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.

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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.