Moving Forward seminarie oktober 2014 - Great Place to Work

1. 22-10-2014
#GPTW

2. October 8, 2014, Ferdi Claes
Flex Income Plan
© 2011 CTG, Inc. 2

3. Flex Income Plan (FIP): what?
Flexible remuneration
■ that enables employees to pick and mix their own salary package to
suit their personal needs and situation
■ all of this on a budget-neutral basis
■ running fully automated in a software tool
■ tailored to our HR strategy
© 2011 CTG, Inc. 3

4. FIP: why?
People expect
 An individualized approach
 “Tailor-made” service
 Flexibility
CTG wants
 A unique and innovating HR policy
 A more attractive “Brand” towards the labour market
 Good employee satisfaction and retention
© 2011 CTG, Inc. 4

5. “Cafetaria plans”@CTG
CTG’s flexibility towards compensation & benefits includes
□ Group insurance
(medical care, disability, retirement & life insurance)
□ Company cars
(free choice, based on budget)
□ Flex Income Plan (FIP)
© 2011 CTG, Inc. 5

6. FIP: to be considered before you start
■ Difficult, complex matter
■ Many & very strict rules/legislation
Look for a strong, skilled partner
CTG > SDWorx
Individual’s responsibility is crucial
Individual needs to be well informed

7. The 7 basic principles of FIP
1. The value of the employee’s total gross salary package should remain the
same
▫ The employee should be well informed of the consequences of choices made
eg. choosing for less cash could impact his or her pension
2. Employee is totally free to participate in the program or not
3. FIP is designed to facilitate optimization of the package based upon
personal needs, preferences and situation, but is not intended to optimize it
financially
4. FIP is compliant with all labour, tax, social security legislation
(written agreement between SDWorx and social security)
5. FIP implies an (annual) addendum to the labour contract and is integrated in
other documents: labour regulation, staff handbook,…
6. FIP is budget neutral for CTG
7. FIP creates no additional obligations for CTG
© 2011 CTG, Inc. 7

8. What make this FIP unique?
■ Innovative: 1st (IT) company in the market
■ Diversity of choice
■ Open to all CTG employees
■ Employee self-service portal
■ www.MyWorkAndMe.com (WebWorx SD):
□ Pay slip, 281.10, C&B statement, Group Insurance overview
□ Online module “Absences”
□ New: online FIP module
▫ For employees: to enable simulations
▫ For HR administration: to limit the additional workload
© 2011 CTG, Inc. 8

9. Online FIP-module
© 2011 CTG, Inc. 9

10. Our “Shop”
Create budget Available benefits
• Company car (lower category)
• CTG & seniority holidays
• Employee referral premium
• Business referral premium
• Seniority premium
• Variable salary
• Transfer from last cycle
• Mobility
• Company car (higher category)
• Health & social benefits
• Supplementary child allowance
• Additional medical insurance
• Individual pension plan
• Work/life balance
• Additional holidays
• Maximize cash
New in 2013
• Share options
• Cash
• Charity
• Transfer to next FIP cycle
New in 2014
© 2011 CTG, Inc. 10

11. Getting started
■ More info on our HR Intranet – Flex Income Page:
https://central.eu.ctg.com/SS/HR/FIP/default.aspx
□ FIP FAQ’s (Frequently Asked Questions)
□ FIP Manual
□ FIP Presentation
■ Questions/remarks > Hr.eu@ctg.com
© 2011 CTG, Inc. 11

12. FIP cycle
■ Yearly FIP cycle : beginning of the year
Announce-ment
Jan
15th
Info
sessions
Jan
Feb
Wk 1
Mar
Individual
coaching
End
Mar
End
Apr
Addenda
contracts Apr Process
payroll
■ Upon car lease renewal (2 cycles a year)
Information
Package & tool
© 2011 CTG, Inc. 12

13. Our “Shop”
2012: 12%
2013: 30%
2014: 34%
Create budget Available benefits
16% 6%
• Company car (lower category)
• CTG & seniority holidays
• Employee referral premium
• Business referral premium
• Seniority premium
• Variable salary
• Transfer from last cycle
• Mobility
• Company car (higher category)
• Health & social benefits
43%
• Supplementary child allowance
• Additional medical insurance
• Individual pension plan
• Work/life balance
• Additional holidays
• Maximize cash
52%
31%
14%
• Share options
• Cash
• Charity
• Transfer to next FIP cycle
19%
36%
75%
© 2011 CTG, Inc. 13

