4a partners and supplies are managed for sustainable benefit

International Human Resources ManagementResources Management

Dr. Jörg Klukas2010/2011Lesson 26

4a Partners and supplies are managed

http://www.flickr.com/photos/lumaxart/2137729430/sizes/l/

for sustainable benefit

SUMMARY OF THE LAST SUMMARY OF THE LAST LECTURES – WHAT DID YOU LEARN? YOU LEARN?

International Human Resources Management, Dr. Jörg Klukas 2

What we have learnt.• Overview of the EFQM Model

to be applied for HR-• Criteria 1

• Strategic LeadershipDepartments

• Criteria 3• People Approaches

• Criteria 5

• Process Leadership• Operational Leadership• Leadership of Change

• Criteria 2• Criteria 5• HR Process Management

• Criteria 4e• Learning Organization

• Strategy focussedorganizations

• Process of Strategy Mappingg g

• People, Places and Objects Approach

• Intercultural Management by Lixiu

• Analysing HR Stakeholders• Human Capital Scorecard

Lixiu• Criteria 7

• People’s Perception measures• People’s Performance Indicators

International Human Resources Management,Dr. Jörg Klukas

4A PARTNERS AND SUPPLIES ARE A AG O S S A A MANAGED FOR SUSTAINABLE BENEFIT


The EFQM excellence modelQ

Enablers Results

People

Leadership

People

Policy andStrategy Processes

People Results

CustomerResults

KeyPerformancep Strategy

Partnerships& Resources

Processes Results

SocietyResults

Results

Innovation and Learning


The EFQM excellence modelQ

Leadership

People

Strateg Processes

People Results

Customer Key Performance 4 P t hi & RLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 4. Partnership & Resources

a. Partners and suppliers are managed for sustainable benefit

b. Finances are managed to secure sustained success

c Buildings equipment materials and natural resources are managed in sustainablec. Buildings, equipment, materials and natural resources are managed in sustainable way

d. Technology is managed to support the delivery of strategy

e. Information and knowledge are managed to support effective decision making and to build the organisation’s capability

International Human Resources Management, Dr. Jörg Klukas

6

The EFQM excellence model – PeopleQ p

4 P t d li g d f t i bl b fitIn practice, excellent organizations:• Segment and differentiate partners and supplier, in line with the organization’s

strategy and adopt appropriate policies and processes for effectively managing them

4a Partners and supplies are managed for sustainable benefit

APPROACHESstrategy, and adopt appropriate policies and processes for effectively managing them

• Build a sustainable relationship with partner and suppliers based on mutual trust, respect and openness.

• Establish extensive networks to enable them to identify potential partnership i i

StrategicPartner

HR Partners

opportunities.

• Understand partnerships include working together for long-term, sustainable value enhancement, them know what their core purpose is and seek partners to enhance their capabilities and ability to generate stakeholder value.

Partner Management

Alumni N k• Develop partnerships that systematically enable the delivery of enhanced value to

their respective stakeholders through competencies, synergies and seamless processes.

• Work together with partners to achieve mutual benefit, supporting one another with

Networks


7

expertise, resources and knowledge to achieve shared goals.

HR PARTNERSHR PARTNERS


HR Partners along the Life-Cycle of Employees – Any Ideas?p y y

Integration / On-Boarding (First Day

Education, Training, Coaching, Blended LearningEmployee AppraisalBoarding (First Day

Procedures, Welcome Day,…)Strategic Alignment

(Target Management)

p y ppTotal Reward

Approach

Integrate & Align

Develop & Bind & CarePlacement

Integrate & AlignEmplacement

Release & SupportOutplacementPlan & Find

Last Work Day ProceduresOutplacementCertification Retirement

Personnel and Competency PlanningHR Marketing

Outplacement

Re-integrate & Keep upReplacement

Preplacement

RetirementVacationParental Leave

HR MarketingHR RecruitingApplicant

Management

Transfer, ShiftingJob RotationSuccession PlanningRe-OrganizationAlumni Management


Alumni Management

9

HR Partners for Plan&Find• Advertising (jobportals, newspaper, advertising agencies,

communication partners)• Head hunter, Interim Staffing Organizations (e.g. DIS AG)• Assessors (Assessment Center), Test-Organizations

• Employees recommend employees• Alumni recommend employees

d i d l• Production Partner recommend employees

• Local Society/Government to support recruiting• Universities, Educational institutions, Schools• Jobcenter


HR Partners for Integrate&Bindg• Internal & external Mentors• Internal & external CoachesInternal & external Coaches

• Training Partners (Foundation Trainings, e.g. SAP)

• Relocation Services


HR Partners for Develop&Bind&Carep• Training Partners• Internal, external Coaches/MentorsInternal, external Coaches/Mentors• Training Partners

B fit&C ti P t ( ti t i )• Benefit&Compensation Partners (retirement, pensions,…)• Payroll Office• HR Health Care Office• Insurances

• Technical HR Partner (HR Administration, e.g. SAP)ec ca a e ( s a o , e.g. S )


HR Partners for Release&Supportpp• Further education partners• Outplacement or Employee Transfer PartnersOutplacement or Employee Transfer Partners

• Legal Offices, Lawyers

• Business Partners and Suppliers with demand of personal (recommendation)


