Excellence in People Management

This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrmnext.net
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Excellence in PEOPLE Management
Matthias Zeuch, CEO and Founder HRMnext

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The Enviromment
Brain drain more than
doubled in last 12 years
Heavy fighting resumes in
Zamboanga City
GOOD NEWS
- As of July 2013, Community-Based
Employment Program (CBEP) has
reached 492,691 new jobs
- New labor law compliance system
more developmental than regulatory
Philippines storm
kills thousands of
people

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HRMnext is an Academy and Consulting Partner for Human Resources
Management.
All contents of HRMnext, both of our academy and our consulting, are based
on real-life experience of senior professionals with major leadership
experiences in HR management across different continents and industries.
We collaborate with leading partner companies and universities.
By combining consulting and academy, we support our customers both in HR
concept development and in training/implementation. With a flexible
combination of eLearning and face-to-face learning we can also develop
complex, regionally distributed teams. We deliver our services in English,
Chinese, German and Russian.
HRMnext Purpose

411/26/13 4
HRMnext Partners

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Cycle
Springer “Handbook of HR
Management”
1,200 pages, print and online
60 – 80 authors
Springer Briefs
90 pages, print and online

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Currently: > 50 experienced HR
leaders as authors
for Springer “Handbook of
Human Resources
Management”
Dr. Rainer Allinger Director HR, Daimler, Berlin/Germany, 27 years of
HR experience…
Mark Baldwin has worked in China’s talent industry over the last 25
years in a variety of roles, from search consultant to CEO. He founded
Zhilian Zhaopin Wang (Zhaopin.com) in the early 1990’s…
Laurence Baltzer Owner of Laurence Baltzer Consulting and Coaching
in Berlin/Germany. Laurence has 22 years of HR experience in large
international companies. She grew up in France, but has been living
in Germany for 27 years…
HRMnext Authors

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The 8 HRMnext Practice Areas
are the conceptional core of
our
work.
We collect and share best-in-
class HR knowledge and best
practices in this systematic
structure.
All areas are analyzed from all
relevant angles:
• People View
• Economic View
• Risk View
• Operative View
HRMnext Areas

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German University
Certificate Courses
Career Development
Workshops
HR Live Sessions
Virtual Career Fair
“The Challenge”
Interview TrainingHR Dialogues
for CEOs and HR Leaders
HRMnext Portfolio

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HR Crisis Programs Employee Engagement
and Retention Programs
HR Efficiency Programs /
HR Process Re-Engineer.
HR Compliance
Programs
HR in Joint Ventures /
Mergers / Acquisitions
Leadership Talent Analysis
HR Growth Strategy for
Emerging Markets
Employer Attractiveness
and Branding
Internationalization of
HR Organizations

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Excellence in Human Resources Management
• 1. How to Win the War for Talent:  Employer branding, HR marketing and
recruiting in times of increasing competition for talent resources. 
• 2. New Learning :  New forms of learning and certification to drive
sustainable success in business. 
• 3. HR Optimization : HR process management and documentation, HR
transformation and change.
Agenda

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• 1. How to Win the War for Talent Employer branding, HR marketing and
• 2. New Learning New forms of learning and certification to drive
• 3. HR Optimization HR process management and documentation, HR
Agenda

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The War for Talent: Winning the New Asian Employee
• Realistic and demanding
• Respectful and debating
• Informed and lacking practice
• Balanced and professional
• Traditional and modern

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HR Marketing and Recruiting
Human Resources Management
• Define a clear Employer Value Proposition
• Live your EVP before communicating it.
• Use new recruiting channels to attract
“generation smart phone”.
• Use recruiting process to enhance employer
image.
• Actively use university relationships
Leader
• Learn to “sell” the employment experience.
• Understand that more and more you
compete for talent rather than talent
competing for your open jobs.
• Do not overstate job requirements.
The New Asian Employee
• Informed and lacking
practice
• Balanced and
professional

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Practice Case
Microsoft: Employer Branding (1)

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2010-2011Practice Case
Microsoft: Employer Branding (2)

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image.
Leader
practice
• Balanced and
professional

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LG Goes Virtual for Better Hiring
LG Electronics USA Inc., coordinating travel and schedules
for interviews, sometimes internationally, was time-
consuming and expensive, and not all candidates were
getting full consideration.
Problem: For LG Electronics USA Inc., coordinating travel
and schedules for interviews, sometimes internationally,
was time-consuming and expensive, and not all
candidates were getting full consideration.
Solution: The company integrated a live virtual
interviewing platform into its hiring process, reducing
costs and saving time while enabling HR leaders to draw
from a wider candidate pool.
LG: Virtual Recruiting
Practice Case