14. When people connect...
... new ideas get born.
Ferdi Claes
MD HR CTG Europe
ferdi.claes@ctg.com

15. Minerva,
Een vernieuwd eindeloopbaanbeleid
Great Place To Work – Gent 6/10/2014
KBC Bank& Verzekeringen
Corporate HR , dienst PGP Specialised Advice
bart.mellaerts@kbc.be

16. 16
Wat ?
- Aanleiding,
- kader
- Onderdeel van ...
- Uitgangspunten
Loopbaan tracks en I-deal + Extra
aandacht voor Track 5
Balans

17. 17
Feiten op een rijtje ...
 Pensioenwetgeving
 Stimuli afgebouwd en gepenaliseerd
 Behoud van kennis  War For Talent
 Europese werkzaamheidsgraad van 55+ versus cijfers van KBC
 Demografische leeftijdspyramide werknemers KBC
 Deeltijds werken blijft stijgen om langer vol te houden
 Van talentverkwisting naar talent- en kennisbehoud (KBC intern)
 Maar ook: actieplan 45+ , maatschappelijke druk
 ...
Alg.

18. 18
 voor 55+ medewerker die op constructieve & pro-actieve wijze
over zijn loopbaan (vervolg en einde) kan praten en nadenken,
geconcretiseerd in moreel engagement ( I-deal).
 waarin I-deal een stimulans is voor gemotiveerde mdw’ers op
“oudere” leeftijd, en ieder duidelijkheid en zekerheid wil bieden.
 voor lijn-management in een pro actief HR beleid
 dat leidt tot respectvolle en gewaardeerde arbeidsrelatie
tussen alle partijen (om met goesting te blijven (samen)werken).
 waarin binnen het kader van HR beleid , CSR en commercieel
beleid een win-win kan bekomen worden met non profit,
social profit & profit voor inzet van medewerkers buiten KBC

19. 19
Minerva, onderdeel v.e. ruimer personeelsbeleid
HR in evolution
KBC4Society
Reward4green
Move
Feed your body
Mind
Care
Actief eindeloopbaanbeleid
- Pensioeninfodag
- Aanloop voor opruststelling (AVO)
- Sociaal fonds, Kringwerking
Start-it’s
The Pitch

20. 20
Uitgangspunten Minerva
 Duurzame inzetbaarheid, geen
waardevernietiging
 Zelfbeschikking via introspectie geeft
vorm aan keuzerecht
 Levensfase bewust loopbaanbeleid
 Performance en output
is leeftijdsonafhankelijk
Belangrijk : bedrijfsklimaat
installeren/creëren waarin
Dit is de
change,
de uitdaging
het thema openlijk
bespreekbaar wordt
gemaakt en mee-evolueert
op het ritme van bedrijf &
samenleving
Het KBC Minerva motto is :
“Zet medewerkers in op wat ze graag doen,
goed doen en waar ze zelf voor kiezen.
Dan zal het langer werken heel spontaan gaan”

21. Introspectie medewerker
21
Competenties
en
belangstelling
Zelfbeschik-king
Tijdsbesteding
Functieniveau
Duurtijd
+ consequenties

22. 22
5 loopbaan tracks
Alle tracks zijn
evenwaardig &
kunnen wijzigen

23. 23
i-deal (Denise Rousseau. V.S.)
behoeften
medewerker
wensen
KBC
sociale situatie
noden
structuur
kennisbehoud
Win–Win voor elke partij
doelstelling

24. 24
Track 5
Extra aandacht voor
Minerva Track 5

25. 25
Track 5 : inzet buiten KBC
 KBC wil interne loopbaankeuzes aanbieden  99% vd medewerkers
 Naast dagelijkse KBC-job ook know how ter beschikking van raden van
bestuur & beheersraden van organisaties en instellingen  vrijwillig
 Maar… ook externe loopbaankeuze  = vernieuwend , creatief ,
innoverend ...
Aanbod van KBC-ervaring aan Social & Non-Profit & Profit
organisaties KMO’s / start-ups …
beperkte mogelijkheid creëren om specifieke kennis en ervaring tijdelijk in
te zetten in een andere context, als (einde)loopbaankeuze + als verrijking
voor de volledige KBC-loopbaan

26. 26
Track 5 : inzet buiten KBC
 Transparant aanbod bedrijfswijd, publicatie vacature
 Alleen ambassadeurs
 Elk dossier is maatwerk , 100% financiële match is utopisch
 Gericht aanspreken is succesvoller dan solliciteren/vacatures
 KBC beslist of “samenwerkingsprojecten” passen binnen:
 KBC CSR-policy , Commercieel beleid Divisie België & HR policy
 4 trends merkbaar :
 Van full sponsoring  kosten delend
 Van detachering naar nieuw contract (fin. last voor inzet organisatie stijgt)
 Aanvragen stijgen , met professionalisering vd vraag
 Kortstondige opdrachten  6m – 2j  maar ook nood aan langere inzet

