4. IOP-Fachtagung

AGRH September 2007
Some Trends in HRM Instruments
Empirical Studies in Europe, Switzerland, and the Swiss Public Sector
Prof. Dr. Dr. h. c. mult. Norbert Thom
Institute for Organisation and Human Resource
Management (IOP), University of Bern
www.iop.unibe.ch
Bern, September 2007
AGRH
Contents
1.
Thèses principales
2.
EUROPE – Sustainability
3.
SWITZERLAND – "e" for "electronic"
4.
THE SWISS PUBLIC SECTOR – Personnel Development
September 2007
2
#1
Thèses principales
AGRH
Thèse 1
On
On ne
ne peut
peut pas
pas s’intéresser
s’intéresser au
au seul
seul développement
développement
d’instruments
d’instruments et
et d’outils
d’outils de
de GRH
GRH sans
sans prendre
prendre en
en
considération
considération les
les concepts
concepts managériaux
managériaux dans
dans
lesquels
lesquels ils
ils s’intègrent.
s’intègrent. Le
Le concept
concept de
de «durabilité»
«durabilité»
(traduction
(traduction française
française de
de sustainablity)
sustainablity) concerne
concerne bien
bien
l’ensemble
l’ensemble des
des facteurs
facteurs de
de production,
production, même
même si
si dans
dans
cette
cette approche,
approche, les
les ressources
ressources humaines
humaines devraient
devraient yy
être
être considérées
considérées comme
comme un
un facteur
facteur de
de première
première
importance.
importance.
September 2007
4
AGRH
Thèse 2
Une
Une GRH
GRH durable
durable (sustainable)
(sustainable) est
est une
une conception
conception
de
de la
la GRH
GRH àà long
long terme,
terme, qui
qui vise
vise àà concilier
concilier
responsabilité
responsabilité sociale
sociale et
et logique
logique économique
économique
dans
dans la
la relation
relation aux
aux ressources
ressources humaines.
humaines. Dans
Dans cette
cette
approche,
approche, une
une importance
importance particulière
particulière devra
devra donc
donc être
être
accordée
accordée au
au développement
développement et
et àà la
la rétention
rétention du
du
personnel.
personnel.
September 2007
5
AGRH
Thèse 3
La
La performance
performance des
des concepts
concepts managériaux
managériaux est
est
fortement
fortement influencée
influencée par
par le
le niveau
niveau de
de développement
développement
des
des instruments
instruments RH.
RH. L’articulation
L’articulation entre
entre les
les
différents
différents instruments
instruments est
est également
également essentielle
essentielle :: ces
ces
instruments
instruments devraient
devraient être
être àà la
la fois
fois cohérents,
cohérents,
consistants
consistants et
et complémentaires.
complémentaires. IlIl est
est toutefois
toutefois
probable
probable que
que cette
cette condition
condition ne
ne puisse
puisse pas
pas toujours
toujours
être
être respectée
respectée dans
dans la
la réalité
réalité quotidienne
quotidienne des
des
organisations.
organisations.
September 2007
6
AGRH
Thèse 4
Les
Les enquêtes
enquêtes auprès
auprès de
de responsables
responsables RH
RH éclairés
éclairés et
et
progressistes
progressistes sont
sont essentielles
essentielles pour
pour continuer
continuer àà
développer
développer le
le champ
champ des
des connaissances
connaissances dans
dans la
la discipline
discipline
académique
académique de
de la
la GRH.
GRH. En
En même
même temps,
temps, ilil faut
faut aussi
aussi
pouvoir
pouvoir relativiser
relativiser les
les déclarations
déclarations des
des responsables
responsables
RH.
RH. Ces
Ces derniers
derniers peuvent
peuvent être
être influencés
influencés par
par des
des effets
effets
de
de mode,
mode, par
par des
des effets
effets de
de conformité
conformité sociale
sociale ou
ou par
par
l’efficacité
l’efficacité des
des campagnes
campagnes marketing
marketing de
de certains
certains
consultants
consultants ou
ou de
de certaines
certaines sociétés
sociétés de
de services
services IT.
IT.
September 2007
7
AGRH
Thèse 5
Pour
Pour continuer
continuer àà développer
développer le
le champ
champ des
des connaissances
connaissances
en
en GRH,
GRH, ilil est
est donc
donc nécessaire
nécessaire de
de développer
développer des
des
coopérations
coopérations (par
(par exemple
exemple sous
sous forme
forme d’enquêtes
d’enquêtes ou
ou
d’études
d’études de
de cas)
cas) entre
entre praticiens
praticiens et
et chercheurs
chercheurs dans
dans un
un
climat
climat de
de confiance.
confiance. Praticiens
Praticiens et
et chercheurs
chercheurs ont
ont
beaucoup
beaucoup àà apprendre
apprendre les
les uns
uns des
des autres.
autres.
