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Nicola Pelà - Performance Management 2.0 - Metodi e strumenti collaborativi per la Gestione e Sviluppo delle Risorse Umane - Digital for Job
 

Nicola Pelà - Performance Management 2.0 - Metodi e strumenti collaborativi per la Gestione e Sviluppo delle Risorse Umane - Digital for Job

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    Nicola Pelà - Performance Management 2.0 - Metodi e strumenti collaborativi per la Gestione e Sviluppo delle Risorse Umane - Digital for Job Nicola Pelà - Performance Management 2.0 - Metodi e strumenti collaborativi per la Gestione e Sviluppo delle Risorse Umane - Digital for Job Presentation Transcript

    • RISORSE UMANEORGANIZZAZIONE RETE
    • 2NORTH AMERICA & CANADA59%(+5%)EUROPE15,5%(+9%)CENTRAL &LATIN AMERICA7%(+64,5%)AFRICA &MIDDLE EAST1%(+10%)PACIFIC7%(-19%)ASIA10,5%(+35%)- Group Headcount *-61.903 60.975 60.767 61.979 64.05069.216Complexity at Luxottica: the Global Scope
    • 3Governing the complexity: 3 Drivers, 3 Layers of accountability,200+ key positions……1 Leadership mindsetTheWayWeLeadTheWayWeLeadThe Way We LeadGlobalRegionalLocalGlobalLocalRegionalX # Luxottica 8+ PositionsBusiness76Geography6Function12615574425143230
    • 4Governing the complexity: the crucial Role of FunctionsFB GFB GB GFBusinessandGeographyFunctionLeadership• Continue sustaining the global expansion of our retail business with local,regional and company-wide dedicated organizations• Keep on setting up local and regional systems of integration to reachLuxottica full potential as ‘One Company’, multi-business and boundary-lessorganization• Create a formal network of leaders, accountable for leading the functionalcommunity• Develop common language, tools and KPIs (key processes)• Set up global, regional & local Shared Services• Manage a ‘One Function’ portfolio of key projects• Architects of our G-local organization• Ambassadors of Luxottica characteristics• Sensitive to cultural differences• With enormous energy and ability to energize others
    • 5Managing a cross-border function at LuxotticaModel Description Sample MechanismsCentral decision making andexecution• Single central unit or function,which sets Policy, makesdecisions and executes themCENTRALIZED STRUCTURE• Specialized management roles• Common improvement processCENTRALIZED DECISIONMAKING, LOCAL EXECUTIONDecision made or policies definedcentrally but executed locally(e.g., within country organizations)ALIGNED EXECUTION Decision making primarily in localregion / country organizations, butsome centrally driven coordination toensure alignment and optimization;local execution• Formal network of functionalleaders and talents• Talent managed globally• Global processing centres orcentres of excellence• Regional shared services• Best-practice sharing• Common tools, calendar &reporting formats for vital few keyprocesses / projects• Metrics & Reporting integratedglobally• Strong local accountabilityand general managementDECENTRALIZED Decision and execution fully localin each country
    • 6EUROPE93NORTH AMERICA174CENTRAL &LATIN AMERICA22AFRICA &MIDDLE EAST5- Group Headcount -PACIFIC44ASIA67Headcount to HRRatio1:184 1:153 1:167 1:151 1:172HUMAN RESOURCES ACROSS THE GLOBE = 405Human Resources
    • 7Knowledge Based Organization– Formal Organization – – Networked Organization –MarketingSales –Region 3Sales –Region 2Sales –Region 4Sales –Region 5Sales –Region 1HRGeneral ManagerITPlanning & ControlSales
    • 8Knowledge Based HR OrganizationCommunities of practice:• Talent Acquisition• Performance Management• Compensation and Int’l Mobility• Talent Development• Recognition & CommunicationPOTENTIALLoose network ofpeoplewho see value insharing and learningtogetherCOALESCELoose networklaunchesa communityCOOPERATIONCommunity hasestablished commonmindset, goals, strategiesand start brokeringcapabilities andresources across theorganization20122013+2011KNOWLEDGECOMMUNITYMembers leverage oneanother’s proprietaryknowledge to deliversuperior resultsFunctions /ProcessesGeographyBusinessGlobalRegionalLocalRESULTS RESULTSFUNCTIONALATTRIBUTES2011 2012 2013RESULTSBy 2013 we will act as a knowledge community
