Projects that create the future: HR strategies within project-oriented organisations. Prof Dr Martina Huemann WU Vienna

Transcription

1 Projects that create the future: HR strategies within project-oriented organisations Prof Dr Martina Huemann WU Vienna

2 Overview Projects & project oriented organisations Project personnel Model: Project oriented HRM o Context o Strategy & goals o Processes, roles, organisation & infrastructure Further ideas & cases 2 2

3 Projects & project-oriented organisation

4 Project-oriented organisation Strategy: Management by Projects Projectoriented organisation Structure: Temporary and permanent organizations Gareis 1990 Culture: Project-oriented culture

5 Adequate organisations for different process types Process characteristic Attribute Frequency Often Once Once Scope Small-medium Medium-large Large Importance Low Medium-high High Duration Short Short-medium Medium-long Resources Few Some Many Costs Low-medium Medium-high High Number of organisations Few Several-many Many Type of organisation Permanent organisation Project Program Gareis 2005

6 Organisation chart of the project-oriented organisation Management Board Business Unit A Business Unit B Services Department Department HRM Department Department Expert Pool 1 Expert Pool 3 PM Office Expert Pool 2 Expert Pool 4 Project portfolio Group Projects Programmes Projects Programmes Projects Programmes Gareis 2005

7 .and in the middle the personnel

8 Specifics Result-orientation Novelty Multi-role Fragmented careers 12

9 Model: Project-oriented HRM

10 Model: Project-oriented HRM Social Social (external) Social (internal) Project Project-oriented HRM Future Strategy, Structures, Culture History Huemann 2015

11 HRM Context

12 Project-oriented HRM: Context Content-related context o Based on the strategy Management by Project, the projectoriented organization has specific structures and shapes a specific culture. o Different projects are carried out in the project-oriented organization. Social context o Additional internal and external stakeholders are of relevance for the HRM system. Time-related context o The history and the future expectations regarding the importance of projects are of relevance for the HRM system. 16

13 HRM Strategies & Goals

14 HRM Strategies and Goals HRM strategies o The HRM system actively supports and is shaped by projectorientation o The HRM system uses Managing by Projects as organizational strategy HRM goals o The HRM system understands the challenges projects bring to the project personnel and ensures employee wellbeing to raise HR related potential o Balancing short term and long term orientation 18

15 HRM processes, roles, organisation & infrastructure

16 Aligning project and line HRM HRM in the permanent organisation Recruiting Project HRM Assigning Developing Developing Appraising Appraising Rewarding Rewarding Releasing Dispersing

17 HRM Processes, Infrastructure and Organization HRM processes o Project HRM processes are assigning, developing, appraising, rewarding and dispersing project personnel. o Specific adoptions in the HRM processes in the permanent organization ensure relations to project HRM processes. o Project HRM and HRM processes in the permanent organization are mutually aligned to support each other. HRM roles and organization o The HRM roles are spread out in the project-oriented organization, which leads to a more networked HRM HRM infrastructure o Specific adoptions in the HRM infrastructure support projectorientation. 21

18 Further ideas and cases

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21 Prof. Dr. Martina Huemann Professor at the WU Vienna University of Economics and Business Head Project Management Group Academic Director of the Professional MBA Program: Project Management. Co-founder and manager of enable2change 0043/ 1 /