September 2007
8
#2
EUROPE
Sustainability in Human Resource Management
AGRH
Model of a sustainable human
resource management
Culture y Attitudes y Values
ya
b
sp o
Re
Individual
nsi
Em
p lo
l
ua
ivid
Ind
ilit
y
Companies
ity
bil
Work-Life-Balance
Strategies y
Objectives
September 2007
Instruments y Methods y
Processes y Structures
10
AGRH
Three pillars of sustainability
Work-Life-Balance
♀: Growing importance of professional career
♂: Growing importance of private and family life
Individual Responsibility
Increased autonomy and self-determination in questions of
professional development
Employability
Focus on continuous development and professional agility rather
than specific activity
September 2007
11
AGRH
The pillars in practice
Survey of 1016 European companies. Aims:
• Overview of state of the art of HRM in Europe
• Determining conception and stage of implementation of
sustainable HRM in European companies
• Cross-country comparison
September 2007
12
AGRH
Sample
Country
Switzerl.
Germany
Italy
France
Spain
Netherl.
Austria
England
Questionnaire
Abs.
%
Abs.
%
Abs.
%
Abs.
%
Abs.
%
Abs.
%
Abs.
%
Abs.
%
Mailed
Questionnaires
3020
47
500
7.8
500
7.8
500
7.8
500
7.8
500
7.8
400
6.2
500
7.8
Returned
Questionnaires
749
73.7
45
4.4
81
8
42
4.1
37
3.6
37
3.6
12
1.2
13
1.3
Return rate
24.8%
9%
16.2%
8.4%
7.2%
Total of mailed questionnaires
6420
Total of returned questionnaires
1016
Total return rate
15.83%
6.8%
3%
2.6%
• Sectors: industry, service providers, trade, transport, public
sector, IT, healtchcare, banking, construction, insurance
• Company size: 40% >500 empl; 47% 50-500 empl; 13% <50
empl
September 2007
13
AGRH
Objectives of HRM in European companies
Economic objectives
Health
4
Employability
3
Social responsibility
2
Self-realisation
1
Compensation
Pleasure at work
Social contacts
Individual responsibility
Quality of life
Europe
September 2007
Netherlands
France
14
AGRH
Central objectives of HRM in European
companies
• Contributing to achievement of economic objectives
• Promoting individual responsibility (90% of questioned
companies!)
• Ensuring adequate pay and promoting employee health
• Enhancing employability (strong dispersion: 68% of Dutch vs.
22% of French companies)
- HRM is gaining in strategic importance.
- Sustainability as defined by the model is an issue.
September 2007
15
Conception of sustainable HRM
in European companies:
keyword categories
AGRH
September 2007
9
Environment
Culture / Structure / Management
Progress / Innovation
Strategy / Planning
Stability
Quality
Development of company
Controlling
Information / Communication
Incentives
Human resource management (excl. HRD)
Human resource development (HRD)
Job
Working conditions
Leadership / Coaching
Involvement / Loyalty
Characteristics of employees
Well-being of employees
Relationships / Stakeholder
Value orientation
Others
52
94
126
63
43
69
42
58
123
96
308
26
45
126
55
245
67
36
120
144
0
50
100 150 200 250 300 350
16
AGRH
Sustainability in European companies
„I am of the opinion that our company has a particularly innovative concept for
sustainable human resource management .“
40
37
35
Percentage
30
25
24
23
20
15
10
5
0
7
4
agree
entirely
September 2007
partly agree
tend to
agree
tend to
disagree
partly
disagree
5
do not agree
at all
17
AGRH
Personnel deployment: staff composition
Demographic and economic developments in Europe increase the
significance of the potential of employees of advanced age.
Less than 5% of questioned companies indicate that they
have recognised and made efficient use of the potential of
older employees!
September 2007
18
Advanced working-time schemes
in European companies
AGRH
September 2007
19
AGRH
Sabbaticals (long-term leaves)
September 2007
20
AGRH
Personnel development: promoting individual
responsibility
Participation and/or autonomy in decision-making and is a crucial
feature of sustainable HR development.
Around half of the companies interviewed report that their
employees can directly participate in important decisions. Also
roughly half claim to promote individual responsibility & partial
autonomy of their employees.