27. 27
Aanpak project
Marktstudie, trends, tendensen, gesprekken in- en buitenshuis,
specialisten en bij senioren, gepensioneerden, bij 50-jarigen...
Uitwerking via multi–disciplinair team , verschillende leeftijden
Workshops: doelgroepen, sociale partners,
kaders, leidinggevenden, juristen
Communicatie via allerlei
kanalen, uitwerking van
idee tot detail, mindset creëren , change in gang zetten
(1,5j voor implementatie is communicatie gestart)
2012
2012/2103
2013/
2014
2014
Roll out, bewustmaking,
En verder ... : continue verbetering, voorbeelden & getuigenissen
bekendmaken, werken aan weerstanden, opvolging

28. 28
Minerva Balans – waarom werkt het of
waarom werkt het (nog) niet !
Schaalgrootte vnl. naar
deeltijds en T5,
Inpasbaar in ruimer loopbaanbeleid
Vernieuwend + persbelangstelling,
Langer werken is niet KBC specifiek
Goede voorbeelden helpen
Terugkeergarantie
Story telling + communicatie
mooi theoretisch model
belangt de mdw’er persoonlijk aan
Achterdocht, geen push
Taboe : financiële consequenties +
mentale shift voor lichter werken
Nood = individueel verschillend ,
tijd en prioriteit
terugkeergarantie schrikt af
Openheid versus lijstjesvorming
Loonkost discussies versus
kosten ratio
Stimulerend
Afremmend
MINDSET
Succes ?

29. 29
Vragen ?
bart.mellaerts@kbc.be

32. Jeremy Pauliat
Store Manager in training
Decathlon Namur

33. Photo en situation sportive de chacun d’entre nous
Carole Janssens
Employer Brand Manager

35. 7 Department Managers
For September
11 Department Managers
Until January 15

36. DECATHLON NAMUR LAUNCHES
AN ORIGINAL EVENT
SPORTIVE RECRUITMENT?
COLLABORATIVE RECRUITMENT ?
Sales Advisors, Department Managers,
Store Managers recruit together their
future colleagues or boss !

37. THE RECRUITS
DECATHLON OUTDOOR CHALLENGE
September 11th, 2014
1 Unprecedent day
Based on our human values
50 Candidates
18 Recruiters
9 Trials throughout the day
1 Video to reveal The Recruits

39. OUR FINAL POINT OF VIEW
8 Managers loving their new team
Ready to take decisions
COMMUNICATION
Employees
Candidates

40. If you want to
go far
Go alone
If you want to
get further
Go together
AFRICAN PROVERB

41. goudengids.be Values
Meet Goldie!
Moving Forward – GreatPlaceToWork – Oct-8, 2014

42. PURPOSE & APPROACH

43. Purpose
Increase employee engagement
Improve EOS (Employee Opinion Survey) score
Raise involvement and add fun factor to goudengids.be as employer
Strengthen evaluation skills
Explain (desired) behavior that is linked to the more theoretical values
Alignment of sales and non-sales competences
Speak one language
44
Intro

44. General principles
Bottom-up approach
(Inter)action makes the difference; communication is supportive
Make use of existing meetings and means of communication
Incorporate internal branding in the day to day job, not on top
Offer tools to enhance the link between brand and behavior
Creative approach (common thread = Goldie)
Continuously keep it moving in order to establish a long term effect
Visible commitment of the company leaders is crucial
45
Intro

45. Building blocks
46
Building
blocks

46. 0. Define the brand compass
47
Building
blocks

47. 0. Define the brand compass
48
Building
blocks

48. 0. Define the brand compass
Questionnaire:
Executive Leadership Team + 45 people of different levels / departments / language groups
Interviews:
15 -> 45
e.g. “If you were CEO, what would you start and stop doing?”
e.g. “Describe the type of people that are successful at goudengids.be.
What kind of behavior do they show?
Workshop: ELT
49
Building
blocks

49. OUR VALUES

50. How our employees perceive the company today…
51

51. … and tomorrow
52

52. Based on feedback of 50 internal ambassadors and
the ELT, four new values were born
53
The future begins today
Le futur commence aujourd’hui
De toekomst start vandaag
Quality is key
La qualité, c’est clé
Kwaliteit - Altijd
Get out, get social
Elargis tes horizons
Weet wat leeft
It starts with you!
A toi de jouer!
Het begint bij jezelf!
Evolution
Quality
Social
Ownership

