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Risk management competency dictionary0
The document discusses talent management at LeasePlan. It provides an overview of LeasePlan's organizational lifecycle model and how critical success factors change over time as a company matures. It also discusses LeasePlan's strategy for developing talent, including identifying high potentials, developing career paths, and holding management development platforms. The talent development programs aim to provide leadership training, management skills training, and broader business knowledge.
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Risk management competency dictionary0
- 1. Talent management lpbr Een kijkje achter de schermen
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- 4. GEEN TALENT MAGBRAAK LIGGEN PAGE 4
- 5. ORGANIZATION LIFECYCLE 5 Value-added industry Profits Innovate Streamline Fleet 3 Advice Structure Car Grow 4 Commoditised Operational 2 industry Car Lease Finance Only 1 Start-up Market maturity PAGE 5
- 6. CRITICAL SUCCESS FACTORSOVER TIME Service Process Innovate Innovate innovation innovation Harmonisation & Cost Streamline standardisation excellence Seamless and efficient Structure organisational structure Service Customer differentiation Grow segmentation vs. competition High quality Service Invest in Start-up management excellence sales force (& culture) PAGE 6
- 7. factors? What shall we do to improve the success Project Portfolio Strategy Goals Achievement Strategy Monitoring Strategy deployment framework How we can monitor CSF (KPIs)? Strategy Deploy Critical Success Factors What is crucial to achieve Strategies? Strategies (Issues + Initiatives) PAGE 7 Mission Values Vision
- 8. Vision & mission To be recognized as the best service provider in fleet management, backed up by a healthy and sustainable growth & profitability To achieve excellence in service via high level of loyalty, engaged people and efficient processes & procedures PAGE 8
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- 11. Leaseplan academy -International Competency Dictionary Click to edit text Second level Third level Fourth level Fifth level PAGE 11
- 12. LPBR strategy Profitability & Themes Customers Employees Growth Comp. return % penetration 2010 - 2011 Improve insurance CSS TRIM index Comp result % TRIM index Managed fleet Professional recruitment Process improvement (GPI) Improve insurance penetration Redesign Salary house & Strategic IT platform & software/appl. Strict Contract management Benefits Initiatives improvement & Upgrades Cost management Training on technical and EEH Penetration & upgrade Risk mitigation measures overall business knowledge Internal SLA improvement Step out the nice, introduce and LP engagement program External SLA improvement or work out Strategic Management Development Contact Center improvement experiences (BCG report): Barueri Introduce Back Office Center 1. LTR Introduce Fuel Card 2. LAM 3. Elaborate TPL Car remarketing Marketing Invest in sales support material Best in class processes & procedures & management info Close gap customer/driver/LP Maintain & improve existing channel usage Dealer network recognition Symposiums (with Banks clients) CRI fully used /penetrate and train users Image building/Advertisement CARNEXT fully used Project Phoenix, The sequel PAGE 12
- 13. HR sTRATEGY 1. Drivingour HR function Professionalize and develop a strong HR community HR roles: networking and share best practices 3. Driving our future Develop HRM best practice on management development HR roles: knowledge management champion, guardian of culture and organisation & management development 5. Driving our HR procurement & Costs Develop HRM best practice, focus on global costs and procurement HR roles: create impact, HR as cost winner instead of cost centre 7. Driving & align our HR policies, products & processes Develop HRM best practices, standardisation, harmonisation HR role: Champion of PP&P PAGE 13
- 14. HR sTRATEGY DOHR DOF DOC DOPP&P • Management Development • Talent Development • Competency management • General business knowledge • Career planning PAGE 14
- 15. Layers of talent Click to edit text Second level Third level Fourth level Fifth level PAGE 15