September 2007
21
AGRH
Individual responsibility
In our company we specifically encourage our employees to develop a sense of
responsibility (e.g. by providing them with course budgets that they can administer
themselves).
Europe
3,31
Spain
3,22
England
3,54
Italy
2,98
France
2,80
Netherlands
3,89
Austria
3,75
Germany
3,16
Switzerland
3,35
1
September 2007
2
3
4
5
6
22
AGRH
Personnel retention
Attractive non-material incentives are an essential element of
sustainable HRM.
While around four fifths of the companies questioned claim to
offer generous material incentives to their employees
(compensation, fringe benefits, bonuses), 40% believe that nonmaterial incentives are "rather not" or "not at all" attractive for
employees.
September 2007
23
AGRH
Conclusions
•
•
Sustainability in Human Resource Management is an issue in
companies throughout Europe, though with local differences.
A considerable variety of specific instruments supportive of
sustainable HRM is in use. However,
these instruments so far have been implemented only with
hesitation and unsystematically. Much more could and will have to
be done to ensure and enhance employability, individual
responsibility and a work-life-balance that does justice to the
societal changes of recent decades among European workforces.
September 2007
24
AGRH
Sustainable HRM concerns both the employee and her or
his employer as equal partners: it is not simply a question
of better satisfying the individual needs of employees, but
stands in the service of corporate competitiveness – fully
in agreement with the central purpose of HRM to support
the achievement of the company's economic objectives.
September 2007
25
#3
SWITZERLAND
"e" for "electronic"
AGRH
Two IOP studies – PhD projects in progress
Daniel Zimmermann: Participative eHRM in Swiss
Companies
Renato C. Müller: eLeadership – New Media in Personnel
Management
September 2007
27
AGRH
Two IOP studies in progress
eHRM
Aims
To compile a comprehensive and systematic overview of the use
of HR portals and self service systems in German Switzerland,
with a focus on the design of portals and their determinants and
success factors.
September 2007
28
AGRH
Two IOP studies in progress
eHRM
Data collection
Quantitative,
descriptive-explorative approach
HR Bern
Company survey
Sample
> Layered random sampling
(companies in German Switzerland, >=50 employees)
Adressees
> Top personnel managers (1 person
per company)
> Census
(97.2% of members with registered e-mail address)
> Club members
Approached
> By letter
> By e-mail
Processing
> Online (SSL), electronic
> Online (SSL), electronic
Response rate
> 457 (30.5%) von 1‘500
> 298 (59.0%) von 500
Responses
used
> 375 (25.0%)
> 230 (45.5%)
Zimmermann 2006: 8 ff.
September 2007
29
AGRH
Two IOP studies in progress
eHRM
A HR portal, used as a B2E platform, is
• a
•
•
•
•
successor of the intranet, the primordial internal electronic
information medium;
a personalised communication and interaction platform for
employees;
in technical terms, a web-based application using the internet
browser to bundle corporate information, processes and
applications on a common and uniform interface so as to make
them available to all employees in personalised form;
a platform that allows for web-based, timesaving and slim
processes;
an instrument for decision-making on the basis of up-to-date
information.
cf. Mülder 2002: 61 ff.
September 2007
30
AGRH
Two IOP studies in progress
eHRM
Self service systems
HR self service systems are HR tools based on internet technology
that allow personnel departments to have employees and line
managers participate in HR processes by leaving it to the employees
to administrate and update employee data, by enabling personnelrelated workflows to proceed interactively, and by offering
comprehensive information from the HR department.
September 2007
31
AGRH
Two IOP studies in progress
eHRM
Agents
Given how labour is newly divided, the picture of a dual
responsibility of personnel and line managers for personnel
management tasks must be expanded to that of a trilateral
responsibility shared by personnel and line managers and the
workforce (cf. Zaugg 2005: 448).
Conclusion
Implementing self service systems and HR portals as interactive
communication platforms to optimise internal processes
presupposes a participative approach in HR management.
September 2007
32
AGRH
IOP eHRM study
Current challenges in personnel management
Personnel development
(incl. training)
69%
Recruitment & selection
65%
Personnel assessment
56%
Cost management
53%
Retention management
45%
Health management
44%
Working hours
40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Accumulated mentionings (N=605)
(cf. Zimmermann 2006)
September 2007
33
AGRH
IOP eHRM study
Future challenges in personnel management
Status and structure of eHRM
44%
Personnel development (incl. training)
43%
Health management
43%
Retention management
38%
Cost management
34%
Increased participation of employees in personnel processes
33%
Recruitment & selection
32%
0%
5%
10%
15%
20%
25% 30%
35%
40%
45%
50%
Accumulated mentionings (N=605)
(cf. Zimmermann 2006)
September 2007
34
AGRH
Impact of company size on HR portal
(results of company survey only)
•
A total of 69 companies (19.1 %) have a HR portal (N=361).
