Organization and Leadership Lecture 11

Health managment, expatriate management, Telecommunting/Home office, Use of social media, Diversity management, Leadership development, Knowledge management, Employer branding

Trough SHRM, certain things are set so employees are able to contribute their absolute potential for the corporate outcomes and so also financial outcomes

General corporate strategy: Expansion, enlarge current activities --> HR: develop employee qualifiactions towards new activities, HR planning & organization & search/selection

General corporate strategy: Technical improvement --> HR: adapt qualifications for tech. and social changes, reorganized departements and positions

General corporate strategy: consolidation --> HR: preserve qualifications, adapt to changes, fluctuation control, career/succession planning

Companies become bigger and more complex, personnel expenses are rising, competition becomes globalized, labor market changes due to demographics etc., new technologies set in

Strategic Partner: management of HR (role), implementation of corporate strategy(outcome), adapt HR strategy to corporate strategy (key activity)

Administrative Expert: management of organizational structure, build a stable infrastructure, restructure organizational processes

Employee Champion: management of employee contributions, increased employee commitment, providing resources for the employees

Change Agent: management of transformational processes, organizational renewal, management of transformation and change

-- Barriers: it has only a short-term focus on current performance, HR departement is inable to think strategically as they are only used to fulfill administrative task, HR contributions not recognized, HR results difficult to measure

Globalization: Cross-linking of economic processes

Knowledge is core factor of production: life-long learning, creativity and innovation roots of economic success

Increased flexibility: decentralized organ. structures, personal/mental mobility, cross-linked competences

Demographic changes: ageing of society

Health: Life quality up to old age

Higher life expectancy and lower birth rates (below preservation rate) change the demogrpahic structure of the population --> biggest group of working people is between 50-65 years --> increasing age diversity --> working population is older, smaller in size and more coloful

Career paths have to adapt to this change. Promotion, sabbatical and temprorary exit need to become normal habit --> different variants how to handle career path and retirement

New working time models are required:

-Breathing working life: throughout life, employee builds up fross wage stock for retirement which he decides how it is paid out e.g. early retirement, single payment, lifelong pension, combination etc. Advantages: increases attractivness of organization, motivation for extra work, more flexibility, reducing personnel costs and fluctuation rate

-Trumpf Working Life Model: employee decides his working hours (15-40h) every two years, can deposit up 1000h which later be used for off-time, possibility of sabbatical of up to two years

Risk of increasing mental illnesses --> increase of sick days and medical costs --> mainly due to stress

--> Occupational Health Management: systematic/goal-oriented management of all organizational processes with aim of maintaining/increasing, the health, performance and success of organization and employees

Several factors influence health at workplace: work content, company environment, social conditions, financial conditions, organizational context factors --> the stressors (demands) should not exceed the capabilities of the employees (resources)

Interventions of Occupational Health Managment: Behavior ( develop health promoting working methods --> aim at individuals) Conditions (develop health promoting working conditions --> structural aim) --> creat possibilities for employees to use/develop resources in order to maintain and promote individual health

Increase competences against stress situations e.g. time-management, self-management, communication, teamwork competences

Positioning of organization as credible/attractive employer.

Main drivers of employer attractiveness: 30% Job characteristics, 27% People and culture, 26% Income and opportunity for advancement and 18% Employer image

Employer brand has huge effects on the employees e.g. their health, commitment, engagement. It has also effect on organizational performance e.g. Innovation, ROI, customer satisfaction etc.