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Hewlett Packard - Recruitment and selection via LinkedIn
Susan Graye, the Hewlett Packard, Global Staffing Strategic Initiative Manager from the
Houston, Texas area says "she has been part of the LinkedIn network for over three years.
During that time, she has used the LinkedIn network in a number of different ways to find
employees including: searching by employer (current/past), using InMail, purchasing
advertising, and networking. Graye indicates that she has filled jobs from sales to executive
level roles using LinkedIn. She thinks LinkedIn "is a great venue to build and develop long term
strategic relationships. It allows us to proactively network and learn on a continual basis."
Practice Case

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Virtual Career Fair
“The Career Challenge”
11/26/13 19
How to find the „Diamonds
in the Rough“?
„The Challenge“ provides an
opportunity for talented
graduates to prove their
managerial thinking skill in
online competitions. The
best are made visible to
potential employers.
Carl Benz Academy: The Career Challenge – Pilot China
Practice Case

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Amazom, GM etc.: Gamification of Recruiting
As gaming platforms grow and companies increase their use of
“gamification” strategies. In the last quarter of 2012, the number of
gaming job ads grew 30%. The largest percentage of these jobs was for
computer and technical occupations. IT related jobs accounted for 46
percent of all hiring for video gaming talent.
Solution: Gamification allows small rewards or recognition for good
referral efforts that bring in qualified candidates and result in interviews.
By using game mechanics to encourage engagement, you can instantly
recognize the efforts of employees who proactively participate in the
recruiting process. You can do so through leader boards, which show the
progress of each individual, or through extended rewards, which provide
incentives to every party involved.
Examples: Microsoft, Amazon, GM, IBM, Pontiac, Adidas, Toyota, Dell,
Cisco Systems, and Reuters are just some of the companies with a
presence on Second Life.
Practice Case

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Google: High paying internships
Not only has Google topped Fortune 500's top U.S company to work for, it also has the
highest-paying internships. On average, interns are paid $5,800 a month, although a
specialized software engineer can make as much as $6,700. The equivalent full-time salary
for a Google intern is $72,000 - about $30,000 higher than the average starting salary for
graduates.
Potential interns must commit to three months of full-time work during their
time at the Mountain View, California headquarters. Google also has one of
the highest numbers of interns - taking 1,500 a year from nearly 40,000
applicants. It also has a reputation for an extreme interviewing process. Candidates have to
pass two 45-minute, highly technical phone interviews, where they can be asked to write
code. Once accepted, they face interviews with up to five departments to determine where
they will fit in best.
Practice Case

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image.
Leader
practice
• Balanced and
professional

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More than 2000
applicants visited during
the “recruitment day” .
Company image
improved through the
campaign and
advertisement in
advance.
Hiring managers and HR
staff gave great
contribution to the
“recruitment day”.
Daimler Joint Venture FBAC: Recruitment Event Day
Practice Case

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Volkswagen FAW recruitment Events in Germany
Volkswagen FAW Engine ( Dalian ) Co., Ltd. is a joint venture between VW and FAW. In 2012,
this German-Chinese JV recruited Chinese graduates from German institutions directly on-
site. For example, on 1st July 2012, the JV held a recruitment event in Berlin Excelsior Hotel
offering 50-80 positions in machinery manufacturing, automotive engineering, engine,
electrical automation, metal materials, economic, Germanic literature and other
professional areas. The JV joined hands with Chinese student associations in the recruiting
cities and promoted the events via online forums, social media and etc.
Practice Case

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Google’: Comedy movie “The Internship”
The Internship is a 2013 American comedy film starring Vince Vaughn and Owen Wilson - they
play as two salesmen whose careers have been torpedoed by the digital world. Trying to
prove they are not obsolete, they defy the odds by talking their way into a coveted
internship at Google, along with a battalion of brilliant college students......
The Internship received mixed to negative reviews from critics. Majority of the critics
who reviewed this film have derided it for being a feature-length Google commercial.
Ty Burr of The Boston Globe commented: "Here’s why Google is so successful: It’s
figured out a way for Twentieth Century Fox to make a two-hour Google commercial
disguised as a summer comedy."
Practice Case

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image.
Leader
practice
• Balanced and
professional

