Integrirano upravljanje radnim učinkom i talentima u kompaniji

Integrirano upravljanje radnim
učinkom i talentima u kompaniji
Ericsson Nikola Tesla
Željko Antolić, M.Sc.E.E.
Lead HR Generalist and Talent Management SME
Ericsson Nikola Tesla d.d.
Zagreb, 2014-06-04
Teme prezentacije
1. Osnovni podaci o kompaniji
2. Kompanijska strategija usmjerena prema zaposlenicima
3. Ericssonovi HR procesi za upravljanje talentima i radnim
učinkom
4. Ericssonov HR alat za upravljanje talentima i radnim
učinkom (ITM – Success Factors)
O kompaniji
Ericsson Nikola Tesla
Ericsson korporacija
Tim od 1727 stručnjaka
83% visoko obrazovanih zaposlenika
 9% doktora i magistara znanosti
 Kontinuirani razvoj stručnih, poslovnih i socijalnih
kompetencija
 Naši zaposlenici uz tehnička znanja posjeduju
interdisciplinarne, kognitivne te vještine rješavanja problema
 Visoki rezultat zadovoljstva naših zaposlenika,
sudjelovanje 96 % (HCI 85)
 Surađujemo s domaćom i međunarodnom akademskom
zajednicom i svjetskim znanstvenim organizacijama
 Kroz inovativni proces stvaramo globalno vrijedne inovacije
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ODGOVORNOSTI
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Istraživačko-razvojni centar (R&D)
Centri za cjelovita komunikacijska rješenja i usluge
- operatorski i neoperatorski segment
Marketing i prodaja ICT proizvoda, rješenja i usluga
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Više od 110.000 zaposlenih
Prisutnost u više od 180 zemalja svijeta
Ericsson ima dugu povijest inovacija i
pionirskog razvoja novih generacija
tehnologija za učinkovitiju i bolju kvalitetu
telekomunikacija.
Više od 1000 mreža
40% mobilnog prometa ide preko
Ericssonove opreme
Ericsson svojom upravljanim uslugama
pokriva više od 1.000.000.000 pretplatnika u
cijelom svijetu
Ericsson Nikola Tesla
Kompanija usmjerena prema zaposlenicima
Temeljne vrijednosti: profesionalnost,
poštovanje, ustrajnost
razvoj karijere u ETK
Velike mogućnosti za razvoj i izobrazbu
INVESTIRANJE U LJUDE
Fokus na razvoj liderskih vještina
Vještine za vođenje projekata
Najviša tehnička znanja
Komercijalne vještine
Individualne certifikacije
rukovodne
pozicije
internacionalni
timovi
vođenje
projekata
prodaja i
podrška
prodaji
karijera u
području usluga
istraživačko
razvojni poslovi
STRATEGIJA - ZAPOSLENICI
IZGRADITI NAJBOLJE TALENTE U INDUSTRIJI
Strategija se temelji na potrebama posla i na našem poznavanju trendova i okoline
Pribavljanje
Talent
Acquisition
talenata
Talent Management
Razvoj
i upravljanje
and Development
talentima
Enabling
Ericsson’s
Omogućavanje
competitive
konkurentske
advantage
prednosti Workforce
High
Performance
Kultura visoke
Culture
učinkovitosti
Planning
Workforce
Planiranje
Planning
resursa
• Omogućiti održivu konkurentsku prednost, izgrađujući najbolje talente u industriji
• Balansirati učinkovitost, djelotvornost i angažman zaposlenika
Od strategije do Individualnih ciljeva
Strategija
KUPCI
M is a o n o VOđ e n j e
u s m j er en o n a b u d u ć e
p o t r e b e in d u s Tr ij e
STVARAN JE
VRIJEDNOSTI ZA
KUPCA
pr a v o d o b n a
ISPORUKA
VRHUN SKa
k v a l it e t a
ICT KOM PANIJA
sl j ed e ć e
g e n e r a c ij e
r e g io n a l n i ICT l i d e r
Organizacijski
Ciljevi
ZAPOSLEN ICI
PRIVLAČENJE
TALENATA
Individualni ciljevi
DION IČARI
Ko m p a n ij a k o j u
po k r eć e s t v a r a n j e