•
26.9 % of the surveyed large companies (> 250 employees)
have HR portals, the figure for medium-sized companies (50250 employees) is 11.1 %.
September 2007
35
AGRH
Implemented components of HR portal
Interaction
(results of company survey only)
Download of forms (with maximally predefined entries)
82.4%
Online catalogue of training & education offered
67.7%
Internal posting of vacant jobs
65.7%
FAQ, glossaries of jargon and abbreviations, etc.
52.9%
Holiday management (online requests for leave, remaining holidays)
52.0%
Working hour management (accounting, credit, sick notes)
50.0%
Booking of training, applying for continuous education, online
validation by superior, monitoring applications in process, etc.
41.2%
Information on employment contracts and remuneration
39.2%
Negotiation and control of objectives
37.3%
Updating of personal data
35.3%
Business travel (planning, application, approval, accounting)
28.4%
E-Learning
28.4%
> N=102 (portals in use [69] + planned portals [33])
September 2007
36
AGRH
Positive effects of employee portals on HR
departments and their comparative
importance (averages)
3.40
Improved service quality
Automated processes
Better structure, access to and
controlling of information
3.20
Direct access to up-to-date data
Importance
Reduced workload for HR department
3.00
2.80
Reduced consumption of physical resources such as paper, office materials, etc.
HR strategic competitive advantages over competitors
2.60
2.40
2.40
Reduction in communication costs
2.60
2.80
3.00
3.20
3.40
Impact
September 2007
37
AGRH
Two IOP studies in progress
eLeadership
Aims
Overview on (new) media in personnel management
• Which (new) media are used in personnel management?
• What are the views on their current and future importance?
• In what areas of personnel management are new media
particularly likely to be used with success?
September 2007
38
AGRH
Bulletin board/newsgroup/
discussion forum
Document management systems
Workflow management
systems
Face to face
Internet/Intranet
2. high
Ausgewählte Ergebnisse der
quantitativen Studie
E-mail/Voicemail
Team calendar
Mobile phone
Telephone conferences
Voice over IP
Importance
Documents/Snail mail
Audio/video conferences
Business TV
CD/DVD
Telework
Newspapers/Magazines
Chat/Instant Messaging
Weblog/Blog
Telefax
low
high
low
September 2007
Frequency
Podcast/MP3
Müller 2007: 18
Müller
2007: 18
39
AGRH
“e”-suitability of HRM tasks
2. Ausgewählte Ergebnisse der
quantitativen Studie
Collecting information (N=423)
Organising (N=426)
Personnel management tasks
Planning (N=425)
Communicating (N=422)
Controlling/assessing and
surveying performance (N= 426)
Training (N=424)
Implementing (N=422)
Setting objectives/deciding (N=423)
Delegating (N=423)
Defining problems (N=422)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Frequency
very high suitability
high suitability
low suitability
very low suitability
don't know
cf. Müller 2007: 27
September 2007
40
AGRH
Theses (1/2)
1. The new technologies lead to a
profound reorganisation of
personnel management (trilateral responsibility).
2. Development and design of eHRM is growing into a fundamental
challenge for personnel managers.
reasons adduced against introducing eHRM (technology,
costs, company size) are losing validity.
3. The
4. Interactive components of employee portals will grow in
significance.
5. Personnel strategic competitive advantages have not yet been
recognised as such or are perceived as impossible to realise.
September 2007
41
AGRH
Theses (2/2)
6. With regard to popularity and importance,
face-to-face
communication is still unmatched. Internet/intranet and email/voicemail so far are the only electronic media of similar
popularity and significance.
7. For some core management functions (e.g. organisation and
planning), the advantages of new media are already widely
acknowledged. With regard to genuine leadership activities
(delegating, social contacts, motivating), however, there is much
less enthusiasm about electronic instruments.
September 2007
42
#4
THE SWISS PUBLIC SECTOR
Personnel Development
AGRH
IOP study on the Swiss public sector
Over the last ten years, reform projects have been launched on
various administrative levels of Switzerland (confederation, cantons,
municipalities).