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This presentationis intellectualproperty of “HRMnext Limited”, Hong Kong. Any changes and further distributiononly with permission of the owner, Matthias Zeuch. www.hrm-next.com
In fall 2008 the College of Engineering of University of Michigan, published a
magazine on Corporate-University Relationships.
On the following pages you will find an excerpt of the contents.
For more information please go to:
http://www.engin.umich.edu/newscenter/pubs/engineer/08F/MI_Engineer_Fall08.pdf
University of Michigan / Ford / Boeing: University Relationships (1)
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Practice Case

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Boeing:
- enhance undergraduate curricula
- support continuing education of Boeing
employees
- recruit outstanding candidate
Ford Motor Company:
- external alliances to augment internal capabilities
Source: http://www.engin.umich.edu/newscenter/pubs/engineer/08F/MI_Engineer_Fall08.pdf
Paul Nuyen,
VP Boeing
Manufacturing Commercial Airplanes
Ed Krause
Ford Motor Company
External Alliances Manager
Practice Case
University of Michigan / Ford / Boeing: University Relationships (2)

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Li Ka Shing Foundation donations to universities
Li Ka Shing Foundation (李嘉誠基金會) is a Hong Kong and Canada-based charitable
organization founded in 1980 by Hong Kong entrepreneur and philanthropist Li Ka Shing -
the Chairman of the Board of Hutchison Whampoa Limited (HWL) and Cheung Kong
Holdings as of 2008; through them, he is the world's largest operator of container terminals
and the world's largest health and beauty retailer.
Over two-fifths of the Foundation’s donations have been put to education-related initiatives.
Major programs and projects include:
• The Hong Kong Polytechnic University, Li Ka Shing Tower
• Education and Medical Care Development Program for Western China
• Future Internet Technology Research Center at Tsinghua University
• Li Ka Shing Faculty of Medicine, The University of Hong Kong
• Cheung Kong Scholars Programme
• Technology building Polytechnic University
• Cheung Kong Graduate School of Business
• Shantou University
• ………
Practice Case

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Engagement and Retention
• Do frequent surveys and focus groups.
• Organize fire-side talks with top
management.
• Review your employee communication. Does
it reach the new generations?
• Consider after-work activities.
• Consider CSR activities and social events.
• Consider Family Days
Leader
• Understand that you are key for this, invest
time to listen and to care.
• Share feedback and be open for feedback
• Know your “flight risks” and dedicate
attention to their needs. Balance with
fairness.
practice
• Balanced and
professional

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Molex: Employee survey
Mr. Oon Chye Yeo, Molex's vice president of HR, Asia Pacific South, "Knowing that engaged
employees are high performers, we needed to find out how our employees had been
feeling over the last five years…. The survey results would help us focus our resources on
addressing the most significant issues, which, in turn, could help us strengthen the
organization as we continue to grow in the APS region.“
Therefore in 2011 the company rolled out the survey in
12 locations in seven countries, the survey questionnaire
had 94 questions on issues that included career
development, training, performance management, pay
and benefits, management, working conditions and
communication. The survey was conducted in eight
languages, online and on paper. Approximately 10,000
employees were invited to participate — and there was
an overwhelming 98% response rate.
"We had a broader, lofty goal," added Yeo. "We aimed to use the survey results to help
Molex become a high-performing, $5 billion company by 2015.”
Practice Case
Molex is one of the world's largest manufacturers of electronic components

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management.
• Review your employee communication. Does
it reach the new generations?
• Consider CSR activities and social events.
Leader
fairness.
practice
• Balanced and
professional

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Practice Case
Daimler NorthEast Asia: Fireside Talks with Executives

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management.
• Review your employee communication.
Does it reach the new generations?
• Consider CSR activities as social events.
Leader
fairness.
practice
• Balanced and
professional

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Practice Case
Daimler Northeast Asia: Family Day

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• 1. How to Win the War for Talent:  Employer branding, HR marketing and
• 2. New Learning : New forms of learning and certification to drive
• 3. HR Optimization : HR process management and documentation, HR
Agenda

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New Learning
• Align with Company Strategy and Customized to real needs
• Measurable success
• Flexible in delivery
• Apply scientific insights on Learning
• Engaging
SM Values: Vision. Leadership. Innovation. Focus. Hard Work. Integrity. Prudence

