Carrièremanagement: Mieke Hullebroeck

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Presentation by Mieke Hullebroeck during the 8th editon of Vlerick HR-day 2011.

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Carrièremanagement: Mieke Hullebroeck

  1. 1. Career Management The employee’s Rough GuideTMVlerick HR Day Mieke HullebroeckJune 8, 2011 Strategic Human Capital Manager
  2. 2. What do you like most? 2
  3. 3. Agenda1. Intro 1.1. Why career management: HR & business strategy 1.2. Why career management: Employee satisfaction survey TM 1.3. Self management – career management as the Rough Guide2. Positioning of Belgacom’s Career Management and it’s building blocks 2.1. Personal Support 2.2. Training & Change 2.3. Career Centre & Talent Profile 2.4. Mobility Framework3. Deliverables 20114. Storyline Career Management 3
  4. 4. IdentityCustomer-centric, responsibleand innovativeWe strive to maintain a consistent corporateidentity every day, in everything we do
  5. 5. Belgacom focuses on Customer Centricity,Responsibility and Innovation Customer CentricityOur customer is king Responsibility• Belgacom takes a step forward from Focus on health, access convergent products to convergent services and a greener society• Belgacom wants to improve the end-to- • Top Employer 2010 end customer experience from purchase • Official partner of UNICEF to billing, through installation and repair, but also during key moments • Exclusive sponsoring of sports (wo)men • -70% CO2 by 2020 Innovation 78% of our products did not exist 15 years ago • Belgacom TV is one of the three fastest-growing and most innovative IPTV services in the world • Investing in transformation: almost 10% of Group revenue • 2009 innovation award for fixed network infrastructure • Top 5 in the world for fiber-optic deployment 5
  6. 6. 1.1 Why Career ManagementHR & Business Strategy Satisfied and engaged employees drive customer satisfaction What does the employer want? Business Strategy, SWP, Succession Management What does the What does the employer offer? employee offer? CAREER Coaching Culture, Job Skills, Experience, MGMT families & Career Paths, Competencies, Broad banding Knowledge Remuneration, Training, Work-Life Balance, EVP What does the employee aspire? Professional aspirations, Goals, Ambition, Values 6
  7. 7. 1.2. Why career management ? Input from Employee satisfaction survey Career development remains the lowest scoring dimension • Only 60% says to be satisfied on career development • Compared to 2009 there is a slight improvement in 2010 • Yet, Career development remains the TOP1 priority on group level and appears in the Top3 priority domains to work on in all Business Units Mobility aspirations of our Would you take into consideration to employees have an interview with someone other keep working in than your manager (N+1)? current job 4% 12% ready for promotion NO 11% promotion with 22% further support YES 53% and training 50% want to move Maybe 20% horizontally 28% leave Belgacom group
  8. 8. 1.2 Input from Employee Satisfaction SurveyEmployees who are satisfied about career mgmt:Mention the following TOP 6 Motivators:• Relationship with N+1, trust• The amount of feedback they get from their boss about their functioning and growth potential• Be able to continue to grow in job and to learn• Diversity of tasks• Have the perception that they can influence their own career• Are happy in their actual job Employees who have the perception that they can influence their own career – that they have their career in hands - are more satisfied 8
  9. 9. Career self management 9
  10. 10. TMCareer Management as ‘The Rough Guide ’for our employees 10
  11. 11. TMCareer Management as ‘The Rough Guide ’for our employees Travel Career • I choose a country • I choose a company • I plan my journey • I reflect upon my career • I get a framework (places to aspirations visit, info on public transport, ...) • I get a framework: company’s • I compose my own path with strategy and objectives, what these building blocks (which competencies are required for cities, which activities, which function (career paths, adventurous, easy going, ...) career principles, carousel of functions), HR framework,... • I have the feeling of freedom, but yet, I end up with the same • I compose my own path with people in the same bars these building blocks • I have the feeling of freedom, but yet, I’m in line with company’s objectives 11
  12. 12. 2. Positioning of Career Management withinBelgacom Career management is about creating the internal capabilities and culture and offering the right tools and resources to empower our people to proactively reflect and act upon their own career development The self reliance of the employee, eliciting the person’s own solutions and resources, is a key principle in our approach. We however realise that this is not possible without a thorough training of our team leaders, and a clear definition of the process. 12
  13. 13. 2. Belgacom’s Career ManagementBuilding a Coaching Culture It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others. How will we create this? Based on self reliance of the employee The 4-pillar career model Personal support Training Career Center Mobility Team leaders are Formal learning to 24x7 access to Increase and first line, career build coaching online coaching revalue mobility consultants second capabilities resources (tools, opportunities line for support (employees and literature, Talent within Belgacom towards employees team leaders) Profile) context Embedded in our HR framework and processes 13 (e.g. Job families with broadbanding, PMP with more focus on development, ...)
