【正文】 the implementation ValueCreating Behaviors, Ownership culture, Priorities, Decisions, and Measurement Linking Organizational Systems to Value Drivers has Multipoint Linkages VBMAligned Management Processes and Structure Corporate Culture VBMAlignment Desired ValueCreating Behaviors and Competencies HR Policies and Management Employment Relationships (“What’s the deal?”) Organization An Aligned Organizational Strategy will have an Impact on Business Value Drivers Financial Value Drivers Organizational Impact Leadership Staffing Rewards Organization Effectiveness Performance VBM Alignment Development Increased market share Revenue growth Profit margins Asset turnover Debt/ equity ratio Risk profile Business expansion Improved petitiveness Operational efficiency Organizational effectiveness Optimal capital structure Growth Returns Cost of Capital Value drivers Leadership is responsible for the expected behavioral changes Critical Questions that Link Management Systems to VBM Critical Questions ? Has the desired culture been articulated? ? Does VBM fit into the culture of the corporation and/or of business units? ? What are the key messages you want people to get from VBM? ? How do you want people’s behavior to change under VBM? ? Do managers and employees have the ability to impact the VBM implementation? Implementing VBM Requires a Certain Corporate Culture Person Oriented Performance Orientation We emphasize how things are done. A focus on the processes and activities that lead to high performance. We emphasize what is result is more important than the procedure. Process Oriented Results Oriented People Perspective We focus not only on what people can deliver, but also on each person as an individual. We focus on getting the job done. Our concern for people is based primarily on what they deliver for the anization. Identity Perspective Employees identify primarily with our anization. Employees identify primarily with their professions. Company Oriented Profession Oriented Openness Perspective There is a defined anizational type of person, viewpoint, and munication style. There are often lengthy induction and orientation periods which fortify our culture. Diversity of people, viewpoints, and munication styles are encouraged. Newers feel at home soon after arrival. Closed System Open System Control Orientation Activities, results, and procedures are developed, managed, and maintained by the anization. Individuals, teams, and smaller anizational units take accountability for their own activities, results, systems, and procedures. SystemDriven SelfDriven Flexibility We adhere to wellestablished standards and procedures to deal with customers. Standards and procedures are flexibly applied to meet customer expectations Normative Pragmatic Job Oriented Aligning Talent Management Practices Based on Corporate Culture Talent Management Priorities and Action Alignment Issues Having the right people doing the right things to reach business goals Engagement Issues Creating the environment where the right people want to be Learning Rewarding Staffing Performing Organizing Talent Management Practices HRAlignment Follows the VBM Implementation Process HRVBMAudit HRAlignment Step 1: Strategic Assessment Step 2: Current State Step 4: Value Drivers Financial/Operational Step 3: Future State Step 5: HR Policy Alignment Step 6: HR Structure and Service Delivery Step 8: Measure and Monitor Step 7: Change Mgmt. Strategy Aligning HR to VBM: Implementation is a Complex Process Step 1: Strategic Assessment Step 2: Future State Step 4: Value Drivers Financial/Operational Step 3: Current State Objectives Tools Outcomes ? Gathering data on business issues with VBM implementation ? Assessing the gap between corporate and business unit perspectives ? Analysis of current state concerning: — Culture — Business Processes — Value Enhancing Behaviors ? Design of the future state in respect to: — LongTerm Business Goals — Business Processes — Culture — Behaviors ? Structured interview ? Existing data and material analysis ? Input from strategy department or finance ? Define expectations from Corporate ? Perspective on value creation ? Define main problems of business unit managers ? Ownership for the problems ? Expectations for HR Role ? Cultural assessment survey ? Business process monitoring and mapping ? Structured interviews and design workshops ? Use of tools prepared in previous step ? Design workshops ? VBM Culture Gap ? Check of existing business processes VBM related with an HRimpact ? Check of HRBusiness processes and programs ? Assessment of behaviors enhancing/hindering value creation ? Cascading valuedriver tree to business unit levels ? Securing understanding for different unit contributions to value creation ? Compensation alignment with VBM ? Valuedriver generation ? Industry benchmarks ? Link to corporate objectives ? Incentive design, Performance design ? Action plan concerning needed changes in the respective areas ? Definition of business unitspecific value drivers ? Definition of HRinputs for definedvalue drivers ? Definition of main HRprograms to reinforce strategy and value creation, Compensation, Performance Management Aligning HR to VBM Implementation is a Complex Process Step 5: HR Policy Alignment Step 6: HR Structure and Service Delivery Step 8: Measure and Monitor Step 7: Change M