conseqüències dels canvis i característiques actuals de les arts visuals Arts visuals II
Samenvatting visuals HRM Blackboard 2017-2018 · Samenvatting visuals HRM Blackboard 2017-2018 De...
Transcript of Samenvatting visuals HRM Blackboard 2017-2018 · Samenvatting visuals HRM Blackboard 2017-2018 De...
Samenvatting visuals HRM Blackboard 2017-2018
De cursusdienst van de faculteit Toegepaste Economische Wetenschappen aan de Universiteit
Antwerpen. Op het Weduc forum vind je een groot aanbod van samenvattingen, examenvragen, voorbeeldexamens en veel meer, bijgehouden door je medestudenten.
www.weduc.be
SamenvattingvisualsHRMBlackboard2017-2018Thefutureisagile(ArminTrost)Question:whycan’tyouCEOsleepatnight?What’sthebiggestchallengeinourbusinesstoday?Demographicchanges,globalwarning,refugees?Complexity:disruptivetechnology:tomorrowwe’regoingtohavenewplayersinbusinesses:largecompanies/bigbrandsdisappearfromonedaytoanother:complexity,uncertainty,notpredictableanymore.Alongwiththiscomplexity,welearnedthatpeoplebecamereallyrelevant:weneedpeoplewhothinkandcommunicate.AlongwiththisgrowingrelevanceofpeopleourHRbecamemoreprofessional.Wecameupwithsystems,processes,tools,KPI’s….HRtodayisnotthesameanymoreasHR30yearsago,wegrew.WhydidthepoweroftheHR-functiondecreasessodramatically?Triangle: BasicHR
Peoplecentric CentralplanningEnablement &controllingDecideinwhichfieldyouwanttoplayBasicHR:somecompaniesarehere:hirethepeopleandwecompensatethepeople:notalentmanagement,nocompetencemanagement:Darwinism:wedon’tneedtalentmanagement,bestpeoplewillcomeanyway:creamalwayscomestothetopàIfyoudothis,therecomesadaywhereHRquitsthejob:CEOwillaskwhoisgoingtobethesuccessor(opvolger)ofthisposition?HRwillsay:Idon’tknow:I’mnotpreparedforthis:whenyouexperiencesuchasituationyouwillstartbeingpreparedinthefuture.Developtools,processes,programs,KPI’stobepreparedinthefuturesoyoumovefromtheleftsidetotherightside:It’sinterestingtoseethatmanyorganisationsmovedtocentralplanning&controlling.Philosophy:youasHRtakecare/controlabouteverythingthat’speoplerelated.Actingfromacentralpointintheorganisation,armedwithasystemthathelpsyoutodoyourjob,totakealltheresponsibilityforhiring,retention,development,engagement,motivation,satisfaction,health….Thisisaverydifficultposition.Hereisthehierarchy:wehaveacompetencemodelbasedonsomebehaviourallyanchoredratingscales,wealsohavejobarchitecture,wedefinejobprofilesforeverysinglejob.Allthisisnamedcompetencemanagement.Weassignthisdifferentjobprofilestodifferentpositionsintheorganisations,whichallowsustomakejobdescriptions.Italsoallowsustomakejobads,andwithjobadswehirepeopleforthedifferentpositionswithdifferentprofiles=employeeskills&competenceprofile.Onstrategiclevel,wehaveastrategy:howwedostrategicwork-forceplanning,howwehaveabalancescorecard?Wecascadedownobjectivefromtoptodown,toeverysingleleveloftheorganisation.Talentreview,findingoutwhoarethemosttalentedemployees?Weputtheminto360°-feedbacktobetterunderstandstrengthandweaknesses,wesetthemonsomecareerpath.Itallowsforsuccessionplanning.AllthisisbuiltonHR
informationsystemswhichallowsforKPI’s.Andonandonandon….ThisissimplifiedpictureofmodernHR.
Whatdidwedothelastfewdecades?Weaddcomplicatednesstocomplexity.Isthistheanswertocomplexity?Idon’tknow?Thisispurehierarchicalthinking,thinkingtopdown:notthebestwaytocopewithcomplexity.Example:thinkaboutthehumanbrain,noteventhehumanbrainorthehumanbodyisnothierarchicallystructured,it’sanetworkofdifferentcomponentswhichworksindependentlybutverywellconnected.Nowlet’sthinkaboutthefuture,whatdoesitmeansintermsofcomplexity.HowisthefutureofHR,whatiscriticalinthefuture?Studiesmakeusbelievethatweneedtomanagebetterourtalents,health,diversity,engagement,satisfaction,change…Manage,manage,manage:systems,processes,KPI’s…Asanorganisationyouwillfeel:thereissomuchtobestilldone.Butisthisreallytheanswer?Answerliesmuchmoreinsomefundamentalswhichmovesmoreinthedirectionof‘’wewanttosupportourpeople’’.Putpeopleinthecentre,wewantthatpeopletaketheresponsibilityofthedevelopment,HRenablesthepeople.=peoplecentricenablementMakeachoice,wheredoyouwanttoplayinthistriangle?Ifyouplayonthebottomrightside,thereare3principalswhichyoumighttakeinconsideration
• DiversityInclassicHR,textbookHR,wehaveacompetencemodel(weexpectpeopletobelike‘’this’’):butpeoplearenotlike‘’this’’,theemployeedoesnotfit.Whatdowedo?Nothireortrainingtheemployee,mostlywedotrainingsowereshapetheemployees.‘‘Whatweneedareafewcrazypeople;lookwhatwehavereachedwiththenormalones’’–GeorgeBernardShaw:youwillnotcopewithcomplexityifyouthinkintermsofboxes,youneedthepeoplewhodonotfitintheboxes,organisationsAmountofwomaninleadershippositions,Muslims,blackandwhitepeopleintheorganisation,isnotaboutdiversity,thisisaboutvariety.Diversity=toappreciateindividuality,letthepeoplebeastheyare.Havingwomeninyourexecutiveboardanddon’t
evenrealiseit,ifdiversitybecomessonatural.Thisiswhatweneed,fundamentalpowerinfutureHR.Peoplearethemostimportantassetintheorganisation.Whatdoesitmean?
