introduction of high performances work practices...

INTRODUCTION OF

HIGH PERFORMANCES WORK PRACTICES

MODULE 1

Project No: 2015-1-PL01-KA202-016745

Project No: 2015-1-PL01-KA202-016745

Agenda

5 MIN•TRAINING CURRICULA AND INTENDED OUTCOMES

20 MIN•HUMAN RESOURCES MANAGEMENT IN AVIATION SME´S

20 MIN•HPWP CONCEPT AND DEFINITION

60 MIN•HPWP APPLIED APPROACH FRAMEWORK

120 MIN•HPWP APPLIED APPROACH BEST CASES

10 MIN•CONCLUSIONS

Project No: 2015-1-PL01-KA202-016745

Training Curricula

SELF-ASSESSMENT

Level of implementation

of HPWPs at companies.

How well the company

has achieved a range of

outcomes and

performances.

HPWPs SELECTION

Prioritised company´s

outcomes/performance

objectives.

Link between HPWPs and

CIA Outcomes.

Selection of most

appropriate set/blunders

of HPWPs.

HPWPs BENEFITS

EVALUATION

Qualitative e quantitative

approaches, indicators

and metrics to measuring

HPWP

return/accountability.

ROI - Return of the

Investment analysis.

INTRODUCTION General Knowledge

about HPWPs

Self-Assessment

Questionnaires

about CIA HPWs

and CIA

outcomes &

performances

AHP SW tool for

HPWPs

selection

HPWP ROI

(Return on

Investment)

SW tool

calculator

Best practices to

enhance

companies´

outcomes &

performance

through Human

Capital

potential

improvement.

COMPANIES´

OUTCOMES

&

PERFORMANCE

IMPROVEMENT

Project No: 2015-1-PL01-KA202-016745

Provide a primarily approach to Human Resources procedures and High Performance WorkPractices (HPWP).

Specific HR needs for aviation industry.

Set a framework for the trainees to understand the best practices to enhance companiesperformance through Human Capital potential improvement.

Understand the flexibility in HPWP utilisation.

Intended outcomes

HUMAN RESOURCES MANAGEMENT IN AVIATION SME´S

Project No: 2015-1-PL01-KA202-016745

Nowadays Human Resources Management (HRM) face the constant requirement to adapt to:

New markets reality (technological developments, globalization and strong competition).

Work forms

Workers´needs.

Europe 2020 strategy is to achieve “smart growth” through the development of higher-quality jobsin higher value-added industries and “inclusive growth”.

This requires a contribute from HR Management that should be able to rethink workorganization, adapt new HR paradigms through the optimization of resources align withcompany´s strategy.

HUMAN RESOURCES MANAGEMENT (HRM)

Labour Market

SME´s

SME´s Aviation Industry

Project No: 2015-1-PL01-KA202-016745

The importance of the SMEs for the European economy, which represent 99% of all EUbusiness, with a strong impact on job creation.

These numbers illustrate the importance of SMEs in European economy, making SME´s andentrepreneurship as key factor ensuring economic growth, innovation, job creation, and socialintegration in the EU.

Because SMEs represent a big part of the market and need to maintain competitive, they shouldpay special attention to HRM matters, in order to maximize their limited available resources,HR included.


Labour Market

SME´s


Project No: 2015-1-PL01-KA202-016745

The aviation sector is considered as one of the most innovative industries worldwide, withcomplexes and cutting edge technological processes and new materials, as well as regarding workorganization methods that ensure quality and safety, making HRM a key issue to assure itscompetitive position, because high growth prospects for the upcoming years.

For SMEs, the challenges are high:

To deal with massive investments

Continuous investment in innovation

Research and development

To assure that the period up to investment return is the expected

To reduce Lead Times

To reduce costs

To improve work methods and processes of Quality and Safety competing with bigcompanies


Labour Market

SME´s


HPWP CONCEPT AND DEFINITION

Project No: 2015-1-PL01-KA202-016745

HRM methods have been adapted in reaction to markets and its fast changing demands. As a response, new formsof work organization have been developed, the most prominent of them is the concept of High PerformanceWork Practices (HPWP).

The HPWP are not exactly a new kind of practices. Nevertheless, its novelty and added value comes from anorganized, systematic and strategically planned implementation of a group of common HR practices.

