EFQM 4e Information and Knowledge are managed to support effective decision making and to build the organization’s capability

1. 4e Information and Knowledge
are managed to support effectiveare managed to support effective
decision making and to build the
http://www.flickr.com/photos/krischall/2089466950/sizes/z/
organization’s capability.

2. 4E INFORMATION AND KNOWLEDGE ARE
A AG O S O CMANAGED TO SUPPORT EFFECTIVE
DECISION MAKING AND TO BUILD THE
ORGANIZATION’S CAPABILITY.
International Human Resources Management,
Dr. Jörg Klukas 2

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

4. What we have learnt.
• Overview of the EFQM
Model to be applied for HR-
• Empowerment and Internal
Communication
F db k (360°) d
Departments
• Criteria 3
• HR Planning
• Feedback (360°) and
Motivation, Total Reward
• Criteria 5
• HR Process Management
• HR Marketing, Recruiting,
Integration
• Succession Planning
• Employee Survey
HR Process Management,
Process Indicators
• Process Improvement
• HR Mangement Review acc. to
ISO• Employee Survey
• Strategic Competency
Management and Blended
Learning
S t
ISO
• Roles, Products & Services of
HR
• Criteria 4eSystem
• Annual Employee Feedback
Interviews and Target
Appraisals
Criteria 4e
• Manage Information and
knowledge as source for
improvement, innovation and
f t h
International Human Resources Management,
Dr. Jörg Klukas
future change
4

5. The EFQM ModelThe EFQM Model –
4e Information and Knowledge are
managed to support effective
decision making and to build thedecision making and to build the
organization’s capability.
International Human Resources Management,
Dr. Jörg Klukas 5

6. The EFQM excellence modelQ
Enablers Results
People
Leadership
People
Policy and
Strategy Processes
People
Results
Customer
Results
Key
Performancep Strategy
Partnerships
& Resources
Processes Results
Society
Results
Results
Innovation and Learning
International Human Resources Management,
Dr. Jörg Klukas
6

7. 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
Performance
Results
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
7

8. The EFQM excellence model - ProcessesQ
4e Information and knowledge are managed to support effective
d i i ki d t b ild th i ti ’ bilit
In practice, excellent organizations
• Ensure that their leaders are provided with accurate and sufficient
decision making and to build the organisation’s capability
A hinformation to support them in effective and timely decision making, enabling
them to effectively predict the future performance of the organization.
• Transform data into information and, where relevant, into knowledge
that can be shared and effectively used.
Approaches
Learning
Organization• Provide and monitor access to relevant information and knowledge for
their people and external users, while ensuring both security and the
organization’s intellectual property is protected.
• Establish and manage networks to identify opportunities for innovation
from signals within the internal and external environment.
Organization
People, Places
and Objects
• Use innovation in a way that goes well beyond technical change and reveals new
ways of offering value to customers, new ways of working and new ways of
building on partnership, resources and competencies.
• Use data and information on the current performance and capabilities of
and Objects
Methode
Process of Learning
processes to identify opportunities for, and generate, innovation.
International Human Resources Management,
Dr. Jörg Klukas
Knowledge Sharing
8

9. ELEMENTS OF AELEMENTS OF A
LEARNING
ORGANIZATIONORGANIZATION
International Human Resources Management,
Dr. Jörg Klukas 9

10. Reasons for Learning Organizationsg g
EFQM
ISO 9001
Assessments
Risk
Dynamic
Talent Scarcity
Assessments
Talent Management
Balanced Scorecard
Emerging Market
Price Competition
Global Operations
International Human Resources Management,
Dr. Jörg Klukas
10

11. Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
Strategic Management
Processes
Strategic
Learning
organization
• Monitor progress
Customer/Partner
• Customer strategies
h d li l
Customer/Partner
Value Processes
Customer/
Partner
Learning
that deliver value
• Experience definition
(customer/partner)
• Integrated channel experience
• Monitor progress
Value Chain/
Operational
Learning
• Capture learnings
• Encourage best practices
• Facilitate knowledge sharing,
collaboration
Core Business Processes
(across value chain)
Individual/
Team
• Stimulate continuous
improvement
• Define strategic competencies
C bilit / it
International Human Resources Management,
Dr. Jörg Klukas
Team
Learning
• Capability/capacity
development
• Increase flexibility and apply
learning/insights
• Enhance and reward
effectiveness
Competency/ Performance
Development Processes
11

12. Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
Strategic Management
Processes
Strategic
Learning
organization
• Monitor progress
Customer/Partner
• Customer strategies
h d li l
Customer/Partner
Value Processes
Customer/
Partner
Learning
that deliver value
• Experience definition
(customer/partner)
• Integrated channel experience
• Monitor progress
Value Chain/
Operational
Learning
• Capture learnings
• Encourage best practices
• Facilitate knowledge sharing,
collaboration
Core Business Processes
(across value chain)
Individual/
Team
• Stimulate continuous
improvement
• Define strategic competencies
C bilit / it
International Human Resources Management,
Dr. Jörg Klukas
Team
Learning
• Capability/capacity
development
• Increase flexibility and apply
learning/insights
• Enhance and reward
effectiveness
Competency/ Performance
Development Processes
12