• Givethepeoplepowerandauthority• Peoplemustfeeltheconsequencesoftheiractionsanddecisions
àThesearethe3answerstothequestion:whatiscriticalforthefutureHR?
Thebosshasmuchgeneralknowledgeandmuchexpertise.Theemployeesarejustlikethebossbutalittlebitsmaller.Whentheemployeehasaquestionoraproblemthantheywillgototheboss.Thecompanyistheretofulfilthedreamsoftheboss:thisiswherewecomefrom.
Todaysrealityisdifferent,wehavemoreandmoremanagers,muchgeneralknowledge,andsomeexpertise.Everyemployeehasmoreexpertiseinthefieldthantheirboss,andtheyallhavedifferentexpertiseindifferentareas:diversity.Whoshouldhavethepowertomakedecisions?Letthepeoplemakedecision,becausetheyaremuchbetterqualified,closertorealitytomakethebestdecision.ThisleadstofundamentaltoolsandinstrumentsinHR.ClassicperformanceappraisaldoesnotworkinanHRmodernworkenvironment.Argument:managerswhoworklikethisarenotbosses,theyarecoaches.Theyaskquestions,theyhavethebigpictureinmind,leavetheresponsibilitywiththepeople.DouglasMcGregor:theroleofchurchandtheroleofconsular(coach)areincompatible.InamodernHRenvironment,performanceappraisalcankillgoodleadership.
Thisishowahierarchicalworldworks:decisionsaremadeonthetopthancascadeddown,theneachemployeethatisdoinghisorherjob.Productsgoestotheclient,andtroughafeedbacksystemfeedbackgoesbacktothemanager:feedbackloop.Thisfeedbackloopwillnotbecapabletomakethepeoplelearn,itistobig.
Manager(bigsquare)hasmuchauthority,andhegivesgiddinesstotheemployeewhohaslessauthority.Employeeisdedicatedtothemanager.Howdoestheemployeeknowhehasdoneagoodjob?Whenthebossishappy.Linkbetweenmanagerandemployeeiscrucial.Notworryaboutthecustomerifyouareanemployee,becauseifthebossishappythanthecustomerwillbehappytoo.Example:cookfeelstheconsequencesofhiswork,hecandothisbygoingtotheguestsandask‘’howwasit?’’.Iftheydon’tdothistheywillnotlearn,seenopurposeintheirwork.
Webetterworklikethis,wehavetheindividualandtheindividualisnotdedicatedtothebossbutheisdedicatedtotheinternal/externalcustomer.Thisiswheretheygetthefeedback,notfromtheboss.ThisisabsolutelycrucialinHR.Donotaddcomplicatednesstocomplexity!!!!Thinkmoreinbasicprincipals:diversity,powerandconsequences.
ManagingStrategyandHRM(J.E.Delery)ExpertinstrategicHRM:whatthatfieldisbasicallyinterestedin,istherelationshipbetweenhowcompaniesmanagehumanresourcesandfirmperformance.AbigpartofthisistherelationshipbetweenbusinessstrategyandHRMpractices.Presentationoverview
• Businessstrategydefined• Businessstrategyandcompetitiveadvantage
Theresource-basedview• Humancapitalandcompetitiveadvantage• Strategicallymanaginghumancapitaltroughhumanresourcemanagementpractices• LinkingHRMandbusinessstrategy• Conclusions
Businessstrategy
Businessstrategycanmeanmanydifferentthingstomanydifferentpeople,butbasicallyitisthebusinessplanthatorganisationsusetocreatevalueintheirparticularmarket.Itfocusesonvaluecreation:howisthiscompanytoproduceaproductorprovideaservicesuchthattherevenuegeneratedexceedscosts.Examplesofgenericstrategies:GobacktoMichaelporterin1980,theideathatthereareafewgeneralstrategiesfororganisations
• Low-coststrategy:produceaproductordeliveraserviceatthelowestpossiblecostBykeepingcostslow,thefirmisabletochargelessthancompetitorsandmaintainaprofit.Keepingcostdowntomaintaintheprofit.
• Differentiationstrategy:produceaproductordeliversaservicethatisdifferentthancompetitorsservices
Bydifferentiatingtheproductorservicethefirmisabletochargeapremium,maintainingaprofit.Increaserevenuetomaintaintheprofit.Businessstrategyinpractice.Theydon’tjustappear,thebusinessstrategyacademicfieldhasreallyoutlinedtwointerrelatedprocessesthatfirmsgotroughtogenerateandimplementstrategies.
• Strategyformulation- Developingthebusinessstrategygivenmarketandotherconditionsthatthe
companyfaces,howisthefirmgoingtobeatcompetitionandgeneratevalue?- Outlinesspecificallyhowthefirmwillcreatevalueinaparticularmarket.• Strategyimplementation
Theprocessofputtingthatbusinessstrategyintopracticewithintheorganisation- Implementingthebusinesspracticestoexecutethedesiredstrategy.- Thisinvolvesallbusinesspractices
NotjustHRMpractices,thatwillbethefocusinthisvideo
HRMandstrategicplanningintegration
StudytoexplorehoworganisationswhereintegratingtheHRfunctionandstrategicplanningandtheresultshowedthatveryfewfirmsweretakingintoaccountalloftheimplicationsofmanaginghumancapitalintothestrategyformulationintheimplementationprocess.Thestudyfound4levelsoflinkagetheyobservedinorganisations.