STRATEGIC PARTNER STRATEGIC PARTNER MANAGEMENT


General Classification of PartnersHR Referral ExamplesHR Referral, Examples

Material/Infrastructure

Development

Technology

Material/Infrastructure

Development

TechnologyHR Concepts

e.g. standardizedposition profiles,

Production/

InfrastructureInfrastructure pos t o p o es,salary benchmarkse.g. for HR IT-

Systems, HR Flyers,HR Templates

e.g. other businessorganizations/partners,

with same interest in skills andshared recruiting activities

Marketing/Sales

ProcessOutsourcing

Partner for…

Marketing/Sales

ProcessOutsourcing

Partner for…

e.g. for Recruiting,e.g. web 2.0 agencies

pshared recruiting activities

Sourcing InnovationSourcing Innovation

e.g. for Recruiting, Payroll, Training

e.g. web 2.0 agencies


e.g. Universities, HRFaculties, HR

Research center

e.g. for advertising, Interim Staffing,

Universities, Schools

Categorization of Partners

T

strategic

Target Agreements

Framework Agreement

preferred

standardAgreement

Assignment potential

b d d i i d d

Observation possible

observed administrated managedInternational Human Resources Management,

Dr. Jörg Klukas 16

Partner Development (Example)

Basic Requirements Strategic Requirements Further criteria

tegi

c Certification (e.g. for training)

Supports at least one strategy objective of

Long-term relationship intended

Stra

t

Uniqueness strategy map

Market leader

red Guaranteed availability,

solvancy Same customer orientation Best-price conditions

conP

refe

rr solvancy

Fair-price conditions Good image

Innovative Resources Supports basic targets of Positive Risk

structiveSt

and

ard

Quality Standards

References

D l P i l

pp gBSC evaluation

e

Development Potential


ALUMNI NETWORKSALUMNI NETWORKS


Why Alumni Communities?y• In order to:

• Keep contact, knowledge exchange between alumni and p , g gemployees, strengthen networking, promote colaboration

• Potential of 10 years:y• 1000 employees and annual growth of 10% and 5%

fluctation per year• 20% additional students/trainees each year, 30% are hired

d h h fper year, and the other one are set free

• after 10 years: approx 3 500 people who know your approx. 3.500 people who know your organization very well and will speak about it in private and business live


Definition Alumni

• „Alumni“ are formerl * d t d

Partner

employees* and todaythey are:• Partners or employees of

Partners (e.g. promoted ashigh potential)

CompetitorRetired

high-potential)• Customers or employees of

customers• Multiplicators or

employees of governmentalEmployees

employees of governmentalinstitutions

• Competitors or employeesof competitors

• retired

CustomerPublic• *employees= interal,

external, students, pupils


Using web2.0 for Alumni Managementg g

Slideshare Profile for presentationswith followers and subscribers

N ON ID

Youtube/Flickr Profil forVideos/Pictures

Newsroom myON-ID

with followers and subscribers

Twitter Channels for short messagesfor followers and lists

Homepage: Infos via RSS-Feeds for News, Events&Jobs

Read, Follow, Subscribe

Recommend, Comment, Share

aggregate,inform, centralize

Communities and their Plattforms

XING corporate site and goups: current employees and subscribers; business

Slideshare Profil für Präsentationenmit Followers und Abonnentenp y

network

Youtube/Flickr Profil für Videos/Bilder

Facebook corporate fan site and groups: former, current employees,

Fans, friends; private network

mit Followers und Abonnenten

Twitter Kanäle für Kurzmeldungenfür Followers und Listen

Special Plattform only for Alumni?

Homepage: Infos per RSS-Feeds zu News, Events&Jobs?

Read, follow, subscribe

Recommend, comment, share

Contact, network,appoint

Involvement/Responsibilitiesp• Partner – Procurement• Customer – CRM/SalesCustomer CRM/Sales• Competitor – HR• Retired – Mix*

P bli Mi *

Partner

• Public – Mix*

CompetitorRetired

• Mix* = Business Excellence,Procurement, Sales, HR d

Employees

HR departementCustom

erPublic


Targets and Success Factors for Community Membersy

Business Relevance Personal Relevance• Contact to customer/partners

• Generate business• Promote new ideas

• Grandstanding• Recognition as Personality

• Management of I-stock

Emotional RelevanceEmotional Relevance• Affinity

• Shared Values• Personal relations


Target and Success Factors for an Organization managing a Communityg g g y

• Increase Visibility at Labor MarketIncrease Visibility at Labor Market• Simplification of Access to Alumni as

Embassadors• Promote Recommendation potential

(attractiveness as employeer)S bj t ifi k l d t f (t h • Subject specific knowledge transfer (tech groups)


Success factors of Communities

• Clarify Plattform • Marketing• Own one• Free one (facebook, xing,…)

• Promote self-organization

• Link with corporate homepage• Link with corporate blogs

Promote self organization• 1% will only be the active ones• Groups• Leaders, Moderators

• Promote openess• The more open the more viral

marketingVi i ibli f fil i h

• Define steering• Steering Board• Inivitation process

• Visitiblity of profiles without login

• Simplicityp• Compliance guides

p y• Quick registration• Possitiblities to invite/follow• Multichannel (e.g. infos via

)sms)


Elements of Community Managementy g

MarketingHR

AssignmentsCosts“

Marketing

ModerationProcurement

„Costs

SupportCustomer

interaction

Sales

Marketing

Development„Targets“

CRM

Business E ll

Acquireb

Payment/ROIExcellence

…

members„Turnover“

Alumni Interestedparties Employees Partner Customers Public

27

Process for Community Management

Plan

y g

• Targets• Participants• Tasks• Rules• Rules

Develop• technically• organisational

Optimization• Summary• Priorisation organisational

• processual• New concepts

Run• Administration

Measure• Reviews

• Content management• Monitoring

• Benchmarks

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: [email protected]