13. Aspects of Strategic Learning,
Alignment of Leadershipg p
T d / S i
Strategic Frame Competition Arena
Within the competition arena, the trends,
markets, customers, branches of business,
k f t d tit l d
Ma
Trends / Scenario
ies
M
Vision/Target
PositionStrategic
key factors and competitors are analyzed
Within the strategic frame, essential
rkets/Cu
/Compani
ission/Va
ssModel
PositionSt ateg c
Targets
Strategic
nitiatives
Indicators
Operative
Core
decisions for the implemented business
model are made
ustomer
mpetitors/
alues
Busines
Current Position
S
I
Current and
Targets values
By implementation of strategy the
operative core will be controlled, e.g.
with support of the Balanced Scorecard
Com
Sector / Key Success Factors
Current Position
Controlling System
Within the operative core, the value-
added is achieved through usage of
resources, processes and products
International Human Resources Management,
Dr. Jörg Klukas
Controlling System
(Balanced Scorecard)
13

14. Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
Strategic Management
Processes
Strategic
Learning
organization
• Monitor progress
Customer/Partner
• Customer strategies
h d li l
Customer/Partner
Value Processes
Customer/
Partner
Learning
that deliver value
• Experience definition
(customer/partner)
• Integrated channel experience
• Monitor progress
Value Chain/
Operational
Learning
• Capture learnings
• Encourage best practices
• Facilitate knowledge sharing,
collaboration
Core Business Processes
(across value chain)
Learning
Individual/
Team
• Stimulate continuous
improvement
• Define strategic competencies
C bilit / it
International Human Resources Management,
Dr. Jörg Klukas
Team
Learning
• Capability/capacity
development
• Increase flexibility and apply
learning/insights
• Enhance and reward
effectiveness
Competency/ Performance
Development Processes
14

15. Aspects of Customer/Partner
Learningg
Th t i t b ildi d i t i i l t i / i l ti hiThe customer is a partner building and maintaining long-term, win/win relationships
The customer is a co-designer developing services together with the customer
The customer informs surveying the customer`s opinion
The customer is considered taking on the customer`s perspective
The customer is a receiver producing an selling products and services
Source: IAO Study, 2003
Howdoes the company see the customer? What are the company`s tasks?
International Human Resources Management,
Dr. Jörg Klukas
15

16. Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
Strategic Management
Processes
Strategic
Learning
organization
• Monitor progress
Customer/Partner
• Customer strategies
h d li l
Customer/Partner
Value Processes
Customer/
Partner
Learning
that deliver value
• Experience definition
(customer/partner)
• Integrated channel experience
• Monitor progress
Value Chain/
Operational
L i
• Capture learnings
• Encourage best practices
• Facilitate knowledge sharing,
collaboration
Core Business Processes
(across value chain)
Learning
Individual/
Team
• Stimulate continuous
improvement
• Define strategic competencies
C bilit / it
International Human Resources Management,
Dr. Jörg Klukas
Team
Learning
• Capability/capacity
development
• Increase flexibility and apply
learning/insights
• Enhance and reward
effectiveness
Competency/ Performance
Development Processes
16

17. Aspects of Operational Learning based on
customer and employee survey.p y y
L d hi P
1. Strategy and
Planning
2. Operative Leadership 3. Business Excellence
Steering
Core Performance Processes
Leadership Processes
M
A
R
K
C
U
S
T
O
C
U
S
T
O
M
A
R
K
4. Acquisi-
tion and
7. Know-
ledge
Sharing
5. Produce and Deliver Products
K
E
T
O
M
E
R
O
M
E
R
K
E
T
CRM
6. Manage Projects and Services
g
and
Learning
Enabling Processes
8. Human Resources 9. Procurement
10. Finance
Management and 11. Infrastructure
International Human Resources Management,
Dr. Jörg Klukas
Management Management
Management and
Controlling Management
17

18. Tools for Operational Learningp g
Approach Indicators Management-Review
 Process Maturity (PCMM)
BSC
 Process Indicators
Assessment
Process Maturity (PCMM)
 Management Maturity (EFQM)  Evaluation of
Management System
 Process Performance
 Assessment results
 Strategic
Initiatives
 Process Indicators
 Target achievements of BSC
 Business Objectives
Review  Customer Feedback
 State of current
Improvement and
Correction measures
S t i t
 Quality
Objectives
 Budget
 Owner of
Initative
Survey  Employee Satisfaction
 Customer Satisfaction
 Image
 Set up improvement
measurements
- Initative
International Human Resources Management,
Dr. Jörg Klukas
18

19. Benchlearning for Operational
Learningg
BenchlearningBenchlearning
Additional:
Continuous Learning
and Team building
Benchmarking
Additional:
Understand "Why?"
and How?"
(Development of
skills and organization)
 Benchmarking Network
Benchmarks
Comparisons
and „How?
(Development of
Organization)
B P i R
e c a g et o
and Teams
 Benchmarking Projects
 Site Visits within MMS
and other organizations
Comparisons  Best Practice Reports
 Studies
(participate/read)
 Indicators
FocusonResults FocusonEnabler FocusonLearning
International Human Resources Management,
Dr. Jörg Klukas
FocusonResults FocusonEnabler FocusonLearning
19