  14. 14. 2.1. I’m an employee wanting to reflect on my career...The process Support Team leader Build a coaching culture Career Centre Online With Talent Profile Assessments and inventory of personal aspirations Career Consultant Career counselling approach for specific need or question Supported by a Mobility Framework that enables career moves 14
  15. 15. 2.1. I’m a team leader having to deliver support...What do we foresee? Training for Team leaders on Support Team leader quality conversations and the Build a coaching culture career management process Team leader finds Online Career Centre information With Talent Profile on Career Centre Assessments and inventory and has insight in the N-1’s of personal aspirations Talent Profile Career Consultant If I can’t deliver further support, ICareer counselling approach can count on the career consultants for to help me and/ question specific need or or the employee Supported by a Mobility Framework that enables career moves 15
  16. 16. 2. Belgacom’s Career ManagementBuilding a Coaching Culture It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others. How will we create this? Based on self reliance of the employee The 4-pillar career model Personal support Training Career Center Mobility Team leaders are Formal learning to 24x7 access to Increase and first line, career build coaching online coaching revalue mobility consultants second capabilities resources (tools, opportunities line for support (employees and literature, Talent within Belgacom towards employees team leaders) Profile) context Embedded in our HR framework and processes 16 (e.g. Job families with broadbanding, PMP with more focus on development, ...)
  17. 17. 2.2. Building the internal capabilities HR moments of truth versus employees Talent Profile Go Live Jan Feb Mar Q2 Q3 Q4Performance Eoy 2010 Continuous progess review Continuous progess review Eoy Set Goals & rapid feedback MYR & rapid feedback 2011 Vision Career Center Review Development ProgressCareer Career Counselling JobFa career paths 1 2 3 2 4 •Importance Teasing on how to review & • How to do a Teasing on how to • How to of obj setting give feedback good MYR review & give evaluateComm • How to set • Focus on feedback contributions & cascade Career • Translate goals discussion & into career •Core comp development actions plan Team-up forTraining E-learning E-learning E-learning E-learning Results N & N+1 Training Career Consultants 17 Creating a culture of quality conversations
  18. 18. 2.2. Building the internal capabilitiesTraining as support - How? Results 4 e-learnings throughout the year: Company-wide training on: • Objective setting • Sensitisation • Giving feedback • My role • Career conversations • Skills • End of year evaluation • Divisional roll-out • 1200 employees and team leaders in 2011 18
  19. 19. But remember, training doesn’t resolveeverything... (movie) Culture does! Belgacom’s HR Strategy: Career Management is a key building block in the roadmap towards a supportive people environment 19
  20. 20. 2. Belgacom’s Career ManagementBuilding a Coaching Culture It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others. How will we create this? Based on self reliance of the employee The 4-pillar career model Personal support Training Career Center Mobility Team leaders are Formal learning to 24x7 access to Increase and first line, career build coaching online coaching revalue mobility consultants second capabilities resources (tools, opportunities line for support (employees and literature, Talent within Belgacom towards employees team leaders) Profile) context Embedded in our HR framework and processes 20 (e.g. Job families with broadbanding, PMP with more focus on development, ...)
  21. 21. 2.3. Career Centre = CAREER CENTRE CAREER PATHS & CAREER MGMT DEVELOPING PRINCIPLES - WITHIN BGC YOURSELF COMPETENCIES CAREER TALENT CAREER TESTS COUNSELING PROFILE • The career centre (Intranet) offers 24/7 support in the employees career reflection process and gives full access to online coaching resources • It is one of the requirements to be able to speak about self reliance of the employee and serves as a career compass • It is a such the “Rough Guide” for career development at Belgacom •Also contains the Talent Profile, the personal career related information an employee wants to share with the company. 21
  22. 22. 2.3.1. Talent profile (1/4)• A self-owned dynamic tool within the Career Centre• Is the Personal Picture an employee wants to share with his/her manager and the HR community.• Gives an overview of the past achievements, the current strengths and weaknesses (competencies) and the future career aspirations of an employee.Multiple goals:- Personal reflection tool- Tool to assess competencies, skill and learning gaps- Tool for Talent screening Impact on career development, employee engagement and alignment with future organisational needs (functions of the future, critical paths) HR SPACE Feedback on conversations 22
  23. 23. 2.3.1. Talent Profile (2/4)Experiences• Simplification of existingtools (my CV)• Overview of pastexperiences, projects,education, andacomplishments 23
  24. 24. 2.3.1. Talent Profile (3/4)Competencies • Facilitates reflection and makes aspirations concrete • Shows gaps • N vs N+1 • Now and vs aspired functions • Basis for open discussions • Link with training catalogue Functional competencies based on Strategic Workforce Planning & business exercises 24
  25. 25. 2.3.1. Talent Profile (4/4)AspirationsThe tab ‘Aspirations’ will give theemployee the possibility to indicate hispersonal career aspirations:• Readiness to move• Where to• How This overall input from the Talent Profile will be structurally embedded in HR processes such as Talent Review (to facilitate career moves), Recruitment and in specific Project searches (to detect the best adequate profile in the company) 25
  26. 26. 2. Belgacom’s Career ManagementBuilding a Coaching Culture It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others. How will we create this? Based on self reliance of the employee The 4-pillar career model Personal support Training Career Center Mobility Team leaders are Formal learning to 24x7 access to Increase and first line, career build coaching online coaching revalue mobility consultants second capabilities resources (tools, opportunities line for support (employees and literature, Talent within Belgacom towards employees team leaders) Profile) context Embedded in our HR framework and processes 26 (e.g. Job families with broadbanding, PMP with more focus on development, ...)