• AdministrativelinkageHRdepartmentthatwasjustengagedinadministrativetasks,verylittletodowithbusinessstrategy.
• àone-waylinkageBasicallyafirmwerethebusinessstrategywasformulatedandHRwastoldexactlyhowtoimplement.
• Two-waylinkageFirmsthathadsomecommunicationbetweentheHRfunctionandthestrategicplanners,butHRfunctionwasnotreallyintegratedintostrategicplanningprocess.
• IntegrativelinkageHRMissuesarecriticallyexaminedduringstrategyformulationandimplementation.HRandbusinessissuesaredynamicallylinked:thepeoplewhowereformulatingstrategyanddecidinghowtoimplementithadHRknowledgeandexpertiseandwereintegratingthatintothewhole.AmuchbetterapproachtomanagetherelationshipbetweenHRandstrategy.BusinessstrategyandcompetitiveadvantageTheresource-basedview(RBV)ofcompetitivestrategy.Tounderstandtherelationshipbetweenhumancapitalandmanagementofcompetitiveadvantage,itisfirstnecessarytounderstandthedominantframeworkthatexplainstherelationshipbetweenhumancapitalandcompetitivestrategy.ThatframeworkistheRBV.
AccordingtotheRBVfirmsgainacompetitiveadvantagetroughfirmcontrolledresources.C
• Notallresourcesserveasasourceofcompetitiveadvantage.• Humanresourcesandtheorganizationalpracticesthatdevelopandsupportthose
resourcesarepossiblyoneofthemostdifficultsourcesofcompetitiveadvantagetoreplicate.
Resourcescharacteristicsforcompetitiveadvantage- Istheresourcevaluable?
Isitpartofthewealthcreationprocess?Forinstance,anairplane:aretheyvaluetotheairline?Someare,somearen’t
- Istheresourcerare?Ifaresourceisnotrare,thenitisgoingtoavailabletocompetition.Owningacommonplaneisnotrare.
- Istheresourceimitable?Cancompetitorimitatethatresource?Forexample:software,iftheycanimitateit,thesoftwarewillbelessacompetitiveadvantage.
- Arethereorganizationprocessesinplacetosupportvaluedresources?Itisonethingtohavevaluableresourcesandit’sanotherthingtoactuallyhavetheorganisationprocessinplacetohaveacompetitiveadvantage.Competitiveadvantage:aresourcebasedview
• PhysicalcapitalPlantandequipment,location
• HumancapitalKnowledge,skills,andabilitiesoftheworkforce
• OrganizationalcapitalFirmstructure,planning,coordinatingsystemsandothercapabilitiesCorecompetencies/strategiccapabilities
• Todaythereisgreateracceptancethatcorecompetenciesor‘’strategiccapabilities’’serveasthedominantsourcesofcompetitiveadvantage.
• Thesecompetenciesofcapabilitiesarethestrategicresourcesleveragedtoachievestrategicobjectives.
• Thesecompetenciesarevaluable,rareanddifficulttoimitatebycompetitors.HumancapitalandcompetitiveadvantageCorecompetencies,HRMandhumancapital
• Differentpartsofafirm’sworkforcehavedifferentstrategixvaluetothefirlminthatthatdifferintheirinfluenceoncorecompetencies
• Greatersourceofcompetitiveadvantagefrom:- Firm-specificskillsvsgeneralskills- Teamsvsindividuals
HumancapitalandtheHRarchitecture
Jobfamiliescontributedifferentiallytocompetitiveadvantageinrelationtojobrequirementsandrelationtocorecompetencies.TwodimensionoftheHRarchitecture:
• Valueofthehumancapital‘’potentialtocontributeto…competitiveadvantage’’
• UniquenessofhumancapitalAretheskillsandknowledgeneededtoperformfirm-specificorgeneral?
HRarchitectureandemploymentframeworks
HRarchitectureandfourtypesofhumancapital
• Core/strategicknowledgeworkersEmployeeswhohaveuniqueskillsthataredirectlylinkedtothecompany’sstrategy
• Traditionalemployees/internalpartnersEmployeeswithskillstoperformapredefinedjobthatarequitevaluable,butnotparticularlyuniqueordifficulttoreplace.
• ContractworkersEmployeeswhoseskillsarelessstrategicvalueandgenerallyavailableinthelabourmarket
• Alliance/externalpartnersIndividualsandgroupswithuniqueskills,butthoseskillsarenogdirectlyrelatedtoacompany’sscorestrategy.ImplicationsoftheHRarchitecture
• SomeHRcanbeasourceofcompetitiveadvantage,whileotherscannot.- Knowledgeworkerscanbeagreatersourceofcompetitiveadvantagethan
traditionalemployees.• Differentgroupsofemployeeshavedifferentvaluetotheexecutionofbusiness
strategyandforcompetitiveadvantage.- Differentgroupsofemployeesshouldbemanageddifferently.- Oneworksystemisnotsufficientthroughouttheorganisation.
StrategicallymanaginghumancapitalStrategicHRMThepatternofHRdeploymentsandactivitiesthatenableandorganisationtoachieveit’sstrategicgoals(Wright&McMahan,1992)
• Identifythehumancapitalthroughoutthefirmthatarenecessarytoimplementthebusinessstrategy.