New Public Management
In these projects, personnel development has come to play an
increasingly important role, as is shown by an IOP survey that
questioned 62 reform project leaders (Thom/Ritz 2000 & Thom/Ritz
2006)
September 2007
44
AGRH
Personnel development in Swiss public
management projects
Very
important
Rather
important
Rather
unimportant
Not
important
No
response
Importance of PD before
project launch
8.1
27.4
43.5
9.7
11.3
Importance during
project
27.4
48.4
8.1
3.2
12.9
Expected importance
after project completion
54.8
29.0
0.0
1.6
14.5
Percentages; n = 62 reform project leaders
September 2007
(cf. Thom/Ritz 2000: 47)
45
AGRH
Personnel development in the Swiss
public sector
Implemented
Planned
Not envisaged
Appraisal interview (n=54)
94
6
0
Assessment Center (n=45)
4
20
76
Career talk & advice (n=47)
47
32
21
Continuous education and traing scheme (n=51)
76
24
0
Job enlargement (n=45)
62
25
13
Job rotation (n=44)
18
25
57
Job enrichment (n=44)
57
23
20
Specialist career (n=46)
46
28
26
16
14
70
Trainee programs (n=43)
Percentages
September 2007
(cf. Thom/Ritz 2006: 362)
46
AGRH
Thus…
No modernisation of public administration without
sophisticated personnel development!
September 2007
47
AGRH
Overall conclusions (1/2)
1. Personnel development is the red thread pervading the mentioned
studies.
Huge significance of PD today and in the future!
2. The instruments vary greatly in development and sophistication.
There is need for catching up in the area of instrument
mastery if ambitious HR objectives are to be reached.
September 2007
48
AGRH
Overall conclusions (2/2)
3. Recommendations for future research:
a) International comparisons offer: (1) insights into different
management philosophies; (2) benchmarks for the implementation
and development of instruments.
b) Broad surveys (questionnaires) are not enough.
c) In-depth case studies in selected companies/public administration
bodies provide a better understanding of the interconnections
between VALUES, APPROACHES, and INSTRUMENTS.
September 2007
49
AGRH
References
Mülder, Wilhelm (2002)
Webbasiertes Personalmanagement. In: IM: Die Fachzeitschrift für Information Management &
Consulting, 17. Jg. 2002, Nr. 1, S. 61-66
Müller, Renato C. (2007)
E-Leadership. Neue Medien in der Personalführung – Konzeptionelle Grundlagen, methodisches
Vorgehen und empirische Ergebnisse, Bern 2007
Thom, Norbert (1987)
Personalentwicklung als Instrument der Unternehmungsführung, Stuttgart 1987
Thom, Norbert; Ritz, Adrian (2000)
Die Umsetzung von New Public Management-Projekten in der Schweiz aus der Sicht Innovation,
Organisation, Personal. Auswertungsbericht einer schriftlichen Befragung. Arbeitsbericht Nr. 46
des Instituts für Organisation und Personal der Universität Bern, Bern 2000
Thom, Norbert; Tholen, Barbara (2004)
Förderung der Management-Kompetenz für Dozierende und Führungskräfte der Universität Bern.
Universitätsmanagement im Wandel und Maßnahmen der Personalentwicklung.
In: Personalentwicklung und universitärer Wandel. Programm, Aufgaben, Gestaltung, hrsg. v.
Stephan Laske, Tobias Scheytt und Claudia Meister-Scheytt, München/Mering 2004, S. 355-377
September 2007
50
AGRH
References
Thom, Norbert; Ritz, Adrian (2006)
Public Management. Innovative Konzepte zur Führung im öffentlichen Sektor, 3. Auflage,
Wiesbaden 2006
Thom, Norbert; Zaugg, Robert J. (2006)
Thesen zur Personalentwicklung. In: Moderne Personalentwicklung. Mitarbeiterpotenziale erkennen,
entwickeln und fördern, hrsg. v. Norbert Thom und Robert J. Zaugg, Wiesbaden 2006, S. 395-400
Zaugg, Robert J. (2005)
Nachhaltiges Personalmanagement. Unveröffentlichte Habilitationsschrift, vorgelegt der Wirtschaftsund Sozialwissenschaftlichen Fakultät der Universität Bern, Bern 2005
Zimmermann, Daniel (2006)
Partizipatives eHRM. Ausgewählte Ergebnisse einer Breitenbefragung. Präsentation anlässlich des
Doktorandenseminars Thom/Grünig am 12. Mai 2006 in Bern, Bern 2006
Zimmermann, Daniel (2007)
Partizipatives eHRM in schweizerischen Unternehmungen. Empirische Untersuchung, Bern 2007
September 2007
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