Vortrag zur Vorlesung International HR Management von Katerina Kravchenko zu EFQM 3b

1. People Management

2. Stucture
People Management
Skills Management
What is competence?
Core tasks of Skills Management
Skills
Skills Matrix
What is matrix used for?
How to develop skill matrix? (example)
How to quantify the skill levels?
Managerial skills
Benefits of Skills Management
Blended Learning
Considerations
Blended Learning benefits
IB Student Katerina Kravchenko

3. People Management
IB Student Katerina Kravchenko
http://www.cmdevelopment.co.uk/images/people_mana
gement.jpg
http://www.saferpak.com/images/bqf1.gif
People Management
• one of 9 criteria of the
Business Excellence Model
• “enabler“ criteria
• “enabler“ criteria cover what an
organisation does
• “results“ criteria cover what an
organisation achieves

4. Skills Management
Development of people‘s
knowledge and capabilities
IB Student Katerina Kravchenko

5. What is competence?
IB Student Katerina Kravchenko
1. Competence is the ability to perform a specific task, action or function
successfully.
2. “A written description of measurable work habits and personal skills
used to achieve a work objective. “ (Green ,1999)
3. “The ability to perform the activities within an occupational area to the
level of performance expected in employment. This embodies the ability
to transfer skills and knowledge to new situations, and includes personal
effectiveness. An action, behaviour or outcome which can be
demonstrated, observed and validly, reliably and objectively assessed, or
the demonstrable possession of underpinning knowledge or
understanding.” (Brown ,1993)

6. Skills Management
IB Student Katerina Kravchenko
Def.
• practice of understanding, developing
and deploying people and their skills
• well-implemented skills management
identifies:
 required skills for job roles
 skills of individual employees
 all gaps between the both

7. Core tasks of Skills
Management
IB Student Katerina Kravchenko
• analysis of staff requirements (Personalbedarf)
• creation of a catalogue of competence with
free vacancies
• search for competencies supported by the
catalogue
• target-analysis (Soll-Ist-Analyse)
http://www.skill-management.eu/cmssystemdotnetimagesml/skill-
management_process_e.jpg

8. Skills
IB Student Katerina Kravchenko
• skills can be defined by organisation
• should fit company’s goals in the present and future
• usually defined in terms of a skills matrix
http://www.silverliningsolutions.co.uk/Images/homepage_static.jpg

9. Skill Matrix
IB Student Katerina Kravchenko
• a simple visual tool in the management to control &
monitor skill levels
• displays all tasks & skills required to work in an area or
team
• for each team member it displays current
competency/ability levels for each task

10. What is matrix used for?
 establish all skills required in an area or team
 share information visually
 quickly identify current available skills and future
requirements
 examine strengths & weaknesses
 keeps employees motivated & reduce boredom
IB Student Katerina Kravchenko

11. What is matrix used for?
 highlights training needs for employees
 monitors & controls training effectiveness
 should drive improvements
 should increase effectiveness of an area and entire
business
IB Student Katerina Kravchenko

12. How to develop skills matrix?
IB Student Katerina Kravchenko
http://www.beyondlean.com/support-files/skills-matrix.pdf

13. Skills Matrix standard format
IB Student Katerina Kravchenko
http://www.beyondlean.com/support-files/skills-matrix.pdf

14. Example of a skills matrix
IB Student Katerina Kravchenko
http://www.beyondlean.com/support-files/skills-matrix.pdf

15. Example of a Gap Analysis
IB Student Katerina Kravchenko
http://www.beyondlean.com/support-files/skills-matrix.pdf

16. How to Quantify the Skill Levels?
IB Student Katerina Kravchenko
http://www.beyondlean.com/support-files/skills-matrix.pdf

17. Managerial Skills
IB Student Katerina Kravchenko
Technical skill
• Managers use the processes, techniques and tools of a specific area
Human skill
• Managers interact and cooperate with employees
Conceptual skill
• Managers understand abstract relationships, develop ideas, solve problems
creatively
technical skill deals with things
human skill concerns people
conceptual skill has to do with ideas