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Skill Management (1)
Build Job Families
If, for example, in Compensation and Benefits or in
Talent Development a job family model has already
been developed, it is highly advisable to use the same
model for defining skill profiles for these job families.
Discuss Certification
Test if the employee really acquired the skills (as
opposed to just attending the class!). This can also
enhance employer attractiveness and retention!
New Learning
• Customized to real
needs
• Holistic (What, How,
Why, Person)
• Engaging

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Skill Management (2)
Avoid Inflation of Skill Demands
Subject matter experts tend to exaggerate skill
demands because they are usually proud of what
they are doing. You as HR have to keep things
reasonable!
Avoid Inflation of Job Families and Skill Types
Same applies to Job Families and Skill Types. Only
allow differentiation where it really makes sense!
Imagine:
100 Job Families and 30 Skill Types each
 3,000 skill data to develop and update
 … who has time for that?
New Learning
needs
Why, Person)
• Engaging

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Training Management (1)
Plan Training Needs (CATALOG?)
Discuss between HR/training experts, management
and subject matter experts. Require concrete
numbers from departments.
Training Vendor Management
Select training vendors and plan the curriculum with
them. Include flexibility in criteria of vendor
selection!
Training Administration
Evaluate feasibility of outsourcing and/or IT solution.
Training Quality Management
Collect and evaluate feedback from participants and
from their supervisors. Ideally, use IT system.
New Learning
needs
Why, Person)
• Engaging

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Training Management (2)
Don’t Offer “Nice To Have” Classes
Training should not be mixed up with social clubs or
comparable hobby circles. Just because people like a
class, it does not mean that is has to be offered.
Do no just "fill seats"!
"We still have open seats" emails are both an
indication of wrong planning and lack of
attractiveness of your classes. Avoid this kind of self-
humiliation of HR!
New Learning
needs
Why, Person)
• Engaging

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Xerox: Learning Process Outsourcing
Quoted from Xerox:
The LPO services team can help you: Analyze current effectiveness. Improve and
transform processes. Enhance capabilities. This multiple-stage approach to LPO
encourages clear decision-making, seamless transformation, rapid transition and
increased business impact. These measurable results yield:
- Improved efficiency by eliminating waste and redundancy.
- A single point of accountability and responsibility for service delivery
- A broad range of experience in best-practice processes and technologies without
specialized support staff
- Reduced headcount, which can be redirected to core or strategic areas of your
business. Enhanced thought leadership, market knowledge and insight into new
processes and technologies.
Practice Case

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New Hire Integration (1)
Use Social Media
Create a special new hire integration online forum,
either in your intranet or in external social media.
Involve Supervisors
Create a guideline for supervisors about the do's and
don'ts regarding new hires. Give them an operational
checklist for new hire integration (IT set-up,
workspace set-up, medical check, company badge,
cell phone, keys, ….)
Create Top Management Exposure
“Tea with the President” or “Fireside Chat” for a
smaller group of new hires with the CEO.
New Learning
needs
Why, Person)
• Engaging

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New Hire Integration (2)
Plan With Top Executives Well In Advance
If you plan to involve top executives in your new hire
integration program, schedule with them well in
advance and also prepare for back-up in case of
cancellations due to other urgent business needs.
Think About Symbolic Experiences
The first days in the company have a major, long-term
influence on the spirit of the employee. Think about
ways to create a positive symbolic activity that the
new hires will remember.
New Learning
needs
Why, Person)
• Engaging

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US FDA: The 90-day New Employee Integration program of the CVM
This program matches new employees with current Center for Veterinary Medicine CVM
employees who serve as Integration Hosts. A host is a peer assigned to a new
employee to help integrate him/her into CVM. Specifically, the host helps the new
employee:
• Understand the written and unwritten elements of CVM’s culture
• Learn to navigate the organization
• Meet colleagues and other essential staff
• Find answers to questions
• Identify useful new employee resources (e.g., intranet sites, points of contact)
Hosts are not involved in any kind of supervisory capacity over the new
employee. Specifically, hosts do not train or supervise the new employee, nor do they
take the place of a career mentor. Instead, think of the host as a bridge between the
new employee and CVM. He or she encourages socialization, provides information
and support and, most importantly, creates a safe venue where the new employee can
ask questions without feeling anxious or intimidated.
Practice Case ONE
SM !