- Includesidentifyingthespecificknowledge,skillsandabilitiesrequiredofdifferentjobfamilies.
• IdentifyandimplementHRMpracticestoensurethenecessaryhumancapitalisinthecorrectpositionswithinthefirm.
Humancapitalandperformance• Humancapitalinfluencesbusinessoutcomesbyengaginginthebehaviours
necessarytocreateandsupportstrategiccapabilities.• Thinkingintermsofindividualperformanceitiswellacceptedthatindividualsneed
threefactorstoachievehighperformancebehaviourABILITY MOTIVATION///OPPORTUNITYAMOandHRMdesign
• HRMpracticesarethemostdirectinfluenceintheabilities,motivationandopportunityoftheworkforce.
• ThetaskistodesignanHRMsystemtoensurealltheecomponents- Lackofanycomponentwouldbeatbestnothelpful,andatworstcatastrophic
ABILITY MOTIVATION///OPPORTUNITYLackingopportunity:limitstheinfluenceofhumancapitalonperformance.Lackingmotivation:highabilitypeoplethatarenotmotivatedtoperformeveniftheyhavetheopportunities.Lackingability:verymotivatedworkforceandtheyhavetheopportunitiesbuttheydon’thavetheabilities.HRMsystemsperspective
• FunctionalHRMareasmustbealigned(staffing,training,compensation,etc.)
• HRMpracticesneedtofitintoacoherentsystemofpractices• TheeffectivenessofanindividualHRMpracticedependsontheothersinthe
system.• Thewholeisgreater(orless)thanthesumoftheparts
Synergiesamongpractices
• PowerfulconnectionsCombiningtwoHRpracticeshasasubstantiallymorepositiveeffectthanthesumoftheirindividualeffects.
• DeadlycombinationsCombiningtwoHRpracticeshasadevastatingimpactonperformance,whileeitherpracticealonemayresultinimprovedperformance.
Consequenceofasystemperspective• Shiftsfocusfrom‘’best’’practicetotheidentificationofcomplementarypractices• HighlightstheneedforfirmstocoordinateHRMefforts- Practicesshouldnotbeconsideredinisolation- DifferentpartsoftheHRMfunctionmustcoordinateefforts• LedtothedevelopmentofanumberofexampleHRMsystems,withtheHigh
PerformanceWorkSystemsbeingoneofthemoststudied.HRstrategies/systemsControl-orientedworksystemsFocusisondevelopmentofrulesandproceduresthatoftenreducetheinfluenceofemployeesonworkoutcomesHigh-commitmentworksystemsFocusisondevelopingaworkforcethatidentifieswiththefirmandenhancesattachmentHigh-involvementworksystemsFocusisoninvolvingemployeesintheirworkbyenhancingemployeeparticipationindecisionsHigh-performanceworksystems(HPWS)Focusisonmaximizingproductivityandperformancethroughutilizationofemployeeabilitiesandmotivation.HighperformanceworksystemsAsystemofmanagementpracticesthatworktogethertofosterthedevelopmentof:Ability Motivation Opportunity
• HPWScreatesahighperformanceworkforce• TheindividualHRMpracticesmayvarysomewhatunderdifferentcircumstances
(e.g.industries,jobfamilies,etc.)− Thekeyissueisthattheycombinetoenhanceallthreefactors− Thisnecessitatesa‘systems’perspectiveforHRMprofessionals
HRMpracticesconsistentwithaHPWS
• SelectivestaffingTryingtopickthebestofthebest
• Extensivetraining• Enhancedjobsecurity• Enhancedparticipation• Performance-basedpayraises• Highpay
LinkingHRMandbusinessstrategyTheoryofthestrategiccoreworkforce
Managementofthestrategicworkforceisthemostimportantforthestrategicobjectivesoftheorganisations.
• Employeesmostdirectlyresponsibleforfirm’scorecompetencies• Allemployees(orgroupofemployees)arenotequalincontributiontocompetitive
advantage• Managementofthestrategiccoreworkforceisthemostinfluentialforthefirm• HRMsystemsusedtomanagetostrategiccoreworkforceismostlikelya‘’high
performance/commitmentworksystem’’.Definingjobsbystrategiccapabilities
‘’Jobsarestrategicwhentheyhaveadisproportionateimpactonafirm’sabilitytoexecutebusinessstrategytroughitsstrategiccapabilities.’’Themoststrategicpositionsrequirehigherlevelsofexpertise,whereitisusuallydifficulttofindordevelopreplacementswhenanemployeedeparts.Nearlyidenticaltothecore/strategicknowledgeworkersidentifiedearlier.Managementofthenon-coreworkforce
• In‘’thedifferentiatedworkforce’’,Huselid,BeckerandBeattydiscussthatonly15%offirm’semployeeswouldfallintothe‘’A’’categoryofstrategicworkers
• Managementofthenon-coreworkforcemayhavefewerconsequencestofirms• Thesejobfamiliesprovidesomevaluetothefirm• Howtheseworkersaremanagedmaybeinfluencedby:
- Thefirm’soverarchingvalues- Workinterdependencies- Otherorganizationalconsiderations
Jobfamilylinkwithfirmperformance
Conclusions
• Therelationshipbetweenstrategyandthemanagementofhumancapitaliscomplex• Businessstrategyshouldinfluenceandbeinfluencedbyhumancapitalmanagement
strategy• Businessstrategydictateswhichjobfamiliesareofgreatestvaluetothefirm• Firmsshouldhavedifferent,butconsistentHRsystemsfordifferentjobs• HRsystemswherepracticesworktogethertoproduceabilities,motivationand
opportunityareessential• Thereisnosinglebesthumancapitalmanagementstrategy