53. INTRODUCING THE VALUES

54. Overview of approach
55
Value plans per department
Individual action points
Company-wide initiatives
Supportive communication

55. Most value campaigns are…
56

56. Value Manager @ goldenpages.be
Meet Goldie
57
Concept

57. 4 recognizable cartoons were created to strengthen the
visibility and recognition
cartoons

58. 59
Supporting communication

59. 60
60
Presenting the Culture Club

60. GAINING MANAGEMENT
SUPPORT

61. Value plans per department to embed the
company values in the day-to-day working
environment
Value plan
detailed action plan per value, developed by the different
departments to be integrated in their existing processes and/or
projects
Involvement of our senior management team via SLT off-site:
SLT off-site day 1:
Business Openers (external partner)
Cocktail workshop
Card on pillow
SLT off-site day 2:
Set the scene
Value action plans
Value manager
62
Value plans per department
Individual action points
Company-wide initiatives
Supportive communication

62. Set the scene
63
22 October 2014
Confidential / for internal use only

63. Example of desired outcome of the value plan
after workshop SLT off-site
Department: HR Value: Get out, get social
Idea / Concept
Integration in
(project /
process)
Key Actions
Performance measurement
indicator(s)
Timing
Value
Manager
Augmented
visibility of gp.be as
employer
Recruitment Identify universities that best
fit our needs and culture and
set up active partnerships
Set up ‘go to university’-team
Represent gp.be at job fairs
Identify potential lecturers in
the company
Number of partnerships
Number of incoming
candidates
Academic year
2014
Niko
Parmentier
64
Value plans per department
Individual action points
Company-wide initiatives
Supportive communication

64. IT STARTS WITH YOU

65. 66

66. 67 22 October
Confidential / for internal use
2014
only

67. Value Managers: It starts with you!
68
Departmental
action plans

68. Individual action points to stimulate
employees to contribute to the company
values within their own job
69
Individual action points
Card to indicate personal action point
Include in end-of-year performance review 2014
Wall per department
Best individual action receives a plush Goldie
Value cocktail
Value plans per department
Individual action points
Company-wide initiatives
Supportive communication

69. To increase engagement every individual employee will
be encouraged to participate and provoked to share their
insights
Introduction of each value at the different kick-offs / departmental meetings
Explanation of value script
Introduction individual action points
Presentation departmental value plan by value manager (incl results previous value
plan)
70
Individual
action points
Each employee to fill an individual action
point
action points will be included in end-of-year
performance review 2014
Value action points wall per floor/ shared office
Online voting system for most popular action
point

70. We got to know you thanks to your individual action cards
71
Individual
action cards
Lawrence Ong

71. 72
Goldie is
alive!

72. Meetings with our internal ambassadors revealed a number
of interesting learnings
73
Learnings
from
ambassadors
Everybody knows Goldie and adores him
The value ‘It starts with you’ is well-known (also where it stands for)
The value ‘It starts with you’ is used in e-mail, thank you messages,…
Supportive communication is highly appreciated (toolbox, stickers,…)

73. GET OUT GET SOCIAL
74

74. 75 22 October
Confidential / for internal use
2014
only

75. Value Managers: Get out, get social!
76
Departmental
action plans

76. Supportive communication to create continuous visibility
on values
77
Supportive
communication

77. Additional action: detect and stimulate all #getoutgetsocial
related initiatives
Number of employees on Proud to be FB = 434
A large amount of posts support our company values but the link
between them and the values is not obvious enough
Increase the awareness and point out the ROI of the value by
stimulating the usage of the #getoutgetsocial
78
Proud to be

78. What is your individual contribution to ‘Get out, get social’?
79
Individual
action cards

79. How do you present goldenpages.be?
What is your elevator pitch?
80
Goldie
Challenges

80. Record your own elevator pitch in the Goldie chatbox
81
Goldie
Challenges

81. Elevator pitch: how would you present our company in
30 seconds?
82
Elevator
pitch

82. Cosy dining with a colleague you haven’t met before
83
Goldie
Challenges

83. Last but not least:
send us your holiday picture with Goldie!
84
Goldie
Challenges

84. 85

85. THANK YOU!

86. Stelling 1
#Bedrijfswagens worden in
2015 volledig vervangen door
een mobiliteitsbudget

87. Stelling 2
#Het Netflix-model is de
toekomst van HR

88. Stelling 3
#Online, video en social
media zullen de klassieke
rekrutering vervangen

89. Stelling 4
#55 plussers moeten bereid
zijn om hun loonverwachting
aan te passen