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Leadership Training (1)
Align Offering with Latest Demands
Evaluate necessity of new topics such as
• Intercultural Leadership
• Leading Virtual Teams
• Leading in the Matrix
• Leading without Hierarchical Power (e.g. for
project managers)
• Leading in Times of Change.
Start With Entry Level Leadership
First time leaders need training / coaching most!
Focus on role change from individual contributor to
leaders.
New Learning
needs
Why, Person)
• Engaging

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Leadership Training (2)
Create Modular Curricula
Learning leadership is a development process over
time. It is highly advisable to have a group of leaders
go through a sequence of training experiences
together in order to reflect and apply what has been
learned during the module.
Don’t Engage Trainers Who Preach
Charismatic leadership trainers who “preach” about
leadership are entertaining and often have good
points about leadership behavior. The effect of such
training courses, however, is limited because the
topics are not transferred into the participants' real-
life environment.
New Learning
needs
Why, Person)
• Engaging

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Fujitsu Services’ Fujitsu Management Academy
Fujitsu Services, headquartered in London, is the European centered IT services arm of the
Fujitsu. It employs over 21,000 people and operates in over 20 countries. It has launched a
2.5 year management development program: Fujitsu Management Academy, as to develop
their people managers, many of whom are primarily ‘technical experts’.
It involves 2,200 managers based in
13 different countries, participating
in a single program delivered in
11 different local languages. The
program makes use of web
technology to ensure a common
approach implemented to address
directly both global and local issues,
at times simultaneously. The Academy
is built around three modules:
Practice Case

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eLearning / CBT
Seize the Possibilities
Obviously, information technology opens new,
exciting ways of communication which can and
should be used for training as well. Particularly,
younger generations entering the corporate world
will demand training which matches their style.
Learn from Computer Games / Game Apps
Computer games / game apps
• provide instant rewards (points, scores, levels,
status)
• are animated and fast-paced
• have an attractive design (humorous, historical,
adventure, ….)
• challenge the limits of the player.
Include this in your eLearning tools!
New Learning
needs
Why, Person)
• Engaging

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DCPbites: Podcourses for Dental Care Professionals
Continuing Professional Development is a mandatory requirement for Dental Care
Professionals (DCPs) that demands 150 hours of training per five years, 50 hours of which
have to be verifiable.
To tackle both the cost and the time challenges by creating an ‘any time, anywhere’ training
option at a reasonable cost, and UCL Eastman Dental Institute came up with the idea of
creating a range of ‘podcourses’ called DCPbites. These are instantly accessible via the
internet from any location and cost just £3.75 each – and because they can be listened to at
any time chosen by the individual, they need not intrude upon a busy work schedule. The
‘podcourses’ consist of 4 steps:
Step 1: listen to the podcast
Step 2: read the supplementary material
Step 3: test your knowledge
Step 4: give us your feedback
Practice Case

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Team Development (1)
Consider Experiential Team Development
Examples are:
• boat/sailing trip, raft-building and riding
• mountain climbing
• self-cooking event
• music/singing recording
• movie creation
• photo scavenger hunt
• go-cart-racing.
Get Professional Support
The more unusual the exercise is and the more it
takes the team out of its comfort-zone, the more it
is advisable to have facilitators who do not do this
for the first time! Failed exercises can have become
a strong negative symbol!
New Learning
needs
Why, Person)
• Engaging

52
Do not Rush
Do not rush through exercises like you usually rush
through the agenda of your business meetings. Team
development events also benefit from the times in-
between the exercises, the reflections, the exchange
between people.
Have a Plan B
To avoid last-minute stress, start early with
preparation. There is hardly any event in which things
run 100% according to plan. You always need a plan B,
e.g. for an outdoor event in case the weather is not
good.
New Learning
needs
Why, Person)
• Engaging

53
Shangri-La HotelSingapore: Flat Out Afloat
Shangri-La Hotel Singapore employs a two day program, Flat Out Afloat, for its Executive
Committee members.
The teams are to mark, label and cut a series of cardboard parts, which assemble to make a
two person boat that floats and holds during a race. Construction of the boat involves
creating the bow, hull and stern. The boat has to be decorated with Shangri-La logos,
slogans and any other team inspirations and creativity. Following a team debrief focusing
on communication, motivation and innovation, it is down to the beach for the races.
All teams have the chance to race at least twice. Prizes are awarded for the winning Team.
Practice Case

54
Do not Rush
Do not rush through exercises like you usually rush
through the agenda of your business meetings. Team
development events also benefit from the times in-
between the exercises, the reflections, the exchange
between people.
Have a Plan B
To avoid last-minute stress, start early with
preparation. There is hardly any event in which things
run 100% according to plan. You always need a plan B,
e.g. for an outdoor event in case the weather is not
good.
New Learning
needs
Why, Person)
• Engaging

