Mats Pettersson, NCC - A Single View of Talent
 

Mats Pettersson, NCC - A Single View of Talent

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  • We have defined the goal of the HR program, setting the road map for our continued work
  • The Business Strategy: What is our goal? In which direction are we heading, what should our market position be in five years?The HR Strategy: How should we get there? Which HR programs should we run and how should we organize ourselves in the future to best support the managers and workforce?The HR Expert Areas: What do we need to reach our goal? Which areas do we need going forward, to ensure that the business strategy is realized?
  • Mordeniserar HR => Hurska HR levereraettbättrestöd till verksamheten
  • We have already now pointed out the responsibility for us as HR Leadership. We are the leaders of this change. So what do we think is important for us to succeed in this?Lets all contribute to this….. (Use 5 commonly defined successfactors but let the group contribute and write on the whiteboard. Allow at least 10 min for this)Give examples – what is it, how to do it? What else do we need?Most important outcome is a shared commitmenton how to take our HR organization forward (example: BA/Country commits and takes ownership for HRS establishment?)Active Engagement as a leadership team is critical to our alignment – through full collaboration to drive the conversation and secure buy-in (example: We preach our vision regularly in established forums but also in a everyday conversations?)Quality and speed of decision-makingis key – our approach should allow open exchange of ideas and not limit us to today’s constraints (example: We invite our colleagues and the business to be a part of defining our change, while ensuring the base for discussions and ideas are firmly tied to our vision and the future?)Our plan should include clear, tangible and practical commitments as well as a mindset for success(example: We promise each other to be true to our vision and ask for support if needed to not be limited by “the weakest link”?)Focus should be on supporting the business todrive business performance (example: We strive to secure that the business performance of NCC as a whole is our top priority by challenging our local needs?)
  • We have already now pointed out the responsibility for us as HR Leadership. We are the leaders of this change. So what do we think is important for us to succeed in this?Lets all contribute to this….. (Use 5 commonly defined successfactors but let the group contribute and write on the whiteboard. Allow at least 10 min for this)Give examples – what is it, how to do it? What else do we need?Most important outcome is a shared commitmenton how to take our HR organization forward (example: BA/Country commits and takes ownership for HRS establishment?)Active Engagement as a leadership team is critical to our alignment – through full collaboration to drive the conversation and secure buy-in (example: We preach our vision regularly in established forums but also in a everyday conversations?)Quality and speed of decision-makingis key – our approach should allow open exchange of ideas and not limit us to today’s constraints (example: We invite our colleagues and the business to be a part of defining our change, while ensuring the base for discussions and ideas are firmly tied to our vision and the future?)Our plan should include clear, tangible and practical commitments as well as a mindset for success(example: We promise each other to be true to our vision and ask for support if needed to not be limited by “the weakest link”?)Focus should be on supporting the business todrive business performance (example: We strive to secure that the business performance of NCC as a whole is our top priority by challenging our local needs?)
  • We have already now pointed out the responsibility for us as HR Leadership. We are the leaders of this change. So what do we think is important for us to succeed in this?Lets all contribute to this….. (Use 5 commonly defined successfactors but let the group contribute and write on the whiteboard. Allow at least 10 min for this)Give examples – what is it, how to do it? What else do we need?Most important outcome is a shared commitmenton how to take our HR organization forward (example: BA/Country commits and takes ownership for HRS establishment?)Active Engagement as a leadership team is critical to our alignment – through full collaboration to drive the conversation and secure buy-in (example: We preach our vision regularly in established forums but also in a everyday conversations?)Quality and speed of decision-makingis key – our approach should allow open exchange of ideas and not limit us to today’s constraints (example: We invite our colleagues and the business to be a part of defining our change, while ensuring the base for discussions and ideas are firmly tied to our vision and the future?)Our plan should include clear, tangible and practical commitments as well as a mindset for success(example: We promise each other to be true to our vision and ask for support if needed to not be limited by “the weakest link”?)Focus should be on supporting the business todrive business performance (example: We strive to secure that the business performance of NCC as a whole is our top priority by challenging our local needs?)
  • Focus on the challenges from an HR Perspective…Each blue ball – how is HR a key to its success?Prove the value and Buy in from the business: We need to secure that buy in, if we do not see the value or understand how to “sell it”, the business will surely notMaintain commitment form Business and HR: We as HR Leadership need to be strong and consistent in how we preach. If we are perceived as hesitant or ambiguous this will spread as a ripple effect (ringarpåvattnet)Organize Leadership and Sponsorship: as mentioned already, we are the HR Leadership – we are the leaders and sponsors of this changeManage One global HR: We need to act as one and all be open for change, we need to put NCC as a whole firstEstablish Self Service culture: We need to trust our managers and proactively work towards strengthening them and allowing them to take a managerial responsibilityAchieve compliance to New ways of working: Again, we need to let go of the past and be open for changing the way we deliver HR. We need for example to review:Does my HR workforce have the necessary skills and competencies to meet new expectations placed on Human Resources?Is there a potential cultural shift that my HR workforce must overcome to complete the journey to becoming a value add business partner?How will I attract and retain needed talent to position Human Resources for the future? What are the capabilities in which the HR organization must excel?Manage the Business Partner change: We need to challenge and develop ours selves and our HR colleagues to claim a seat in key business decisions

