The document discusses development tracks for employees at GDF SUEZ Energy Benelux & Germany. It outlines three key development tracks: 1) job development tracks that are mandatory and job-related, 2) role development tracks for people managers and potentials that include both mandatory and optional training, and 3) career development that encourages self-directed learning. It also provides examples of job development tracks for IT architects and business developers, and describes the role development track for people managers.

1. Development Tracks
in GDF SUEZ
Energy Benelux & Germany
Nicole Van Autrève
Competence, Training & Development manager
June 2011
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2. Responding to energy needs, by maximising the use of
resources and fighting against climate change
• 218,350 employees in nearly 70 countries
• €84.5 billion in 2010 revenues
• €11 billion in investments annually for the period 2011-2013
• No. 1 independent power producer in the world
• No. 1 buyer of natural gas and importer of liquified natural gas in Europe
• No. 1 network for transporting and distributing natural gas in Europe
Key figures at year end 2010
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3. GROUP GDF SUEZ
6 Business Lines
GDF SUEZ ENERGY EUROPE & INTERNATIONAL (BEEI) with
8 business areas
• 2 European Business Areas: Benelux & Germany and Europe
• 6 Business Areas under the combined IP – GDF SUEZ entity
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4. Benelux & Germany
Core business
• We generate electricity
• We sell electricity, natural gas and
energy products and services
# employees:
• Belgium: 7,200
• Netherlands: 1,200
• Germany: 800
Headcounts approx. 31/03/2011
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5. HR – shared responsibility
HR - Organization
• Employees: Responsible for their own
development and career development
• HR Partners: Work together with business to set the HR
policy in practice & vice versa.
HR Partners
• Competence Centers: Develop and manage the HR
programs in consultation with the Management and the
HR Partners.
Service
Center
• Service Center: Handle HR payroll and administration
Competence
Center
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6. Employee segmentation strategy
• Diversified approach (for recruitment, detection and development) according to
different needs of the diverse segments.
• Topex
Key People • Potentials
• Experts
• People Managers
Leadership
• Supervisors
• Organizational Mobility
Mobility • Requested By employee
• International Talent Pool
Employability • Insufficient Performance
• Starters
Experience • Trainees
• 55+
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7. Learning & Development
@ Benelux & Germany
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8. Some facts…
Changing environment –
with impact on development
 Changing energymarkets –
liberalisation, sustainable
development, renewables
 new jobs – new competences
 Changing demography
 Changing organisations –
mergers
 Changing regulations, legislations
 Changing technology
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9. Some facts…
2010 – Training hours 449.630 %
Behavioral + Business 75.196 17
Languages 39.547 9
Operational 266.097 59
SSQE 68.791 15
9.610 trained persons, or 52 hours (= +/- 7 days) on average per employee
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10. Continuous Development in Benelux & Germany
 Common Competence Management
 Common Jobcatalogue / Profession Guide Group
 Common Development policy
 Management of Development offer
 New learning methods (e-learning, …)
 Build and implement common Development Tracks
 People managers
 Potentials, …
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11. Learning & Development@GDFSUEZ
Balanced Priorities - organisational & individual
 Job development – development tracks
 mandatory
 only jobrelated
 Role development – development tracks
 mandatory basic program
 self learning is stimulated
 Career development
own initiative is stimulated
 CoP / sharing knowledge and expertise
 Open vacancy policy
 Profession guide
 Career interview / Career Focus
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12. Business Aligned Development Tracks
= Regroup development actions and trainings,
planned in a specific order, and linked to a specific job or role
Job Development Tracks
Role & Job profiles IT, Purchasing, …
For jobs/Jobfamilies with:
- a lot of FTE‟s
- high rotation rates
- high development needs
Competences dictionaries
Role Development Tracks
People Managers
Potentials
Experts
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13. Job Development Tracks - examples
IT – architect
Business developer
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14. Role Development Track
People Manager
Why?
 Obtaining a high, equal standard of resultdriven people management
within the BA - Benelux & Germany
 Contribution to a common BA culture
 Enlarging mobility and career opportunities within the BA
 Sharing best practices and improve synergies
Firstline, middle Senior
Objectives Improve personal excellence and teamperformance Improve teamperformance through people and by
through operational people management. managing other people managers.
To perform and to improve competencies in current To perform and to improve competencies in current job.
job.
Learn to use skills and qualities in an effective way.
Competencies to  Operational : HR processes, H&S, Financial basics,  Operational: Refresh HR processes
be developed organizational knowledge
 Behaviorial : follow & adjust, developing others,  behavioral: team coaching, forming a team
planning, forming a team, giving feedback (multicultural, remote)
Learning methods E-learning, classroom training, 360° feedback, involvement of Manager N+1
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15. Development Track People Manager
Based on the Leadership Pipeline
(Drotter & Charan)
Business Leader, Group Leader,
Topex
Long term vision, inspiring
Strategic Director Functional Leader,
Functional strategy, long-term perspective
Senior Management Senior People Management
Managing other managers
Contribute through people
Middle Management
Selfmanagement,
Operational People Management
Firstline Management
Managing others
Advanced Operational Personal Effectiveness
Supervise
Operational
Individual contributor, Personal
Effectiveness
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16. Role Development Track
People Manager
Local delivery, local follow-up,Central delivery, central follow up,
Self-planning after invitation fundamentals - group track,
Advanced - individual 16
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17. Role Development Track
Why? Potentials
 Obtaining a pool of potentials, employable cross BA, with high equal development
opportunities within the BA
 Contribution to a common BA culture
 Enlarging mobility and career opportunities within the BA
 Supporting transfer of knowledge and skills within the BA
 Sharing best practices and improve synergies
Based on the segmentation of the Talent Pool
LFT program GDF SUEZ
Performance + Priority Personal Qualities
for observation
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18. Role Development Track
Potentials
Central delivery, central follow-up, combination group-track and self-planning and steering
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19. Some reflexions…
Balancing exercise between push and pull, with respect of budget
more
vaste balanced
a standard mandatory role
„free training tracks for all development
shopping‟ offer – (same roles, same tracks -
classroom training jobs) – classroom organisational /
+ e-learning individual
development
needs
Last years‟ evolution from „close the competency gap‟…
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20. Some reflexions…
more balanced
vaste
a standard role
„free shopping‟ mandatory
training offer development
tracks for all
tracks
Last years‟ evolution from „close the competency gap‟…
“The illiterate of the 21st
• Learning portal century will not be those who
… to
• Learning communities
“creating an cannot read and write,
experimental • Experiental learning
(simulation) but those who cannot
development
environment” • Adaptive learning learn, unlearn, and relearn”
(situational)
• Space and time to learn
Alvin Toffler, “Rethinking the future”
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21. Questions ?
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22. Thanks for your
attention !
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