55
Coaching and Mentoring
Ensure Quality of Coaches and Coaching Process
Don’t let coaching become a lose and uncontrolled
process! As HR, you should set the standards and
quality criteria for coaches. Not everybody and can be
coach and also not everybody should be coach!
Avoid Mentoring to Drive Preferential Treatment
Mentors must not overdo their roles by using their
power to promote “their” mentees when there are
other more suitable candidates for the position!
Ensure Availability of Mentors
Some top managements might be too busy to fulfill
their mentoring commitment. HR has to clarify time
investment with them in advance.
New Learning
needs
Why, Person)
• Engaging

56
McDonald’s: Coaching Leadership Style
Many organizations today have identified “coaching” as a preferred leadership style for their
management workforce. Coaching is a powerful organizational and leadership strategy to
systemically improve business performance. One survey from the Institute of Personnel and
Development confirms that 9 out of ten U.S. companies expect their managers and supervisors
to deliver coaching to their direct reports and teams.
When McDonald’s former Chief Executive Jim Skinner was in office, he discussed his
commitment to coaching Don Thompson, who worked as COO at that time, on what it would
take to be successful in his new role (Thompson latterly became CEO).
Thompson stated in an interview “… There's a lot that I have to
learn and a lot that I'm learning. (McDonald's Chief Executive)
Jim Skinner is a fantastic coach relative to what's taking place
with me and with this role. “
Practice Case

57
International Talent Development
Careful Selection
Select candidates for international assignments based
on their technical skills/experience as well as on their
intercultural competence. Being successful in one’s
home environment does not guarantee success
abroad.
Intercultural Training
Invest in intercultural training and language training
for the international transferees and their families
prior to sending them abroad.
Don’t Forget About the Families
Encourage the employee to involve his/her family in
the decision process regarding the international
assignment.
New Learning
needs
Why, Person)
• Engaging

58
• 1. How to Win the War for Talent Employer branding, HR marketing and
• 2. New Learning New forms of learning and certification to drive
• 3. HR Optimization HR process management and documentation, HR
Agenda

59
HR Optimization
• Clear Make or Buy
• Transparency
• Cost Consciousness
• HR as Learning Organization
• Business Partnership

60
Payroll and Administration (1)
Evaluate Outsourcing
Pro: higher level of professionalism, statutory
compliance incl. update, backup, IT system.
Con: staff attrition at outsource companies,
external dependence, retained own capacity
might endanger business case.
Implement Self-Services
Create self-service solutions with IT systems to
reduce HR workload (e.g. address change,
update resume).
HR Optimization
• Transparency
• Internal Customer
Orientation
• HR as Learning
Organization

61
Tripadvisor's cloud-based HRIS
Launched in 2000, TripAdvisor is now the largest travel web site in the world. According to
Stephen Kaufer, president and CEO of TripAdvisor, " TripAdvisor is an incredibly international
company, we’ve got sites in over 20 languages and we conduct business all around the globe.
We really needed an enterprise-level system that could handle all the different subsidiaries,
all the different payments, all the different ….”
As a result, the company adopts a new cloud-based HR platform for its human capital
management, financial management, payroll, expenses and procurement.
Eric Lombardo, TripAdvisor’s senior director of human resources, says, “In the ‘speed wins’
culture that we have, the system helps us go as fast as we can,” he adds, “it was always hard
to pull reports. Now we can see an employee’s talent profile. Do they want to relocate? Do
they want to be a vice president? Do they want to be an individual contributor? And I can
get that data at home on my iPad. Or I may be going into a meeting in Singapore. And I want
to understand who this employee is that I’m meeting with, what motivates them, what their
development opportunities are. I can just tap right into it from my iPad.”
Practice Case

62
Payroll and Administration (2)
Avoid Data Redundancy
Do base all HR IT applications in one set of core
employee data. Do not allow multiple data
pools with the same type of information.
Create User-Friendly HR IT Solutions
Keep in mind that most people use HR systems
with low frequency. Make systems self-
explanatory!
Use Pay Slips for Employee Communication
The pay slip is a document most employees
read on a monthly basis. It is a cost-free
channel of employee communication!
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