Mats Pettersson, NCC - A Single View of Talent Mats Pettersson, NCC - A Single View of Talent Presentation Transcript

  • A single view of talent – HR transformation HR Tech Europe Amsterdam 25th of October 2013 Mats Pettersson Senior Vice President Human Resources NCC 2013-10-23 NCC AB 1
  • Creating future environments for working, living and communication Sales of SEK 57.2 billion 2012 18,200 Employees Operations in the Nordic region, Germany, Estonia, Latvia and St. Petersburg Thousands of projects, both large and small 2013-10-23 NCC AB 2
  • External challenges and possibilities Globalization Generation shift Equal opportunities 2013-10-23 Lack of labor Career development Diversity NCC AB 4
  • Internal challenges – From a holding company to One NCC Profitable growth Customer focus Marketleading Cost One NCC Housing Sustainability Industrial Development ≥ 2 times GDP growth 2013-10-23 Construction and civil engineering ≥ 2 times GDP growth ≥ 7,000 housing units NCC AB 5
  • How do we meet these challenges in HR? NCC strategy To become the preferred employer The HR transformation program Competence supply Leadership Rewards Health & safety One NCC – values, leadarship profile, common processes, HR shared service center 2013-10-23 NCC AB 6
  • Background to the HR Program The financial crisis 2008 status around personnel basic data Misallocations of HR-resources Mismatch between the HR support and the business needs within: • long term resource planning • salary and bonus systems • competence development • recruitment • leadership development 2013-10-23 NCC AB 7
  • As it was... 38 HR functions Heavy administration Over 60 system solutions No common processes HR Lön Strategic Admin. Operational 2013-10-23 NCC AB 8
  • HR transformation Common processes 2013-10-23 NCC AB Common ITsystem HR and payroll shared-service center 9
  • Business case? Old systems – low cost, but risky Lack of common data-base No common processes Already efficient HR organisation Hard to get a business case that worked! INVESTMENT IN THE FUTURE 2013-10-23 NCC AB 10
  • One NCC – HR Program Goal Strengthen managers, employees and HR’s ability to support, develop and challenge NCC’s business short and long term 2013-10-23 NCC AB 11
  • One NCC – HR Program Target • Control over facts and figures related to our employees • Employeestake more responsibility for their own development • Managers actively support and driveemployee performance and development • HRproactively support the organization and work with topics of more strategic character 2013-10-23 NCC AB This is done through: • High performing group common HR processes • Common HR Talent Management system • A clear delivery model that supports a more efficient HR • Changed responsibilities, behaviors and ways of working 12
  • Delivering Value to NCC HR Expert Areas Business strategy HR strategy Health and safety Organizational management Total rewards 2013-10-23 NCC AB Learning and development Talent acquisition Talent planning and evaluation 13
  • Enabling the HR Strategy Ongoing work within HR Business Business strategy strategy One NCC HR Program Goal and Targets Other HR Projects 2013-10-23 NCC AB Common processes and policies Redefined roles and responsibilities New HR Delivery Model Integrated HR Talent Management System 14
  • NCC HR Delivery Model – NCC Group Senior HR Business Partners Business management HR Director and Group HR Experts Setting the Strategy HR Business Partners Group HR Process Owners & Business Solution Manager: Architecting the solution Designing and building human capital HR Services: Delivering Transactional and Enabling Services Line Managers Local HR Generalists: Delivering Consultative Services Local HR Specialists: Delivering Local Transactional and Enabling Services Employees 2013-10-23 NCC AB Tier 0 Self-Service and Portals Tier 1 HRS (e.g., Phone, E-Mail) Tier 2 Tier 3 HRS Group Case Workers HR Process • Owners • HR Process Drivers Technical Infrastructure & Applications • HR Admin • Business Solution Mgr • Solution Specialist • HR Specialists 15
  • Demands on a new HR system Cover all our markets One system or as few as possible Core data and defined processes within talent management Scalable and development of the system Easy to use 2013-10-23 NCC AB 16
  • Infor Talent Management System Met our requirements Wide range of products Use S3-system within Finance Ranking Some modifications needed to be able to meet NCC needs New LMS module 2013-10-23 NCC AB 17
  • The way forward 2013-10-23 NCC AB 18
  • Country rollout core-data step 1 2013-10-23 NCC AB Develop and roll-out processes step 2 and 3 Change management! Keep track of costs and benefit realization Struggle with finding the right resources 19
  • What will we get? Control of facts and figures – short and long-term resource planning Track of what competencies: today and in the future Appraisals logically connected to: • performance reviews • development plans • succession planning • salary setting • bonus plans Tools for managers and for employees development Visibility of competencies – use the right resources in the right time and place HR will focus on the right issues 15% less time spent on administration Faster recruitment processes 2013-10-23 NCC AB 20
  • HR Leadership Team Success Factors Guiding Principles Shared commitment 2013-10-23 10/25/2013 NCC AB Active Engagement Quality and speed of decisionmaking Mindset for success Business performance 21
  • Buy-in from the Business Prove the Value Manage the Business Partner Challenge Achieve Compliance to New Ways of Working 2013-10-23 NCC AB Critical Success Factors Maintain Commitment from Business and HR Organize Leadership and Sponsorship Manage One Global HR Establish Self Service Culture 22
  • 2013-10-23 NCC AB 23