  27. 27. 2.4. Mobility FrameworkCreating a supportive mobility framework by:1. Carousel of functions2. Career Paths and Career Principles3. Talent Review Board And embedding this into HR-rules, processes and communication 27
  28. 28. 2.4. Mobility framework2.4.2. Creating transparency on career movesCareer Path Transparency: “What career possibilities can you envisage within the organisation, given your current role within the organisation”Career paths are no longer the rigid definition from the company’s perspective, but it is about creating transparency on possible and desired career moves• Classical career paths • A view from the trunk • Vertical path • Less freedom for employee • Defining the way to the top• Career Principles • A view from the crown • More based on general principles • Stimulus for horizontal mobility • More relevant in the context of ‘boundaryless careers’ and higher levels 28
  29. 29. Career principles:Supporting Self Management Career Principles – example HR “You should have experiences in two HR domains before being eligible to become an HR Manager” Plan your own journey: -Via Recruitment officer -Via HR Business Partner -Via HR Operations -Via Career Consultant -Via Compensation & Benefits • Places to stay • I know how to get there • I know the price/investment 29
  30. 30. 2.4.3. Talent Review Board (1/2)Yearly process to discuss certain employees’ aspirations and performance, and to link this with company objectives.Supporting process for self management and self reflection (in Talent Profile)Who is being discussed? • Indicated: Open to move within one year (as indicated in Talent Profile) • Performance: highest and lowest performers • High Potentials • Future gaps (Strategic Workforce Planning: identifying critical functions) • Succession management • Input of other Talent Reviews 30
  31. 31. 2.4.3 Talent Review Board (2/2) Different inputs towards the Talent ReviewMACRO Business Strategy & SWP, Future skills, Strategic Workforce Planning Gaps & Excesses PERFORMANCE Training Academies MGMT Perfor- mance Internal TALENT Mobility REVIEW Structured redeploy. Proactive Sourcing CAREER Individual MGMT AspirationsMICRO Getting the right people at the right place at the right time READINESS TO MOVE 31
  32. 32. 3. Deliverables 2011• Include the coaching and career message in the As from January general HR storyline and communication plan• Develop and roll-out the training “Team Up for As from June Results” (pilot early June)• Communication on career management concept (recurring!) June/July (MYR)• Launch of Talent Profile 2011• Kick-off of Career Consultants in new role• Development Mobility Framework • Career Paths & Principles: exercise with business Q3 2011 • Defining Carousel of Functions 32
  33. 33. 4. What’s career within BelgacomThe storyline towards our employees W Matching Focus on H Development individual horizontal A on the job aspirations with mobility & job T company needs enrichment W You are the Together with Career H owner of your N+1 Consultants (realistic sounding O your career board & coach) in 2nd line H Think about It’s not easy, and O Open and who you are, requires your W constructive what you want full commitment Supported In it for by: Development It will give you You are in • Process • Training of N and N+1 make YPerformance important (focus on MYR) control, and actions • Talent Profile insights O • Mobility framework aspirations supported your tangible • Career centre U • Talent Review Board 33
  34. 34. Thank you for your attention Q&A
  35. 35. Article “Career development in best-practiceorganisations: critical success factors”Source: Optimum, The Journal of Public Sector Management • Vol. 29, No. 4 (In) Best practice organisations: 1. Top management commitment and support is key 2. Invest in career development 3. Career development is aligned with personal goals as well as corporate objectives 4. Have a culture which values, supports and rewards learning 5. Responsibility for career development is shared 6. There is accountability for career development 7. Give managers training on how to help employees with career development 8. Give employees the processes, information, tools and resources they need to develop their careers 9. Are good at communicating with employees 10. Offer their employees a number of development options 11. Emphasize experiential learning 12. Integrate career management processes into other key human resources processes 13. Identify and give special attention to high potential employees 14. Focus on identifying leadership throughout the organisation Direct impact of 15. Regularly evaluate their career development system Career Management approach 35 Indirect impact

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