Talentofcompetentie:dekleurvanHRMispaarsProf.dr.LouVanBeirendonck:founderdirectorQuitnessenceConsultingStelbaaswilpratenoverjecompetenties(verwachtingdieandereninonsstellen)oftalenten(sterkten,mogelijkhedenofpotentieel)àbijbeideeenheelandergevoelCompetentiemanagementreedsingeburgerdmaarzaltalentmanagement,competitiemanagementvandetroonstoten?Fundamenteel2verschillendemanierenommetmensentewerken.Beeld3Dbril:
Blauwglas:traditioneel:perspectiefvandeorganisatievertrekkendevanuitdevisie/missie/strategiediewevertaleningewenstecompetentiesvanmedewerkers:medewerkersvergelijkenmetvooropgesteldprofiel:organisatieiswathetisendemedewerkerpastzicheraanaan.Roodglas:perspectiefvandemedewerkers,interesses,ambitiesentalenten.Functiescreërennaardetalentenvandemedewerker:castenenondersteunenzodatzijntalentenoptimaaltotzijnrechtkomen.Inwelkerolkomtdemedewerkerhetbesttotzijnrecht?àVertrekkenuitinteressesentalentenvanmedewerkerenmodelereneenfunctiediebijhempasàPaarsHRM:nieuwedimensiedieomeennieuweinnovatiepraktijkvraagt• Kenmerktzichdoorechtedialoogwaarbijwedepassievandemedewerker• Afstemmenaandemissievandeorganisatie.Wevertrekkenbijdesterkteen
matchendiemetfunctieprofielen.• Focusopbenuttenvansterktenenophetfittenineenorganisatie• Ontwikkelinggerichtophetoptimaliserenvansterktenenneutraliserenvan
zwakkerecompetenties.• Organisatiesmoetkrachtigeleeromgevingzijn• Jobmoetboeiendblijvenmetnieuwekansenenuitdagingen• Takenenverdeeldhedenverdeeldophetniveauvanhetteam• Overlegmodelvandehogerelationelekwaliteitwaarbijdeprincipesvan
waarderendonderzoekalsleidraaddienen.Werktcontactbevorderend:gaatuitvansprekenoverwatgoedis
WaarompaarsHRM?• Paarseaanpakgegarandeerdbeterefitvanmensenenjobsenhogerrendement
bijvormingenopleiding• Betereretentie• Meertijdvooroverleg• Mindertijdenenergieinadministratieencontrole
Casting,retentie,voortdurendoverleg,creërenvanontwikkelingskansenenteamwerkzijndehoekstenenvanprofHR-beleid.PaarsiseenhandigeleidraadomdetoekomstigeuitdagingenopvlakvanHRMaantepakken
QuintessenceopkanaalzoverassessmentAlsjepersoneelwiltaannemendanwiljenietzomaardeeerstedebesteuitkiezenmaarweldemeestgeschiktepersonvoordejob.Alisdatkiezenvaakhetmoeilijkst.Jekanhetzelfdoenofjespreekteenselectiebureauaanvooreenassessment.Watiseenassessment?Eenmanieromcompetentiesvanmensentebeoordelen,termwordtvaakgebruiktinheelveelverschillendesituatie.Volgensdemethodologieishetbelangrijkdatergebruikgemaaktwordtvanverschillendesituatieswaarondersimulatiesomeenechtzichttekrijgenopdecompetenties.Hoewerkteenassessmentprocedure?Wanneerjealseenorganisatiebepaaldekandidatenhebtvooreenfunctie,eerstbepalenwelkecompetentieserbelangrijkzijn.Degenedienodigzijnomsuccesvoltezijnindiefunctie.Hetverschiltvanprofiletotprofileopbasisvandecompetentiesendefunctiewaaroverhetgaat,gaanzebeslissenwelkesoortoefeningzegaangebruikenenbinnenwelkesetting.Vb.Rollenspel,gesprekmeteenklant,medewerker,persoonlijkheidsvragen,interviewdaarvaneengeheelmakenomtoteentotaalbeeldtekomenKanhetvooriederbedrijf?Erwordtvaakgedachtdathetenkelbruikbaarisvooreengroteonderneming,maarhetkangebruiktwordenineenderwelkeorganisatie.Hetresultaatisinzichtkrijgenindecompetentiesvandepersonendiejevoorjehebt.
GoodassesmentscounterswarfortalentLouvanBereindonckEverydayweareassessedbypeoplesurroundingus,inourprofessionallifeaswellasinprivatesituations.Inorganisationsweareassedonourperformanceaswellasonthewaywework,ourcompetencies.Competenciesourcharacteristicsthatcontributetosuccessinajob,linemanagersandHRdepartmentinparticularareresponsibleforassessingtheiremployeesprobablywithorwithoutthehelpofexternparties.Assessingpeopleisapretentioustask,youmakestatementsaboutthestrengthsandsweaknessesofotherpeople.Youmakepredictionsabouttheirfuture,ifthisisnotdoneprofessionalwedonotonlyjudgepeoplebutwedenythemopportunitiesintheircareers.That’swhywellconsideredmethodologiesiscrucial.Researchprovesthatcontext-richassessmentsprovidesstrongindicatorsforfuturebehaviour.Notonlybehaviourandthereforecompetenciesbutalsointellectualabilitiesandpersonalitythreatscanbeassesinacontext-richenvironment.Wethereforebelievethatgoodassessmentiscontext-richandoffersopportunitiesforcandidates.Itgivesproveofhighqualityrelationbetweentheparticipantandtheassessor.That’swhyforover25yearswehavebasedourapproachonthesoundapplicationsofassessmentcentres.Example:youcandrawconclusionsconcerningcooperationskillsfromtheresultsofpersonalityquestionnaires.Youcanalsoevaluatecandidates’intentiontocorporateinaninterview.ButitismuchmorerelevanttoobservehowapersoncorporateswithothersinareallifesituationInanassessmentcentrewemeasurethepotentialforanewoffutureposition.Potentialassessmentisanythingbutlookingbackatthepast.Thatwouldbeperformanceevaluation.Performanceevaluationisrelevantbutinsufficienttomakemeaningfulstatementsaboutpotential.Inassessmentcentreswemakeaninventoryofsituationsthatapersonwillencounterinthenewposition.Andtodrawconclusionsaboutthecompetencesthatarerequiredtobesuccessful.Weofferthecandidatesituationstroughsimulationtechnology.Weassessbehaviour,todayinthecontextoftomorrow.
