Human Resources Mgt.
In this article we want to have a short read on Human Resources Mgt. and the impact on your production system. As standard procedure in this series we first define our understanding of HRM, the targets and key elements. Further on you will get the 5 levels of fulfillment to have a self check of your organization.
Definition
The manager creates framework conditions, gives orientation and motivates the employees to fulfill their tasks independently and efficiently.
The targets:
Visions and strategies are developed and communicated
Framework conditions are created and maintained
Team building and team promotion is a continuous process
Responsibility and decision-making competences are promoted
Efficient personnel deployment is ensured
Responsible handling of (personnel) resources to achieve the company's goals
Key elements:
Corporate guidelines and objectives
Corporate culture, conflict management, error culture, dispute culture
Management structure / management span
Flexibility, personal responsibility, social competence
Communication and trust
On-site presence of the manager
Compliance with standards
Employee selection and deployment
Teamwork
Decentralized decision-making authority within the framework of agreed rules
Recognition
Role model function (personal conduct and appearance)
KPI
Degree of target achievement - employee satisfaction
Self assessing the levels of fulfillment for your human resources management in your organization.
Goal oriented management structure
Level 1
Responsibility and decision-making powers are not regulated. Arbitrary decision-making processes. Employees are not involved.
Level 2
Responsibility is regulated. Decision-making competence is not regulated. Bureaucratic decision-making processes. Employees are asked about the decision-making process on a case-by-case basis.
Level 3
Responsibility and decision-making powers are regulated. Simplified decision-making processes in daily business. Employees / teams are involved on a case-by-case basis in the preparation of the decision-making processes relevant to them.
Level 4
Responsibility and decision-making powers are regulated and coordinated. Bureaucratic decision-making processes are limited to "high-quality" procedures. Employees / teams are involved in the decision-making processes relevant to them.
Level 5
Responsibility and decision-making competence are in balance. Unbureaucratic decision-making processes. Employees/teams are involved in the decision-making processes relevant to them or make decisions on their own responsibility.
Management, management culture, demands on the management level
Level 1
Differently practiced management styles available. Authoritarian leadership behavior more pronounced - "I have everything under control". Executives have high professional competence and are the "firemen" of the factory/unit.
Level 2
Management guidelines are formulated and are lived very differently. The managers work in cross-divisional projects for system development and design. They develop processes for their employees but cannot yet "let go".
Level 3
Uniform management guidelines are beginning to live. Management development programs support the new leadership roles. They encourage employees to bring in ideas for improvement, jointly draw up new standards and ensure that they are consistently adhered to. They bear responsibility for costs and budgets in their area and make consistent personnel decisions.
Level 4
Managers spend the majority of their working time on system development and on supporting and developing their employees and teams on site. Daily business is delegated. The manager trusts in the abilities of the employees and promotes them systematically, rewards efforts, supports improvements and agrees on Targets. Promotes, demands and trains the Identify and eliminate of waste. They become a leader methodologically assessed and developed.
Level 5
The manager is an "entrepreneur" for his or her area and designs a corporate culture in accordance with the company's guidelines. The Managers possess technical, social and methodological competence and use their scope for action and design. This can be seen, for example, in the promotion of employee/team initiatives and responsibility, agreeing on goals and this includes: increasing the cost of achieving objectives, determining the consequences of deviations (+/-), monitoring compliance with established standards, maintaining uncomplicated, open and honest communication in daily work, acting and acting in an exemplary manner, recognizing and using conflicts and contradictions, communicating visions and initiating innovations.
Human resource management level of fulfillment
Level 1
Planning, selection, deployment and control of personnel takes place at short notice on call.
Level 2
Planning, selection, deployment and control of personnel only takes place on a divisional basis.
Level 3
The planning, selection, deployment and control of personnel takes place across all divisions.
Level 4
Generally applicable rules for the planning, selection, deployment and control of personnel are applied.
Level 5
There is a future-oriented and long-term personnel management system with the components demand-oriented (quantity, quality) personnel planning procurement and deployment according to requirements qualification and development program exploitation of the qualification potential in the entire company. Formation of functional and efficient teams.