18. Benefits of Skills Management
IB Student Katerina Kravchenko
• provides a structured approach to develop individual and collective
skills
• 3 groups of employees receive specific benefits:
Individual employees
• employees - aware of the skills their job requires & skills gaps
• personal development plan (PDP) of training possible for
elimination of skills gaps
Line managers
aware of the skill strengths and weaknesses of employees
Organisation executives
• see summarised results of existing skills and skills gaps across an
organization

19. Blended Learning
IB Student Katerina Kravchenko
Def.
• mix of different learning environments
• use of media, pedagogical approaches
• mix of theoretical with practical work
• possibility to teach and learn effectively
http://www.etutors-
portal.net/homepage_component
s/resources/Blendedlearning.jpg

20. Blended Learning
IB Student Katerina Kravchenko
• combination of face-to-face
instruction with computer-mediated
instruction
• use of computer, smartphones,
videoconferencing,...
• make learning independent, useful,
sustainable and ever growing
http://3.bp.blogspot.com/_P19LlNJEfTs/Slp-
sNbmmxI

21. Considerations
IB Student Katerina Kravchenko
• course proposed as:
 a face-to-face interaction
 online course
 blended course
• depends on:
 analysis of relevant competences
 nature and location of the audience
 available resources

22. Blended Learning benefits
IB Student Katerina Kravchenko
• increases options for greater quality and quantity of
human interaction
• opportunity for learners “to be both together and
apart”
• learners can interact at any time and anywhere

23. Blended Learning benefits
IB Student Katerina Kravchenko
• computer-mediated educational tools
• ‘good’ mix of technologies and interactions
• socially supported, constructive, learning
experience
http://www.realworldmanagement.co.uk/
images/eservices_diagram.gif

24. Thank You for Your Attention!
IB Student Katerina Kravchenko

25. Textsources
 http://www.efqm.org/en/Home/theEFQMnetwork/Awar
dwinners/EFQMExcellenceAward2008/tabid/224/Default.
aspx
 http://www.bcg.com/expertise_impact/capabilities/organ
ization/people_management_human_resources/compete
nces.aspx
 http://www.saferpak.com/business_excellence.htm
 http://www.beyondlean.com/support-files/skills-
matrix.pdf
IB Student Katerina Kravchenko

26. Pictures
 http://www.cmdevelopment.co.uk/images/people_management.jpg
 http://www.kendall-consulting.com/photos/diamond.jpg
 http://wired-
consulting.com.au/static/files/assets/d0013069/Wired_Consulting_Project_Management_Roles_Qualifications_Exp
erience_Skills.jpg
 http://learning.cipfa.org.uk/img/alc/audit_skills_framework.jpg
 http://www.jdsblog.com/wp-content/uploads/time-management-workflow.jpg
 http://www.skill-management.eu/cmssystemdotnetimagesml/skill-management_process_e.jpg
 http://mytreyaholdings.com/IT%20Management/Management-Skills-Pyramid_c.gif
 http://www.hr-scorecard-metrics.com/wp-content/uploads/2009/03/image-talent-management-large.jpg
 http://www.theinnovativesolutions.com/graphics/clips/head.jpg
 http://mike2.openmethodology.org/w/images/1/1a/MgmtGeneralSkills3.png
 http://www.guidedstar.com/Optimized/images/StairwaytoLearning-v4.gif
 http://www.equiplearning.com/page8/files/blocks_image_2_1.png
 http://s1.hubimg.com/u/197996_f260.jpg
 http://www.silverliningsolutions.co.uk/Images/homepage_static.jpg
 http://www.e-learning-bw.de/uploads/pics/blended_learning_01.gif
 http://www.moseleymultimedia.ltd.uk/Images/addie.gif
 http://www.realworldmanagement.co.uk/images/eservices_diagram.gif
IB Student Katerina Kravchenko