Forthelast15yearswehavebeenassessingcompetencieswithinthecontextoftotallyfictitiousorganisations.Wecreateenvironmentsthatareasrealisticaspossible.Priortotheassessments,theparticipantsareprovidedwiththewebsite,introductionvideo,alotofinformationontheroleandthepossibilities.Context-richassessmentsprovidestwomajoradvantages
- Itcontributestoasoundpredicationoffutureperformancebasesontheprincipalofbehaviourpredictsbehaviour
- Experienceforthecandidatesthemselves,theycanlearnaboutthejobaswellasaboutthewaythecompanyfunctions
Whydoallofthat?Weworkwithpeople,howwouldyouliketobethreatened?Offerpeopleeveryopportunitytoshowwhotheyareandwhattheyarecapableof.Provideorganisationwithanopportunitytodiscovertheirtalents.Goodassessmentcreatesopportunities.Fromaneconomicperspectivetherearealsootherreasontoinvesttimeandenergyinassessment.Thelabourmarketischangingconstantly,andweshouldsoonexpectanincreasingshortageofgoodemployees.Itisthereforeimportantthatweapproachcompetenciesandtalentinanothermanner.Whenweassesshumanpotentialwecanmaketwotypesoferrors.Wecouldassesssomeonewithweakpotentialforpositionasstrong,recruitthepersonandthatwouldbehighriskoffailure.Costlymistake,costsalotofmoney,annoyanceandwasteenergy.Mistakeswewishtoavoidatalltime.Anothermistakecouldbeassessingastrongcandidateassomeonewhoshouldnotberecruited,theorganisationswillmissanopportunity.Weconsiderthisapity.Apitymistakeisalsoacostlymistake.Loseanopportunityforgoodtalentandloseanopportunitytostrengthentheorganisation.Inordertoavoidbothtypesofmistakes,weneedproperassessmentthatgoesbeyondafewminortestsandaninterview.
Wecanthereforestate,thatitwaseasiertoassesspeopleinthepastthanitisnow.Thetightlabourmarketisforcingustobemoreaccurate.Asyoucanseeonthefollowinggraph.Previouslywecouldaffordtodeviateonlyslightlyfromacompetencyprofileandemployonlytheverybestcandidatesevenifitwasjust1candidateoutofa100.
Todaywenolongerhavetheluxury,weneedtolookfurtherthanthepre-setcompetencyprofileandalsokeepinmindthepotentialskilldevelopment.
Ifwewishtoobtainaclearpictureofthetalentaswellasthetrainabilityofcompetencies,wehavetodigdeepertodiscovertheunderlyingmotivationsofpeople.Thatcanonlybedonetroughahighqualitydialogue.Itisonlytroughdialoguethatwecansuccessfullyharmonizethepassionoftheemployeewiththemissionoftheorganisation.Finally,thereisonemoreaspect.Weachievetwoimportantresults
- Resultsofsuchmethodswouldbe6xgreaterthanthoseoftraditionaltestsandinterviews.Why?Participantsfinditeasiertoimaginethemselvesinthissituations.Tobecomemoreinvolvedwhichresultsinabettermeasurementoftherecompetenciesandtalents.
- Liesonthelevelofthelearningeffect.Participantsincontext-richassessmentsalsolearnsomethingaboutthemselves.
Employerswishtoattractandretaintalenttoimprovetheirchancesofsuccesstroughahighqualitydialogue,context-richassessment.
ThecandleproblemEenzaakbepleiten,opfeitengebaseerd,omopnieuwnatedenkenoverhoeweeenbedrijfmanagen.KaarsvraagstukisgecreëerddoorpsycholoogKarlDunkcerin1945.Experimentwordtgebruiktineenhelereeksvanexperimenteningedragswetenschappen.Jetaakiseenkaarsbevestigeneendemuurmetpunaisesenluciferszonderdathetkaarsvetopdetafeldruipt.
- Kaarsvastmakenaanmuurmetpunaises:werktniet- Eersteendeelvandekaarslangsopzijlatensmeltenendanvastmaken:werkt
nietSleutelishetoverbruggenzogenaamdefunctionelefixatie.Veelmensenzienhetdoosjealseendoosjevandepunaisesmaarhetkanooknogeenanderefunctiehebben.SamGlucksburgExperimentwaarbijdezewetenschapperhetkaarsvraagstukgebruikt.Toontdekrachtvanbeloningsprikkelsaan.Hijgingtimenhoelanghetzoudurenvooraleerdedeelnemershetvraagstukzoudenoplossen.