    • 9AllRelations*–Organization–KeyPeople 9Organization Internal DensityG-Corporate 7.73G-GMO 9.43G-Oakley & Oliver Peoples 8.08G-Operations China 7.91G-Operations Italy 9.45G-Retail Optical Australia & SEA 8.34G-Retail Optical Greater China 7.79G-Retail Optical North America 8.90G-Retail Sun & Luxury 6.76G-Wholesale 3.12G-Wholesale & Retail 1.56CorporateGMO Oakley & OliverPeoples Operations China Operations Italy Retail OpticalAustralia & SEA Retail OpticalGreater ChinaRetail Optical NorthAmericaRetail Sun & Luxury Wholesale Wholesale & Retail MGR • On this overall map, the sub-organizations appearas defined networks (see colors) and arepositioned around the Corporate Group.• There some relevant nodes well positioned withintheir sub-organization with a clear role of broker.These are fundamental for the existence of thenetwork (blue arrows)* The map presents the entire network by nodes(Problem Solving + Energy + Know-how + Bridge)
    • 10HR: Dimension 1 / Problem Solving
    • 11HR: Dimension 2 / Problem Know-how
    • 12HR: Dimension 3 / Energy
    • 13HR: Dimension 4 / Bridge
    • 14HR – Portfolio of competency and aspirations• In the first part of the survey were asked threequestions to detect garrison(CONTRIBUTION)competence (SKILLS) and preference (LIKE) againstpractices / processes within the HR group Luxottica.• The questions asked to put in order of importance thefirst three practices as in the example asideEXAMPLECluster HR PracticesComp & International MobilityCompensation & BenefitsPerformance ManagementInternational MobilityGovernance & Board RelationsPayroll and PersonnelAdministrationPayroll and Personnel AdministrationDiversity & Culture Management Diversity & Culture ManagementHR Business Partnership HR Business Partnership (Generalist)Internal Communication Internal CommunicationM&A, Organization & ChangeChange ManagementOrganizational DesignMerger & AcquisitionsPlanning, Reporting & HRISPayroll and Personnel AdministrationReporting & AnalysisManpower Planning, Budgeting & ForecastingHRISTalent Acquisition & DevelopmentLearning & DevelopmentTalent Acquisition (Recruiting)Coaching & Feedback ManagementTalent ManagementEmployer BrandingVendor Management Vendor ManagementWelfare, Employee & UnionRelationsEmployment & Labor LawIndustrial RelationsWelfare ManagementContribution_01 HR Business Partnership (Generalist)Contribution_02 Coaching & Feedback ManagementContribution_03 Manpower Planning, Budgeting & ForecastingSkilled_01 HR Business Partnership (Generalist)Skilled_02 Coaching & Feedback ManagementSkilled_03 Change ManagementLike_01 HR Business Partnership (Generalist)Like_02 Employer BrandingLike_03 Organizational Design
    • 15Practices preferences1.The sum of all the answers tothree questions about thepractices emphasized thesignificance of TalentAcquisition & Developmentcluster.2. M & A, Organization &Change has collected a largenumber of preferences (like)compare to the contributionand the skillsPREFERENCE BY VOTE12
    • HR Community Level 1 - Nomination in• The graph shows the nomination distribution received by HR Leaderswithin their peers groupMr.GreenMr.RedMr.BlueMr.YellowMr.WhiteMr.PinkMr.Orange
    • What it’s used for?AREA PURPOSEOrganizational redesign (inclusiveof M&A)Ability to identify key brokers, ‘movers’ and ‘shakers’ who can drive changeProcess Improvement Practice-based processes’ analysis focusing on knowledge flows integral to core process areasPartnership/Alliances Effectiveness of partnership / alliance in terms of knowledge and information flow, knowledgetransfer and decision makingSuccession planning Reveal “true experts” and identify among them who everyone has in his personal network andwhere there might be gaps in case of retirement or transferFormative Needs Analysis Ensuring that the right people / capability mix is utilized to execute strategic intentStakeholder Analysis Ability to identify key brokers, promoters and potential gatekeepers and see the way they relatedto each otherDecision Making Process Connectivity of Executive Team and reveal how information enters and leaves the teamCommunication Visualize people real connection and interacting wayInnovation chain Reveal how collaboration is currently happening and show potential gaps or suspectedgatekeepers.