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Performance in People
Management
• Recruitment
• “Pair of hands” / part of machine
Personnel Mgt • Salaries & benefits
• Least cost / Efficiency
administration
• Managers order, workers follow
• Labor relations
• MBO
• Resource / problem-solver
Human Resource Mgt • Training
• Effectiveness
• Team building
• Worker thinks, mgr decides
• Labor-mgt relations
• Strategic planning
• Talent as capital
Human Capital Mgt • Organization Development.
• Value-provider
• Culture building
• Mgr as facilitator / coach
• Outsourcing
Ulrich’s Functions for Managing HR
Strategic
Systems People
Operational
Four Functions of
HR Practitioners
Administrative Expert: administrative policies, processes &
procedures that enhance organization efficiency
Employee Champion: motivating people & increasing their
productivity in the organization
VISION
Know why you are going there
PURPOSE
Or
MISSION
Know what you want to accomplish
Determine your milestones
PERFORMANCE
MEASURES
Determine how will you get there
BUSINESS STRATEGY
BEGIN WITH THE END IN MIND
VISION
BUSINESS
GOALS
STRATEGIES
MISSION
SOCIAL
FINANCIAL
KEY
PERFORMANCE
MEASURES
Strategic People Management
Culture of
Performance
Performance
Training and Development
Management
Competency Model
F
I
T
ORGANIZATIONAL DESIGN
JOB DESIGN
COMPETENCIES
JOB DESIGN
How jobs should be designed
in order to facilitate
the achievement of deliverables
Job Design Process
• Who are the clients and what are their needs?
• What are the deliverables of the position?
• What are the tasks to be done?
• Why do they need to be done? (rationale)
• How will the tasks be done? (process)
• What impact will there be on other positions in the
organization?
• Who will the position report to? Will any positions
report to this position? (reporting structure)
• Where will the work be done? (physical location)
Competency Model
The desired characteristics of a person
who will most probably succeed in this
position
What is a Competency?
• Characteristics / qualities of a person that
is related to superior performance in a Job
• Enables superior performers to
demonstrate critical behaviors
more often
in more situations
with better results
People Management
Culture Styles
Staff
Skills/capability
Work flow
and decisions Information
Technology
Organizational Reward
structure system
Measurement
Infrastructure system
Source: Jose Ma. De Guzman, M.A., President, HRMD-Knowledge Institute.
Train them to become the best that
they can be
Defining Training Objectives
Evaluation Criteria
Reinforce desired behaviors with
the right environment and incentives
ORGANIZATIONAL CULTURE
Organization Culture
How things are repeatedly done on a daily
basis
The unique way an organization does its work
Recognizing
Organization Culture
• How things are done here…?
• What is measured & controlled regularly…?
• Behaviors that are rewarded/ punished…?
• Where are most of the resources allocated?
• The types of people who are recruited, selected,
promoted, expelled…
• What customers, suppliers say about the
organization...
Organizational Culture:
Primary Embedding Mechanisms
• What leaders pay attention to, measure & control on a regular basis
• How leaders react to critical incidents and organizational crises
• Observed criteria by which leaders allocate scarce resources
• Deliberate role modeling, teaching and coaching
• Observed criteria by which leaders allocate rewards and status
• Observed criteria by which leaders recruit, select, promote, retire
and excommunicate members
Critical
mass of
repetitive CULTURE
behaviors
Organizational Experience
strategies of of success/
founders
failure
Organization
Effectiveness
CULTURE BUILDING
Vision
Mission
Objectives
Systems
Shared Values
Structure
Developing Organizational
Capacity: Basic Elements
SOCIAL PERFORMANCE
MANAGEMENT PATHWAY