- Groep1:tijdopnemenomnormvasttestellen,gemiddeldevoordetypischetijddienodigisomhetvraagstukoptelossen
- Groep2:beloningenaanbieden,alsjebijde25snelsteterechtkomtkrijgjeietsVraag:hoeveelsnellerlostdezegroephetvraagstukop?Antwoord:gemiddelddedenzeer3,5minutenlangeroverDitslaagtnergensop?Beterpresterenàbelonenànetomgekeerdeffect:hetstompthetdenkenafenblokkeertdecreativiteit.Hetisgeenafwijking,testmeermalenafgenomen.Voorwaardelijkemotivaties,alsjeditdoetkrijgjedat,werkeninsommigeomstandigheden.Maarvoorveeltakenwerkenzeofwelniet,ofwel-vaak-doenzekwaad.1vandebeestrobuuste/onderbouwdeonderzoeksresultatenindesocialewetenschappen.Maarookdemeestgenegeerde.DynamiekvanextrinsiekemotivatorenenintrinsiekemotivatorenAlsjekijktnaardewetenschapisereenmismatchtussenwatdewetenschapweetenwatdebedrijvendoen.Onzemaniervanwekeninbedrijven,hoewemensenmotivereneninzetten,isvollediggebouwdopextrinsiekemotivatoren,opstraffenenbelonen.Ditisokévoor20steeeuwtakenmaarvoor21steeeuwtakenwerktdiemechanistischebenaderingvanbelonenenstraffenniet.2deexperimentvanGlucksberg:Zelfdealseerstekaarsvraagstukmaardezekeerstahijpunaisesnietinhetdoosje.
- Groep1:tijdopnemenomnormvasttestellen,gemiddeldevoordetypischetijddienodigisomhetvraagstukoptelossen
- Groep2:beloningenaanbieden,alsjebijde25snelsteterechtkomtkrijgjeietsVraag:hoeveelsnellerlostdezegroephetvraagstukop?Groepmetbeloningendeedhetveelbeterdandeandere.Alsdepunaisesuithetdoosjezijn,ishetbestgemakkelijkniet?
Alsdanbeloningenwerkengoedvoormakkelijkeopdrachten,waareeneenvoudigesetvantakenisenduidelijkedoelstellingenomnatestreven.Doorhunaardbeperkenbeloningenonzefocus.Zeconcentrerendegedachten,daaromwerkenzezogoed.Voortakenalsdeze,nauwefocusmeteenduidelijkdoel,werkenzeechtgoed.Maarvoorhetechtekaarsvraagstuk,ligthetantwoordnietvoordehand.Waaromzobelangrijk?Ingrotedelenvandewerelddoenkantoorwerkerssteedsminderhetmakkelijkekaarsvraagstukmaarsteedsmeerhetoriginelekaarsvraagstuk.Routinewerk(linkerhersenhelft),metregeltjeskanjavandaagmakkelijkoutsourcenofautomatiseren.Softwaredoethetsneller,low-cost-aanbiedersoverdehelewereldkunnenhetgoedkoper.Belangrijkzijndemeervanuithetrechterhersenhelftkomendecreatieve,conceptielevaardigheden.Voorbeeld:economistDanAriely,en3collega’sdedeneenstudieonderMIT-studenten.Studentenkregeneenaantalcreatievespelletjesmetmotoriekenconcentratie.Zebodenbun,alszegoedpresteerden,drieniveausvanbeloningenaan(kleine,middelgrote,grote)Watgebeurter?Zolangdetaakenkelmechanischeskillsnodigvergde,werktenbonussenzoalsverwacht.Hoemeergeld,hoebeterdeprestaties.Maaralsdetaakslechtseenkleinecognitievevaardighedenvergdedangafheteenomgekeerdeffect.Eenhogerebeloningleedtotslechtereprestaties.àNaarIndiagaan,daarisdelevensstandaardlager.Latenwezienofercultureleaspectenspelen.Mensendiedemiddenbeloningenkregendedenhetnietbeterdandemensenmetdekleinebeloningen.Hierdedendemensenmetdehoogstebeloningenhethetslechtsvanallemaal.In8vande9onderzochtetaken,over3experimenten,leiddenhogerebeloningentotslechtereresultaten.àWeconcluderendatfinanciëleprikkelsdealgeheleprestatienegatiefkunnenbeïnvloeden.Eriseenmismatchtussenwatwetenschappenweetenwatbedrijvendoen.Teveelorganisatiesnemenhunbeslissingopbasisvanveronderstellingendieachterhaald,nietonderzochtengeworteldzijnindefolkloreeerderdanindewetenschap.Nieuweaanpaknodig,diesteuntopintrinsiekemotivatie.Nietmeermensenlokkenmeteengroterebeloning,oftebedreigenmeteenharderestraf.3elementen:Autonomie:drangomonsleventesturen.Meesterschap:dewensomalsmaarbeterwillenwordeninietsdatertoedoet.Zinvoldoel:hetverlangenomtedoenwatwedoenindienstvanietsgroterdanonszelf.àBouwstenenvaneennieuwbesturingssysteemvanonzebedrijven.Autonomie:20eeeuw:managementuitgevondenmaarblijfthetwerken?Goedalsjevolgzaamheidwilmaaralsjeengagementwil,werktzelfsturingbeter.Vb.Atlassian:Australischsoftwarebedrijf.Voordevolgende24uurmagjewerkenaanwatjewiltzolanghetmaargeendeeluitmaaktvanjedagelijksejob.Opkomenmetnieuwedingen.Nieuwedingenvoorstellenaanhunanderecollega’s.=Fedexdays.Omdatjeietsinéénnachtmoetleveren.Google:20%time:ingenieursmogen20%vanhuntijdspenderenaanwatzewillen.Autonomieoverhuntijd,techniek,taak,team.