20. Elements of a Learning Organizationg g
• Assess changing conditions
• Clarify the vision
• Focus & align the
organization
Strategic Management
Processes
Strategic
Learning
organization
• Monitor progress
Customer/Partner
• Customer strategies
h d li l
Customer/Partner
Value Processes
Customer/
Partner
Learning
that deliver value
• Experience definition
(customer/partner)
• Integrated channel experience
• Monitor progress
Value Chain/
Operational
Learning
• Capture learnings
• Encourage best practices
• Facilitate knowledge sharing,
collaboration
Core Business Processes
(across value chain)
Individual/
• Stimulate continuous
improvement
• Define strategic competencies
C bilit / it
International Human Resources Management,
Dr. Jörg Klukas
Team Learning
• Capability/capacity
development
• Increase flexibility and apply
learning/insights
• Enhance and reward
effectiveness
Competency/ Performance
Development Processes
20

21. Aspects of Individual and Team
Learning (Blended Learning System)g ( g y )
International Human Resources Management,
Dr. Jörg Klukas
21

22. ORGANIZING A LEARNING
ORGANZATIONS ACC. TO. PEOPLE,
PLACES OBJECTSPLACES, OBJECTS
International Human Resources Management,
Dr. Jörg Klukas

23. People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence centerManage people as interest groups, competence center,
etc., who are involved in learning of a particular topic
• Manage places, where people can share knowledge and
network in order to know who I can asknetwork in order to know who I can ask
• Manage objects as the elements to be stored, shared,
improved, modified,…
people
places objects
International Human Resources Management,
Dr. Jörg Klukas
23

24. People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence centerManage people as interest groups, competence center,
etc., who are involved in learning of a particular topic
• Manage places, where people can share knowledge and
network in order to know who I can asknetwork in order to know who I can ask
• Manage objects as the elements to be stored, shared,
improved, modified,…
people
places objects
International Human Resources Management,
Dr. Jörg Klukas
24

25. Manage people, development, careersg p p , p ,
International Human Resources Management,
Dr. Jörg Klukas
25

26. People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence centerManage people as interest groups, competence center,
etc., who are involved in learning of a particular topic
• Manage places, where people can share knowledge and
network in order to know who I can asknetwork in order to know who I can ask
• Manage objects as the elements to be stored, shared,
improved, modified,…
people
places objects
International Human Resources Management,
Dr. Jörg Klukas
26

27. Manage places, groups, communitiesg p , g p ,
learning learning
Project A Project BCustomerCustomer
ShareStore Network
Regular
Team
Meetings
and
Internal
Storage
Internal
and
external
and
Workshops
and
Reviews
g
Platforms
Databases
Competence
Center and
Interest Groups
Knowledge Sharing Forums
Project C Project DCustomer Customer
International Human Resources Management,
Dr. Jörg Klukas
learning learning
27

28. People, Places, Objectsp , , j
• Managing a Learning Organizations means
• Manage people as interest groups competence centerManage people as interest groups, competence center,
etc., who are involved in learning of a particular topic
• Manage places, where people can share knowledge and
network in order to know who I can asknetwork in order to know who I can ask
• Manage objects as the elements to be stored, shared,
improved, modified,…
people
places objects
International Human Resources Management,
Dr. Jörg Klukas
28

29. Manage Objects, Topics,
Trends
Strategic
Compentency
Informationen
Strategic
Learning
Customer/
P
p y
Impulse
Value Chain/
Partner
Learning
Methodes
Feedback
Operational
Learning
Individual/
Team
Learning
International Human Resources Management,
Dr. Jörg Klukas
29

30. PROCESS OF LEARNINGPROCESS OF LEARNING
AND KNOWLEDGE
SHARINGSHARING
International Human Resources Management,
Dr. Jörg Klukas

31. Learning Management – a Processg g
L d hi P
1. Strategy and
Planning
2. Operative Leadership 3. Business Excellence
Steering
Core Performance Processes
Leadership Processes
M
A
R
K
C
U
S
T
O
C
U
S
T
O
M
A
R
K
4. Acquisi-
tion and
7. Know-
ledge
Sharing
5. Produce and Deliver Products
K
E
T
O
M
E
R
O
M
E
R
K
E
T
CRM
6. Manage Projects and Services
g
and
Learning
Enabling Processes
8. Human Resources 9. Procurement
10. Finance
Management and 11. Infrastructure
International Human Resources Management,
Dr. Jörg Klukas
Management Management
Management and
Controlling Management
31

32. Learning Management – a Processg g
 Objective: Embedded new learning formats in all processes
1. Detect and Analyze Potentials for Learning
2. Identification/Definition of Learning Formats
3. Establish Learning Tools and Methods
4. Integration within key processes
5. Definition of indicators
6 Review
W&L
6. Review
International Human Resources Management,
Dr. Jörg Klukas
32

33. 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
International Human Resources Management,
Dr. Jörg Klukas 33