HPWP Concept and Definition

Commom HR Practices VS Benefits HPWP

Disconnected of real needs or strategy. Self Assessment as an important step and also as a tool to prove HPWP value.

Even with diagnosis, practices that are implemented one by onemakes it dificult to evaluate return on investment.

Alignment between HPWP and Company Strategy (Vision, Mission, Values, Culture, Maturity, Work Process etc.).

An isolated practice is sometimes really difficult or impossible to connect with the next practice to be implemented (e.g. training notaligned with Individual Development Plan).

Flexible and logical integration of various practices.

Lack of recognition from the employees, due to absence of logic in the practice implementation.

Strong and integrated steps of implementation: KnowledgeHPWP / Self Assessment/Selection of practices to implement/Evaluation of Benefits.

Lack of consensuality in nomination/output of HR practices makes itdifficult on the owners side to take decision about which one is theapropriatte to implement.

The results of implementation HPWP in an integrated way gives a sense of credibility to the involved.

Project No: 2015-1-PL01-KA202-016745

Characterization

Sample: 52 SMEs, from 4 countries (PL, PT, SP and TR) in HiPAir’s consortium.

Companies from the Aviation Sector, in different activities, namely production and componentsproduction, engineering, development, maintenance, manufacture, software development,consulting, research, molds, prototyping, materials and composites, among others.

HPWP Survey

Target

Owners, managers and HR professionals, in order to obtain more precise information concerning theHR practices used in the company.

HR

MANAGERS

OWNERS

Project No: 2015-1-PL01-KA202-016745

HPWP Survey - Relevant outcomes

High number of definitions regarding HPWP difficulty to access information;

The adoption of HPWP in SMEs is lower than big companies;

Possible Reasons :

- Lack of time/resources to invest in HR Programs;

- Lack knowledge/beliefs about HR and work organization programs.

Lack of general knowledge concerning HPWP concept (11,51% were acquainted with it);

Recruitment & Integration and Training Practices are commonly used among SMEs thatintegrate the survey sample;

Stigma around costs/resources to implement remains to 48,08% of theparticipants.

Project No: 2015-1-PL01-KA202-016745


Involvement and Work Organization Practices showed much smaller rates of use among thesurvey participants;

Conditions needed to consider with this bundles:

- a mature organizational structure;

- wider involvement/compromisse of all company’s staff;

The need of an higher investment and deeper changes may be perceived as riskier for thebusiness.

Need for reliable assessment tools to better demonstrate the benefits of HPWP and prove valueto owners and managers.

Project No: 2015-1-PL01-KA202-016745


Only 17,31% of the participants have knowledge about the availability of HPWP material andtraining;

About 85,5% of the sample mentioned interest towards HPWP;

Sharing best practices and case studies may be a way to createawareness in SMEs about HPWP implementation.

HPWP APPLIED APPROACHFRAMEWORK

Project No: 2015-1-PL01-KA202-016745

Job Descriptions

Process R&S

Induction Programs

Internship Programs

Competencies / Skills Matrix

Tools Development &

Training:

Technical and non technical training

E-Learning Leadership

development Program Talent development

Program Mentoring, Tutoring

and Coaching

Compensations & Benefits

Retention Policy

Succession Plans

Annual Objectives (KPI)

Performance Appraisal

Continuous Improvement

System (Kaizen, TQM)

Employee Engagement

Survey

Recruitment & Integration Employees Involvement

Culture & Internal Communication

Training (learning and education)

HPWP Bundles

Reward and Commitment

HPWP Bundles

Project No: 2015-1-PL01-KA202-016745

Recruitment & Integration [JOB DESCRIPTIONS]

Implementation Steps Implementation Tools Highlights for Implementation Benefits

Strategy Alignment 1) Survey for Job Descriptions:a) Responsibilitiesb) Hard and Soft Skillsc) Function Output

Answer to the question “Why is the company implementing this practice?”(Culture Diagnosis and organizational maturity).

Organizational Structure aligned with strategy (e.g. matrix or hierarchical)

Work Process Alignment Assure alignment with strategy and work processes.

Job Description aligned with Employees Profile (Skills gap analysis)

Organigram Planning, Roles definition, participants involved (sponsor, managers and teams) and internal communication plans.

