (3d)
• Promote and encourage equal opportunities and diversity.
Empowerment (3c)

6. 1D LEADERS REINFORCE A
CULTURE OF EXCELLENCE WITH
THE ORGANIZATION’S PEOPLE
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7. 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
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8. Leading employees in context of
stakeholders
Shareholder Values, expectations,
Interests, needs
Task
T k
Products/ Processes
Services
Supplier/ Values, expectations,
Partner Employee
Interests, needs
Customer
Leader Values, expectations,
Values, expectations, Interests, needs
Relation
Interests, needs
Organization
Society
S i Values, expectations,
Values expectations
Interests, needs
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9. Leading People
g p
Experts say, that…
• …Staff leadership will become one of Coordination and control
the most important controlling functions
in a company (Wunderer/Dick 2001)
Self-responsibility of employees
• …primarily, it depends on the
relationship to the direct superior, how
l ti hi t th di t i h
long an employee will stay at the …of policy…
company and how productive he is (…)
• …the qualification of the management …ofof
lacks concerning central tasks like leader
communicating visions, ensure fun at
work, inspire confidence, personal
development ( )
d l t (…)
Source: IAO research 2002
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10. Leaders manage the Life-Cycle of
p y
Employees
 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
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11. Successfull Leadership
p
Typical Approaches Process Approaches of
in leading people successful leaders
Based on experiences Selection of applicants/ Based on talent
and formal qualification employees
By explaining the right Definition of By setting the right
steps
t expectations and t k
t ti d task targets
t t
assignment
By identifying and Motivation of employees By identifying and
reducing weaknesses developing strengths
Based on vertical career Development of Based on optimal
paths employees balance between role,
talent on vertical an
horizontal career paths
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12. Example: Recruiting & Promotion by
Leaders using Peer Principles
g p
Softskills,
mental
Technical Know-how,
attitude, Technical
Softskills, mental
methodic skills Know-how
Know how
attitude, methodic skills
ttit d th di kill
Leaders from HR Specialists from
different different departments
departments
• Decision making about hiring and promotion based on
consensus between leaders (and technical experts)
• Moderated by HR
Applicants/Candidates for
13
International Human Resources different positions and/ or
Management, Dr. Jörg Klukas departments