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Compensation and Benefits
Agree on Position
Discuss and agree on a competitive positioning
with upper management.
Communicate
Communicate your compensation and benefits
model to employees (“What is in it for me?”).
Ensure Generational Compatibility
Review your benefits regarding their
attractiveness for the new generation.
Differentiate
Dare to differentiate in merit increase / bonus.
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

64
GE India: Shapes a Unified Reward Philosophy
“To enhance its growth prospects in India, GE implemented a new organizational structure
for GE India,” says David Lobo, GE India’s chief HR officer. “Different India-based business
units — each with its own reward structure — were consolidated into one. The change
made GE India not only more competitive, but also better able to attract the talent it needs.
Lobo adds, “We needed a GE India reward framework that would align each HR program
in the new structure with our business priorities. Also, we wanted to shape a philosophy
closely aligned with GE’s global compensation philosophy that would act as a compass,
providing direction for the development of future reward programs in the local context.”
APPROACH:
Analyzed reward programs, conducted in-depth interviews
with business leaders, created a new reward framework
and launched several workforce programs
RESULT:
Employees have responded very favourably to new programs;
leaders are speaking the same reward language, and
employees better understand the employee value proposition
Practice Case

65
IHS: Global, Online Total Rewards Portfolio
IHS had forty-five acquisitions in five years. This rapid expansion, which doubled the IHS
workforce — has led to numerous changes at the company, both externally and internally.
“Since 2007, we’ve added thousands of new employees around the world, all coming from
organizations with different compensation and reward structures,” says Michael Stuart, vice
president of global human resources and shared services at IHS.
One significant internal change was the launch of
an online total rewards portfolio to communicate
the value of IHS’ total rewards program to all
employees. Since its debut, the online portfolio has
been praised throughout the company. Employees
have found the tool very easy to navigate and say it
gives them a much better understanding of the total
value of their pay and benefits combined.
IHS is the leading provider of diverse global market and economic
information.
Practice Case

66
HR Process Management
Map HR Processes
• For new colleagues in HR as a reference
when learning their jobs.
• As documentation of all HR compliance
requirements and ISO requirements.
• To clarify roles and responsibilities and
hence avoid repeated territorial discussions.
Take Time to Create Top-Level Processes
Changing the top-level structure after
determining the detailed topics/processes, is
painful and time intensive. It is advisable to
go through all details before, cluster them,
and thus find the right top-down structure.
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

67
1. HR Marketing and
Recruiting
1.01 Employer Branding
1.02 Digital Recruiting
1.03 Recruiting Events
1.04 University
Relationships
1.05 Employee Referral
1.06 Internship
Management
1.07 Trainee Programs
1.08 Vocational Training
1.09 Executive Search
1.10 Selection Methods
2. Training and
Qualification
2.01 Skill Management
2.02 Training Management
2.03 New Hire Integration
2.04 Leadership Training
2.05 eLearning - CBT
2.06 Team Development
3. Performance and Talent
3.01 Performance and
Potential Management
3.02 Development
Discussions and Plans
3.03 Talent Development
Programs and Groups
3.04 International Talent
Development
3.05 Coaching and
Mentoring
3.06 Succession Planning
4. Engagement and
Retention
4.01 Employee Surveys
4.02 Culture and Social
Activities
4.03 Employee Care
4.04 Idea Management
4.05 Awards and
Recognition
4.06 Retention Tools
5. Compensation and
Benefits
5.01 Principles and
Framework
5.02 Total Compensation
5.03 Variable Compensation
- Profit Sharing - Bonus
5.04 Individual
Compensation and Merit
Increase
5.05 Benefits
5.06 Expatriate Policy -
International Assignee Policy
5.07 Compensation and
Benefits Benchmarking
6. Administration and
Payroll
6.01 HR IT Systems
6.02 HR Process
Management
6.03 Shared Services -
Outsourcing
6.04 Payroll
7. HR Governance and
Compliance
7.01 Business Ethics
7.02 Policies and
Compliance
7.03 HR Audit and
Investigations
7.04 Labor Relations
8. HR Strategy and
Change
8.01 HR Strategy
8.02 HR Communication
8.03 HR Business
Partnership
8.04 Change Management
8.05 Organizational
Development
8.06 HR Transformation
8.07 Labor Cost Reductions
- Crisis Management
8.08 Workforce Planning
and Flexibility
8.09 Mergers - Acquisitions
- Joint Ventures
Practice Example
HRMnext: Practice Areas