*KPI / Performance Appraisal design based on Function Output

Design Job Descriptions Assure validation in each milestone. *Individual Development Plans;*Technical and non technicaltraining;*Retention & Succession Policy;

*Allows to increase Commitment (byknowing is role and what is expectedfrom him).

No externalbudget needed

Project No: 2015-1-PL01-KA202-016745

Employees Involvement [PERFORMANCE APPRAISAL]


Alignment between Job Descriptions and Performance Appraisal[in line with Strategy + Work Process].

Framework (e.g. excel orsoftware tool) with annualobjectives + behavioural skills,for example with differentiatedweights.

Assure alignment/validation with job description, annual objectives and skill matrix.

Guarantee the achievement ofresults and development people.

Annual Objectives (KPI) Assure that the annual objectives have been communicated in a clear and concrete way to the employees.

Allow gap identification at severallevels - training technical and nontechnical / working tools (e.g.software).

Competencies / Skills Matrix Planning, Roles definition, participants involved (Sponsor, Managers and Teams) and internal communication plans.

Identify high performers (short term) and high potential (medium/long term).

Assure validation in each milestone. *Retention & Succession Policy*Allows to increase Commitment (bya perception of justice)

No externalbudget needed,

except ifcompanyadquires

software tool.

Project No: 2015-1-PL01-KA202-016745

Training (learning education) [COMPETENCES / SKILLS MATRIX]


Alignment between Job Descriptions and Skills Matrix [in line with Strategy + Work Process + Job Descriptions].

Tools Development & Training:Technical and non technicaltrainingE-LearningLeadership developmentProgramTalent development ProgramMentoring, Tutoring andCoaching

Align the training methodology with the competence that we need to develop.

Focus in the development of the “right”competence for the result of the each employee/global results and accelerate de learning curve.

Analyse GAP between employee or candidate profile and skills matrix.

Assure that skills matrix includes a behavioural skill SELF-LEARNING (Cultural Change - employee should be the owner of is own development).

*Increase the probability of higher challenges and the competitiveness both individually and Company level.

Design IDP (Individual development plans)

Planning, Roles definition, participants involved (Sponsor, Managers and Teams) and internal communication plans.

*Allow an effective planning of the employee professional path.

*Increase commitment by perceiving the company “investment” in continuous development of the employees.

Low budget:If the Companyhave trainerspool for different skills;Self LearningCulture.

Project No: 2015-1-PL01-KA202-016745

Reward and Commitment [SUCCESSION PLANS]


Alignment between needs of Succession (backups / future leaders / knowledge management).

Design two templates to identify:Key Positions (Critical Functions)Key People (Performance and Potential)

Answer to the question “Where is the company leading to?”(Grow on short, medium and long term? New products? New technologies? New market? New competencies? Have we got them internally? Can we develop them?)

Assure competitiveness and the future of the company.

Reduce time and costs with recruitment process.

Program for identify key positions (priorities the intervention) and key people.

Planning, Roles definition, participants involved (Sponsor, Managers and Teams) and internal communication plans.

Planning retirement or turnover.

*Address needs regarding gap competencies (develop people) or lack of competencies (hiring people).

*Increase commitment by perceiving the company “investment” in continuous development of the employees.

No externalbudget needed

Potential

Perf

orm

ance

Project No: 2015-1-PL01-KA202-016745

Key factors to succeed in implementation

Answer the question “Why is the Companyimplementing this HPWP?”

SELF ASSESSMENT

•Strategic Planning (vision, mission and values)

•Organizational Culture

•Organizational Structure

•Maturity (…)

SELECTION AND PLANNING

Custom the methodology anddefinition process:

•Participant involved (Sponsor, Managers and Teams)

•Roles definition

•Schedule

• Internal Communication Plans

IMPLEMENTING AND EVALUATION OF BENEFITS

•Assure validation in eachmilestone

•Assure the training andcommunication at differentlevels

• Identify and address potentialmethodology or processimprovements

•Return on investment

ON GOING

•Garantee quality on continuosapplication of methodology andprocess.

