EFQM "3c People are aligned involved and empowered" describes Employee Appraisals, Management by Objectives and Alignment, Empowerment, Motivation,

1. 3c People are aligned, involved
http://www.flickr.com/photos/archeon/2884431258/sizes/z/
and empowered

2. SUMMARY OF THE LASTSUMMARY OF THE LAST
LECTURES – WHAT DID
YOU LEARN?YOU LEARN?
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Dr. Jörg Klukas 2

3. What we have learnt.
• Overview of the EFQM Model to be applied for HR-
Departments
• Sub-Criteria 3a
• HR Planning
• HR Marketing, Recruiting, Integrationa e g, ec g, eg a o
• Succession Planning
• Employee Survey
• Sub-Criteria 3bSub Criteria 3b
• Strategic Competency
Management
• Blended Learningg
System
• Annual Employee
Talks
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4. The EFQM excellence modelQ
Leadership
People
Strateg Processes
People
Results
Customer
Key
Performance
3 P lLeadership Strategy
Partnership
& Resources
Processes
Results
Society
Results
Performance
Results
3. People
a. People plans support the organization’s strategy
b. People’s knowledge and capabilities are developed
c People are aligned involved and empoweredc. People are aligned, involved and empowered
d. People communicate effectively throughout the organization
e. People are rewarded, recognised and cared for
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5. 3C PEOPLE ARE ALIGNED3C PEOPLE ARE ALIGNED
INVOLVED AND
EMPOWEREDEMPOWERED
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6. The EFQM excellence model – PeopleQ p
3 P l li d i l d d d
In practice, excellent organizations
• Ensure their people at the individual and team level are fully
3c People are aligned, involved and empowered
APPROACHES
Target• Ensure their people, at the individual and team level, are fully
aligned with the organization's Mission, Vision and
strategic goals.
• Create a culture where people‘s dedication, skills, talents
and creativity are developed and valued
Target
Management,
Appraisal
and creativity are developed and valued
• Encourage their people to be the creator and ambassadors
of the organization's ongoing success,
• Ensure that people have an open mindset and use creativity
and innovation to respond quickly to challenges they face
Process
Management (5)
E tand innovation to respond quickly to challenges they face.
• Create a culture of entrepreneurship to enable improving
and optimizing the effectiveness and efficiency of their
processes
Empowerment,
Motivation
Strategy
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Dr. Jörg Klukas
Strategy
Management (2)
6

7. EMPLOYEEEMPLOYEE
EMPOWERMENT
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8. Reason for Empowermentp
Daily Interaction
L l ith t l
Entire
Organization
(Hierarchy)
Level with external
stakeholders
(Hierarchy)
Organi-
zational
CCenter
Daily Decisions,
Agreements,…
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g ,
Empowerment by
strategic clearness
(vision, targets,…) 8

9. What is Empowerment?p
• “Empowerment is not giving people power, people
already have plenty of power in the wealth ofalready have plenty of power, in the wealth of
their knowledge and motivation, to do their jobs
magnificently. We define empowerment as
l tti thi t ” (Bl h d K)letting this power out.” (Blanchard, K)
• It encourages people to gain the skills and
knowledge that will allow them to overcomeknowledge that will allow them to overcome
obstacles in life or work environment and
ultimately, help them develop within themselves
or in the societyor in the society.
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10. Empowerment includes the following or
similar capabilities:p
• to make decisions about personal /collective circumstances
• to access information and resources for decision-makingto access information and resources for decision making
• to consider a range of options from which to choose (not
just yes/no, either/or.)
• to exercise assertiveness in collective decision makingto exercise assertiveness in collective decision making
• Having positive-thinking about the ability to make change
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11. Employee Empowerment Three Levelsp y p
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12. The three keys to empower the peopley p p p
In the book“ Empowerment Takes More Than a Minute“, the authors,
Ken Blanchard, John P. Carlos, and Alan Randolph, illustrate three
i l k h i i ff i l hsimple keys that organizations can use to effectively open the
knowledge, experience, and motivation power that people already
have.
• share information with everyone• share information with everyone,
• create autonomy through boundaries
• replace the old hierarchy with self-managed teams.
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13. Top 10 Principles of Employee
Empowermentp
• Demonstrate That You Value People
• Share Leadership Vision
• Share Goals and Direction
• Trust People
• Provide Information for Decision Making
• Delegate Authority and Impact Opportunities, Not Just More Work
• Provide Frequent Feedback
• Solve Problems: Don't Pinpoint Problem Peoplep p
• Listen to Learn and Ask Questions to Provide Guidance
• Help Employees Feel Rewarded and Recognized for Empowered
Behavior
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14. Empowerment is based on
Commitment.
•Organization try to achieve more and more with less and less:
• e.g. improve quality, customer service without increasing cost.
•what makes the difference?
• Brands, state-of-the-art technology, new products or new markets?
•BUT PEOPLE:
– who are prepared to go the extra mile for their employer,
– who care about the future of their company and
– who are ready, willing and able to:
• exert the maximum effort,
• deploy maximum intelligence,
• and apply the maximum creativity
•in their work for the benefit of the organization as a whole.
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15. Commitment is based on
Empowerment (Commitment Driver based on Employee Survey Data)p ( p y y )
•Leadership 31%
•Ethical organization
•Equitable reward
•Viable and creditable strategy
D l t 29%•Development 29%
•Provide opportunities to develop
•Regard people as assets to be invested in not cost to be cut
•Investment in people = investment in company’s futureInvestment in people = investment in company s future
•Support diversification (individuals)
•Empowerment 27%p
•=Responsibility + Authority
•Employees are respected for their talents
•Vest authority in their front-line staff
•Employees are reluctant to express their views, or exercise their initiative
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16. Empowerment as Business Driverp
Market / Customer (outisde)
Profitability
Growth
C t
New
Products &
Innovation
Organization (inside)
Q ti
Service
Quality
Customer
Satisfaction
Loyalty
Leadership
Strategy
Internal
Processes
Questions
of
employee
survey
Attitude of
employees
Behavior
of employees
Customer
Relation
Career
opportunity
Growth
driver employees
Performance/
Feedback
Teamwork
Re at o
Empowerment
direct
leadership
Culture
p
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Resources Management, Dr.
Jörg Klukas
16