68
Leader HR Applicant
C R, A I
Leader HR Applicant
C R, A I
R, A C I
R: Responsible for Execution
A: Accountable for Results
C: To be Consulted with
I: To be Informed
Leader HR Employee
C R, A I
R, A C I
Practice Example
HRMnext: HR Process Documentation

69
Practice Example
HRMnext: HR Optimization Workshop

70
HR Process Management (2)
Create HR Learning Solution
To ensure that all employee, starting with new
hires up to HR management have an up-to-date
overview of all HR policies and processes,
create a sustainable online learning solution!
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

71
Options:
1) Open enrollment
2) Customization to company needs
Live Sessions
• Session 1 „HR Marketing and Recruiting / Training
and Qualification“
• Session 2 „Performance and Talent / Engagement and
Retention“
Session 3 „Compensation and Benefits /
Administration and Payroll“
Session 4 „HR Governance and Compliance / HR
Strategy and Change“
Online Solution
• Documentation
• Forums for Discussions
In case of customization:
• Company-specific contents
Practice Example
Berlin University DUW: HR University Certification Courses

72
Business Ethics
Make Ethics and Values Tangible
When communicating about business ethics
and company values, be as concrete as
possible. Use examples.
Demonstrate Ethical Behavior Top-Down
Organize the “tone from the top” and “live
what you preach”.
Do Not Reduce It Just To “Compliance”
Do not suggest in your communication that
formal compliance is the only important aspect
of ethical behavior.
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

73
• A country in which the company conducts business allows different
minimum salaries for different groups of people within the country. Should
the company seize the opportunity to pay less salary to the disadvantaged
groups or apply the principle “equal work equal pay” by giving the higher
minimum salary to all groups?
• There is a plan to relocate a department to another city. As negotiations
about this are still going on, the plan has to be kept confidential. The HR
leader, however, knows about the plan because she has to prepare the
relocation plan. A good friend of the HR leader works in this department
and shares with her, that he is about to buy a house in the city where the
department currently is. Should the HR leader advise her friend to delay
the decision about the house purchase because “there might be some
changes”?
Examples: Cases for Ethics Discussion
Practice Example

74
Business Partnership
Understand the Business of Your Partner
As a business partner, you and your HR team
have to deeply understand the challenges and
priorities your partners in the business have.
Frequent Communication
You have to “hear the grass growing” via
frequent communication with top
management.
Don’t Try to “Sell” to Your Business Partners
Before developing HR products, listen to the
needs of your business partners. Do not focus
on your “favorite topics”.
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

75
Policies, Guidelines and Compliance
Make Policies Transparent 24/7
Create an online “Employee Handbook” and
inform all employees regarding updates.
Connect with Values
Rules and regulations should be explained and
underlined in the context of the company
values.
Do Not Focus Communication on Penalties
It should be avoided that good-willed
employees feel that they are under permanent
suspect of violating rules. Certainly,
consequences of violations have to be clear.
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

76
Adidas: Compliance in Supplier Management
Practice Example

77
HR Strategy
HR Representation on Management Board
In order to support strategy and change, HR has
to be where decisions are being made: the
management board of the company.
Such a seat has to be “earned” with pro-active,
business-oriented thinking and acting from the
HR leader and his/her team.
Use a Balanced Score Card
Ideally use a Balanced Score Card or similar tool
to break down the strategic goals into
measurable yearly targets. Track progress of
achievement and report to top management.
HR Optimization
• Transparency
Orientation
• HR as Learning
Organization

78
• Do we want a family feeling or internal competition?
• Do we want to be average or premium in compensation and benefits?
• Do we believe in an elite approach in talent management or a broad
approach?
• Do we believe in diversity (gender, culture, ..) of leadership teams?
• How much internal careers do we want?
• MNC’s: Do we believe in empowerment of local leaders?
Practice Example
Examples: Questions for HR Strategy

79
Nestlé: HR Strategy
• They favor long term performance measures. Nestlé does not
favor short-term profit at the expense of successful long-term
business development.
• They believe in extensive trainings of their employees to keep the
pace with changing environment and keep them updated with
latest innovations
• At Nestle, equal and fair pay practices are followed. Nestlé’s pay
structure, rewards &incentives systems are also designed in such a
way so as to promote creativity.
• Recruitment process is also totally based on hiring and
recruitment of people who bring in new ideas.
• Broad career paths are provided to employees by a continuous
process of career development and high employee participation
prevails in the organization.
Practice Example

80
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