HPWP

Roles Definition

Sponsor Answer to the strategic questions

Guarantee the involvement/commitment

Validation each milestone

Managers Role To be involved in strategic meetings

Communicate and apply the methodology

Guarantee teams involvement/commitment

Address potential methodology or process improvements

Guarantee the continuous application

HR Role To be expert about the trends related to HPWP

To be involved in strategic meetings

Customize the methodology and process

Training leaders and support leaders in any issues related with implementation

HR is a facilitator.

HPWP APPLIED APPROACHBEST CASES

Project No: 2015-1-PL01-KA202-016745

The Southwest Airlines

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles


Instruction:Classify the good practices in each bundle.


Project No: 2015-1-PL01-KA202-016745


HPWP Bundles


Instruction:Choose one of the best practices and think about the implementation following the framework.

Project No: 2015-1-PL01-KA202-016745

MTU Aero Engines Polska

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles




Project No: 2015-1-PL01-KA202-016745


HPWP Bundles



Project No: 2015-1-PL01-KA202-016745

Pratt & Whitney Rzeszów, S.A.

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles




Project No: 2015-1-PL01-KA202-016745


HPWP Bundles



Project No: 2015-1-PL01-KA202-016745

Global Training & Aviation

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles




Project No: 2015-1-PL01-KA202-016745


HPWP Bundles



Project No: 2015-1-PL01-KA202-016745

FerroNATS

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles



FerroNATS

Project No: 2015-1-PL01-KA202-016745

HPWP Bundles



FerroNATS

Project No: 2015-1-PL01-KA202-016745

FTB Lisi Aerospace

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles



FTB Lisi Aerospace

Project No: 2015-1-PL01-KA202-016745

HPWP Bundles



FTB Lisi Aerospace

Project No: 2015-1-PL01-KA202-016745

Groundforce

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles



Groundforce

Project No: 2015-1-PL01-KA202-016745

HPWP Bundles



Groundforce

Project No: 2015-1-PL01-KA202-016745

Fokker Elmo Turkey

Project No: 2015-1-PL01-KA202-016745




HPWP Bundles



Fokker Elmo Turkey

Project No: 2015-1-PL01-KA202-016745

HPWP Bundles



Fokker Elmo Turkey

Project No: 2015-1-PL01-KA202-016745

Key factors to succeed in implementation

Answer the question “Why is the Companyimplementing this HPWP?”

SELF ASSESSMENT

•Strategic Planning (vision, mission and values)

•Organizational Culture

•Organizational Structure

•Maturity (…)

SELECTION AND PLANNING

Custom the methodology anddefinition process:

•Participant involved (Sponsor, Managers and Teams)

•Roles definition

•Schedule

• Internal Communication Plans

IMPLEMENTING AND EVALUATION OF BENEFITS

•Assure validation in eachmilestone

•Assure the training andcommunication at differentlevels

• Identify and adress potentialmethodology or processimprovements

•Return on investment

ON GOING

•Garantee quality on continuosapplication of methodology andprocess.

HPWP

Roles Definition

Sponsor Answer to the strategic questions

Guarantee the involvement/commitment

Validation each milestone

Managers Role To be involved in strategic meetings

Communicate and apply the methodology

Guarantee teams involvement/commitment

Adress potential methodology or process improvements

Guarantee the continuous aplication

HR Role To be expert about the trends related to HPWP

To be involved in strategic meetings

Customize the methodology and process

Training leaders and support leaders in any issues related with implementation

HR is a facilitator.

CONCLUSIONS

Project No: 2015-1-PL01-KA202-016745

High Performance Work Practices (HPWP) added value comes from an organized, systematic and strategicallyplanned implementation of a group of common HR practices, in bundles.

Sharing best practices and case studies may be a way to create awareness in SMEs about HPWP implementation.

Setting a Framework is an organized and more efective tool to “sell” the benefits of implementing HPWP;

Have in mind that the steps of implementation are:

Self-Assessment / Selection and Planning / Implementing and Evaluation of Benefits / On Going

Conclusions

Project No: 2015-1-PL01-KA202-016745

PARTNERSHIP | CONTACTS

Project Coordinator:

Mr. Paweł Wacnik

INNpuls - Poland

[email protected]

Project Contact:

[email protected]

mailto:[email protected]

www.hipa i r.eu

Project No: 2015-1-PL01-KA202-016745

With the support of the Erasmus + Programme of European Union/ facebook.com / linkedin.com

introduction of high performances work practices...

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