13. Example: Competency management
made by leaders.
y
LEADER
LEADERSHIP
LEADERSHIP
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14. Example: Leader‘s toolkit for
p
performance management.
g
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15. ELEMENTS OF HIGH
PERFORMING LEADERSHIP
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16. Elements of High Performing
p
Leadership
Delegate tasks
Leader as and priorities
Tasks
Allocator
Leader as
Team Builder Leader as
Establish team Motivation Providing a
culture Stimulator motivating
environment
Leader as
Vision Leader as
Creator People
Developer
Clarity of Propel people
expectations
High Performing Leadership and organization
d i ti
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17. Leader as
Motivation
Stimulator
Leader as
Team Builder
Leader as
Motivation
Stimulator
Leader as Vision Creator Leader as Vision
Creator
Leader as
People Developer
High Performing Leadership
Leader as Vision Creator
Monitoring
Action plan
execution
Developing
Creating Action Plan
Setting
Vision Goals
G l
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18. Leader as Vision Creator
Analysis f t
A l i of external Opportunities and threats and
lO t iti d th t d
Analysis of internal Capabilities and areas for
Creating Vision
improvement.
The purpose of setting goals is to convert
Setting
g managerial statements of team vision into specific
Goals performance targets- results and outcomes the team
wants to achieve.
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19. Four success factors of Goal Setting
g
Increasing your employees’ goal difficulty
Goal increases their challenges and enhances the
Difficulty amount of effort expended to achieve them
Goal When given specific goals, employees tend to
Specifity
S ifit perform higher
Performance feedback keeps their behavior
Feedback directed on the right target and encourages
them to work harder to achieve the goal
Participation Employees who participate in the process,
in Goal generally set higher goals than if the goals
Setting were get for them
g
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20. Leader as Vision Creator
• Action plan are the means for accomplishing
Developing objectives
Action Plan • Action plan must be concrete, measurable events
p ,
that must occur
• The final step is to follow up, measure,
Monitoring • and check to see if the team is doing what
Action plan • is required.
execution
• This kind of leader involvement validates that the stated
priorities are worthy of action.
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21. Leader as
Motivation
Stimulator
Leader as
Team Builder
Leader as
Motivation
Stimulator
Leader as Team Builder Leader as Vision
Creator
Leader as
People Developer
High Performing Leadership
• Know when to step in and when to stay out of team
Cultivate a conflicts
cohesive team
• Plan occasional team events that let people get together
without the pressures of work.
• Be accessible for consultation with your employees if
Promote team problems arise, but don’t micromanage.
problem solving
• Be the voice of your team at the management table
Be loyal to
• Share the credit with your team for its achievements and
your member
ensure that those above you know about its successes
successes.
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22. Leader as Team Builder
Help
H l your
members to • Find out what gets in the way of
manage and their doing their best.
learn from their • Delegate but don’t abdicate.
Delegate, don t abdicate
challenges
• Make small talk with your employees, when the
opportunity presents itself.
Care about
your members
• Greet employees by name when you make first contact
p y y y
each day.
• Be a positive, encouraging force
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23. Leader as
Motivation
Stimulator
Leader as
Team Builder
Leader as
Motivation
Stimulator
Leader as Tasks Allocator Leader as Vision
Creator
Leader as
People Developer
High Performing Leadership
• Leaders get things done through people……
Tasks
Leaders Result
People
• Effective leaders, therefore, need to understand the value
, ,
of allocating tasks or delegating and know how to do it
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24. Leader as Tasks Allocator
• The assignment of authority to another
Delegation person to carry out specific activities
• It allows an employee to make decisions -
that is, it’s a shift of decision making
authority from one organizational level to
another lower one.
What to • Recurring and routine tasks
delegate • Tasks that would increase or develop an
employee s
employee’s skills or knowledge
• Occasional duties or tasks
• Tasks I do that are in someone’s area of
expertise or interest
ti i t t
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25. Leader as Tasks Allocator
• A person who is already able and willing to
Delegate to take on responsibility for doing a task
• A Person who wants to learn the task in
order to develop or extend their skills
• APPerson who wants to make their job more
h t t k th i j b
interesting and challenging (job
enrichment)
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26. Steps to Delegate Effectively
p g y
1. Clarify • It’s your responsibility to provide clear
the information on what is being delegated the
delegated,
assignment results you expect, and any time or
performance expectations you hold
2. Specify the
employee’s • What you are delegating is authority to act
range of on certain issues within certain
discretion parameters. You need to specify what those
parameters are so that employees know, in
no uncertain terms, the range of their
discretion.
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27. Steps to Delegate Effectively
p g y
3. Allow the • One of the best way to decide how much authority
employee
emplo ee to will be necessar to accomplish a task is to allow
ill necessary allo
participate the employee to participate in that decision.
4. Inform • You
Y need to i f
d inform the employee’s colleagues,
h l ’ ll
others that other supervisors, or senior managers, that you
delegation have delegated a particular task or duty to
has occurred someone else particularly if that employee will
else,
liaising with others in order to carry it out
5. Monitor • Monitoring allows you to make any necessary
results adjustments to the way the task is being done.
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28. Leader as Motivation Stimulator Leader as
Team Builder
Leader as
Motivation
Stimulator
3 Cs of Motivation
Leader as
Motivation
Stimulator
Leader as Vision
Creator
Leader as
People Developer
High Performing Leadership
People feel more motivated to work hard when
Collaboration they’re inspired to cooperate, when they have an
y p p , y
opportunity to help one another succeed
People feel more motivated to work hard when they
Content understand how their work add value to the
organization
People feel more motivated to work hard when they
Choice feel empowered to make decision about their work
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Dr. Jörg Klukas 29

29. Leader as Motivation Stimulator
Inspire by YOU
Leader as
Motivation
Stimulator
Create and communicate
a clear vision
of the goals
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Dr. Jörg Klukas 30

30. Leader as Motivation Stimulator
• Be clear and enthusiastic about your own life
purpose and goals
Inspire by
• Share stories from your own experience. People
YOU
who capture the hears of others and leave them
feeling uplifted often do so by sharing stories
about their own struggles, mistakes, and life
lessons.
• Focus on the dreams and goals of others
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31. Leader as Motivation Stimulator
• Ensure that you are clear about the goals that
Create and have been assigned to y
g your team byy
communicate management above you.
a clear vision • Have the team develop plans for achieving
these goals
g
of the goals
• Help others to bring out the best in
themselves
• Keep the vision front and center
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32. Leader as
Motivation
Stimulator
Leader as
Team Builder
Leader as
Motivation
Leader as People Developer
p p
Stimulator
Leader as Vision
Creator
Leader as
People Developer
High Performing Leadership
Leader
Employee development
and learning plan
Employee
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33. Leader as People Developer
p p
Employee Employees benefit because they can:
development
d l t • Reflect on and communicate their own
interests, skills, and achievements to their
and learning managers
plan • Volunteer for participation in satisfying
assignments, special projects and learning
activities
• Relate personal goals to the bigger picture of
the organization’s long-term business plan
• Seek feedback about specific development
needs and interests
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34. Leader as People Developer
p p
Employee Managers benefit because they can:
development
d l t • Share the responsibility for developmental
planning with employees rather than
and learning assuming full responsibility
plan • Get a clearer picture of employees’ interests
employees
and goals and relate those interests to new
tasks and assignments
• Energize and retain employees by providing
new challenges in their current roles as well
as preparing them for other roles
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35. 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
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http://twitter.com/pludoni
• Email: joerg.klukas@pludoni.de
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