17. Maslow and the Motivation
How can you make sure your workforce is loyal and actively engaged
in their work? The answers may surprise you – it’s not all about money
i hi f f b l h i hin this case. In fact, 89% of managers believe that money is the
main issue contributing to turnover. However, only 12% of
employees say money is the reason they left a company.
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Source: Expresspro, 2010
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18. TARGETTARGET
MANAGEMENT, APPRAISAL
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19. Vision, Mission and Objectives, j
Vision Target Position
Year XYear X
Finance
Strategic
Target
Indi- -
cators Targets Initiative
Customer
-
Processes
Vision
and
Strategy
Strategic
Target
Indi-
cators Targets Initiative
Strategic
Target
Indi-
cators Targets Initiative
Potential
-Strategic
Target
Indi-
cators Targets Initiative
Current
Position
Mission/
Values
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Position Values
19

20. Align the organization toward customer
and other stakeholders
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21. Balance Targets and Skillsg
Current and Target Position
of the Organizationg
„What we believe in“ and „Where we want to be“
Strategy Map, Balanced Scorecard and central Strategic Initiatives
of the Organization
O G Pl “ d Wh t h t d “„Our Game Plan“ and „What we have to do“
Vision, Strategy, BSC and de-central Initiatives
of the various units/departments
„Where we want to be“ and „What we have to do“
Individual Targets Knowledge&SkillsIndividual Targets
by Target Appraisal Interviews
„What I have to do“
Knowledge&Skills
By Employee Feedback Talks
„Where I want to be“
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22. Reasons for Target Managementg g
• Linking the vision and strategy with the objectives of the
business units, teams and employees
• Introduction of a management tool which involves all staff
through a performance-based pay system in the company's
success
• Strengthening of individual initiative and responsibility of
all employees
• Support of customer orientation and target focusedSupport of customer orientation and target focused
cooperation
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23. Target/Appraisal Management
– a processp
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
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Dr. Jörg Klukas
Changed
organizational
targets?
Same targets of
organization?
23

24. Rules of Target Managementg g
• 3-5 individual goals agreed between employees and HR
managers
• Every goal to be weighted between 20% and 40% when using
different weights
• The goals cover most of the core areasThe goals cover most of the core areas
• Co-workers have chance to propose own goals
• Individual goals are weighted 2/3 and company goals 1/3
• B d f di t d CEO l d l• Board of directors and CEO conclude company goals
• Goals are declared for one business year
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25. Defining Target according to
SMART Principlep
Individual and team goals must be SMART:
Significant, Stretching, SimpleSpecific
Measurable Meaningful, Motivational, Manageable
A i t A hi bl A d A i bl A ti bl A ti i t d
Attainable[ Appropriate, Achievable, Agreed, Assignable, Actionable, Action-oriented,
Ambitious], Aligned
Relevant Realistic, Results/Results-focused/Results-oriented, Resourced, Rewarding
Time-bound Time-oriented, Time framed, Timed, Time-based, Time boxed, Timely,
Time-Specific, Timetabled, Time limited, Traceable, Tangible
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26. Targets of leaders support the targets of employees.
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27. How do the achievement of targets
pay off?p y
Different styles:
• Linkage to benefits&compensation
• Linkage to career planingLinkage to career planing
• Linkage to personal development and
improvement
• Linkage to feedback system
• …
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28. 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
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