Rowe:resultonlyworkenvironnment.Erisgeendagindeling,zekomenwanneerzewillen,zemoetennietopeenbepaaldmomentinhetkantoorzijn,werkmoetgewoonafzijn.Productiviteitgaatomhoog,debetrokkenheidvandemedewerkersgaatomhoog,dewerknemerstevredenheidstijgt,hetverloopdaalt.Utopie?Nee.Inhetmiddenvandejaren90startteMicrosoftmeteenencyclopedie,Encarta.Zehaddendejuistebeloningsprikkelsinkaartgebracht,betaaldeprofessionalsomduizendenartikelsteschrijvenennatekijken.Goedbetaaldemanagerskekeneroptoedatditbinnendetijdwerdafgewerkt.Eenaantaljarenlatenkwamereenandereencyclopedie.Andermodel:jedoethetomdatjehetgraagdoetmaarniemandkrijgteeneuro.àIntrinsiekemotivatie,autonomie,meesterschapenzinvoldoelWatweetdewetenschap?
- Debeloningenvande20steeeuw,diemotivatorendiewealsnatuurlijkonderdeelvanhetbedrijfslevenbeschouwen,werken,maaralleenbinneneennauwebandbreedte.
- Als-dan-beloningenvernietigenvaakdecreativiteit.- Hetgeheimvanhogeprestatiesisnietbeloningenenstraffenmaaronzichtbare
intrinsiekedrive.àWetenschapbevestigtwatweinonshartalweten.
Drive:thesurprisingtruthaboutwhatmotivatesusOurmotivationsareunbelievablyinteresting.Thescienceisreallysurprising,it’salittlebitfreaky.Wearenotasendlesslymanipulableandpredictableasyouwouldthink!There’sawholesetofunbelievablyinterestingstudies.
- Ifyourewardsomethingdoyougetmoreofthebehaviouryouwant?- Ifyoupunishsomethingdoyougetlessofthebehaviouryouwant?
Experiment:theytookawholegroupofstudentsandgavethemasetofchallenges- Memorisingsetsofdigits- Solvingwordpuzzles- Spatialpuzzles- Psychicaltasks:likethrowingaballtroughaloop
àToincentivisetheirperformance,theygavethem3levelsofreward.• Small:prettywell• Medium:well• Large:reallywell
àAtypicalmoviescenewithinorganisations.Werewardthetopperformers.Weignorethebottomperformers.Whataboutthemiddleperformers?Whathappens?Theydothetest…Havetheseincentivise,here’swhattheyfoundoutAslongasthetaskinvolvedusedonlymechanicalskill,bonusesworkedasexpected.Higherpay=betterperformance.Thatmakessense!Oncethetaskcalledforrudimentarycognitiveskill,alargerrewardledtopoorerperformance.Howcouldthatpossiblybe?Onceyougetaboverudimentarycognitiveskillrewardsdon’tworkthatway.It’aweirdsocialistconspiracy.(Researchfundedbythefederalreservebank).Thisdefiesthelawsofbehaviouralphysics!àLet’stestourfindingssomewhereelse.Madurai:ruralIndia
• 2weeks’salary• 1-monthsalary• 2months’salary
àHigherincentivesledtoworseperformance.Thisisn’tthatanomalous.Itsbeenrepucatedoverandoveragain.Bypsychologists,economists,sociologist.Forsimple,straightforwardtasks,ifthenàyougetthatWhenataskgetsmorecomplicated,itrequiredsomeconceptual,creativethinking.Moneyisamotivator=fact.Ifyoudon’tpayenough,peoplewon’tbemotivated.Paypeopleenoughtotaketheissueofmoneyoffthetable.3factorsleadtobetterperformanceandpersonalsatisfaction.
- Autonomy- Mastery- Purpose
Autonomy:thedesiretobeselfdirectedTraditionalmotionsofmanagementrunfoulofthis.Managementisgreatifyouwantcompliance.Ifyouwantengagementselfdirectedisbetter.
Example:Atlassian:softwarecompany.Forthenext24hoursyoucanworkonwhateveryouwantwithwhoever,butshowustheresultsattheendofthe24hours.àSoftwarefixes,newproductideas,onedayofundilutedautonomy.Onedayofautonomyproducesthingsthatneveremerge.Mastery:theurgetogetbetteratstuffDoingthingsbecauseitisfun,andyougetbetteratitandthatissatisfying.Let’sgobackintime:someonehasanideaforanewbusinessmodel.Yougetabunchofpeoplefromallovertheworld,theydohighlyskilledwork,butarewillingtodoitforfree.Andjustvolunteertheirtime.Butthen:whatifwhattheycreate,theygiveawayratherthansellit!It’sgoingtobehuge!àInsaneidea.Technicallysophisticatedhighlyskilled,whatarethesepeopledoing?Theyhavejobs.Onemorepieceforthepuzzle:challengemasteryandmakingacontribution.Moreandmoreorganisationswatatranscendentpurpose.Whentheprofitmotivegetsunmooredfromthepurposemotive,badthingshappen.Companiesthatareflourishingareanimatedbypurpose.Ourgoalsaretobedestructivebutinthecauseofmakingtheworldabetterplace.Wearemaximisers,notonlyprofitmaximisers.Wecareaboutmasterlyverydeeply.Wecanbuildourorganizationandmaketheworldalittlebitbetter.