- 16. Talent identification framework Performance / Potential matrix Solid Citizen High potentials ‘Plateau-ed’ (HiPos) Well placed High or or ‘Stars’ Performance ‘Workhorses’ Future may be Future potential elsewhere Needs remedial or Action Or ‘?’ Low ‘Deadwood” Low Potential High PAGE 16
- 17. Talent identification framework Performance / Potential matrix Rosana Jan High Piet Ellen Carla Performance Leo Patrick Erik Yvonne Linda Low Sarah Martin Low Potential High PAGE 17
- 18. Development/Career path identification Careerpath for each individual Name Future development few characteristics future training Possible future roles (1-3 years) RISK MANAGEMT FINANCE MANAGER HIGH POTENCIAL SMART THINKING AND FAST LEARNER LARGE KNOWLEDGE OF LP BUSINESS AND SYSTEMS FINANCE DEDICATED AND COMMITED STATISTICAL MODELS NEEDS MICRO MANAGEMENT INSURANCE RISK FURTHER ASSET RISK TRAINING * NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) ASSET RISK SPECIALIST HIGH POTENCIAL * AMBISCIOUS AND MONEY DRIVEN MONEY LAUNDERING LEASEPLAN PRODUTCS OVERVIEW ON RISK MANAGEMENT ACTIVITIES AT LPCORP FUTURE POTENTIAL * SELF MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) SENIOR RISK ASSISTANT * HIGH COMMITED PHSP PRODUTCS * PLEASURE TO WORK WITH FINANCIAL BASIC SKILLS ENGLISH LANGUAGE FUTURE POTENTIAL * NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) E-BUSINESS SPECIALIST * SMART AND FAST THINKEN LEASEPLAN PRODUTCS * NEEDS SPECIAL ATTENTION FINANCIAL BASIC SKILLS ENGLISH LANGUAGE E-BUSINESS SPECIALIST NEW EMPLOYEE MONEY LAUNDERING PHSP PRODUTCS OPERATIONAL RISK N/A COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) PHSP PRODUTCS FINANCIAL BASIC SKILLS ENGLISH LANGUAGE PAGE 18
- 19. Met elkaar eenbeeld vormen? Goede voorbereiding Structuur Minder is beter Rol P&O Management praat Sturen Adviseer Bewaak & monitor afhandeling Management is de boodschapper PAGE 19
- 20. Leaseplan academy -International Competency Dictionary Click to edit text Second level Third level Fourth level Fifth level PAGE 20
- 21. Performance & developmentmeasures time line Continuous performance & Monthly MD platform development measures Performance letters linked to Mid winter dialogue Year end challenge strategy PAGE 21
- 22. GROUP MANAGEMENT DEVELOPMENT Direct Manager assesses Direct Manager employee, based checks on competence development framework with competence framework Competence framework Local HR Director provides MD Manager with information for Succ. Pl. tool Succession Development Planning tool - LP Academy - Coaching GMDP MD Manager - Other prepares GMDP programm meeting es * MD, FD, Group Management Development Platform S(C)VPs - Advises on Succession Planning & - Discusses development needs - Nominates for LP Academy expats programmes
- 24. The Executive LeadershipProgramme ‘Providing leaders with a broader and deeper perspective, enabling a better understanding of key company-wide challenges, themselves and their role in it’
- 25. Leaseplan academy Click to edit text Second level Third level Fourth level Fifth level PAGE 25
- 26. The Talent DevelopmentProgramme ‘Providing managers with a broader and deeper knowledge, better understanding of strategy and different functions, the challenges in their corner of the business and their responsibility in it’
- 27. Leaseplan academy Click to edit text Second level Third level Fourth level Fifth level PAGE 27
- 28. The People ManagementProgramme ‘Strengthen the skills of the participants, so they can lead their teams easier, with expertise, respect, commitment and passion. Being more aware of their role in the team and the influence of their role. The programme will cover key topics such as self awareness, communication, developing others, team building and leadership behaviour’.
- 29. Leaseplan academy Click to edit text Second level Third level Fourth level Fifth level PAGE 29
- 30. Randvoorwaarden onderneming Strategieals uitgangspunt Organisatie ontwikkeling M/L Termijn Willen/durven investeren Stuur op gedrag/voorbeeld Top down Één stem/consistent Consequent/Transparant Maatschappelijke verantwoording PAGE 30
- 31. P&O de verbinding Ken uw onderneming Luister Visie Argumentatie/onderbouwing (literatuur, kranten, opinies) Niet voorschrijven/Advies Structuur Governance Draagvlak PAGE 31
- 32. Van P&O naarlijn, anders? Nee/ja Verantwoordelijkheid Visionair De juiste mensen Cijfers/cijfers/cijfers Kalm blijven Positivisme “Pleasen” Corporation Ken je talenten PAGE 32
- 33. THANK YOU QUESTIONS? PAGE 33