v r ij e d n o s t i
OSN A ŽITI LJUDE ,
POSLOVA N JE I DRUŠTVO
o s ig u r a t i pr o f it a b il a n
r a s t pRODAJE
VISOKA
UČINKOVITOST
Os ig u r a t i pr ih v a t l j iv e
ma r že i n ov č a n i t o k
KULTURA
INOVACIJA
MOTIVIRANI
LJUDI
OSIGURATI PRODAJU
UN UTAR GRUPACIJE
k o j i p o t i č e i u s m j e r a v a r a z v o j k o m u n ik a c i j a
Customer
Employee
Shareholder
market view
capabilities/organization view
financial view
Commitment
Stretch
Robust
Target 1
Target 3
Target 6
Warning
Commitment
Commitment
Target 2
Target 4
Target 7
Off track
Target 5
Integrated Talent Management
(ITM – Sucess Factors)
Globalni alat za podršku HR procesima za upravljanje talentima i
osobnim radnim učinkom
HR Processes supported by ITM
process cycle
Tools Q2 2012
After Phase 1
WF planning/Headcount forecast
Define job role competencies
Update organization info
Recruitment requirement
Recruitment approval
Search & select candidate
Define terms & conditions
Approve terms & conditions
Administer onboarding
Time reporting
Enter / update basic information
Reports & analytics
Set STV/SIP goals
Set individual goals
Set development goals (short & long term)
Follow up development activities
Update CV
Performance evaluation
Nomination to Talent pool
Nomination to Key Contributor program
Calibration
Confirm performance eval., potential and TP or KC
STV/SIP payout
Salary review
Confirm new salary
Long term development activities
Internal mobility
Internal transfer
Termination administration
Excel
MSS
MSS
eJobs
Manual
eJobs
Local tools
Local tools/Manual
Local tools/Manual
ESS/MSS
ESS
Local tools/Excel
Local tools/Manual
IPM online/Paper
IPM online/Paper
IPM online/Paper/MyLearning
ESS
IPM online/Paper
MSS (HRMS) & Excel
Excel
Excel
IPM online/Paper
Local tools
Local tools
Local tools
Academy Space/MyLearning
eJobs
eForms/Manual
eForms/Manual
Excel
TBD (MSS or ITM)
MSS
eJobs
Manual
eJobs
Local tools
Local tools/Manual
Local tools/Manual
ESS/MSS
ESS
After Phase 2
ITM
MSS
ITM
ESS/MSS
ESS
ITM
ITM
Academy Space/MyLearning
eJobs/ITM
eForms/Manual
eForms/Manual
eForms/Manual
eForms/Manual
ITM Modules per phase
To-Be IT tools
Phase 1
HRMS as master data repository
Compensation
Management
• Salary (incl. reviews)
• Variable pay
Integrated Talent Management
Career and
Competence Model
• Set competence requirements, job stages and
role descriptions to support IPM, compensation
management and talent planning
eForms/Manual
Phase 2
Talent
Planning
• Identify leaders and other talent
• Talent pools, selections and nominations for
talent pools
• Plan development activities
Individual Performance
ITM
Management
• Performance evaluation
• Individual reviews in projects
• Goals
• Development plans
Recruitment
• Internal recruitment
• External recruitment
Learning
• Learning management system based on input
from the other areas in ITM
Workforce
Analytics
Workforce
Planning
• Based on data from the other areas in ITM
and HRMS
• Common source for reports and headcount
data for annual reports
• Continuous planning rather than reactions to
changes in business
• Proactive planning and business support.
ITM Home Page
IPM – The core HR Process
Complete!
IPM Conversation 2014
Performance 2013 (Acknowledgment)
Based on my job role; what Performance
Goals do I suggest? What Aspirations do
I have? What Development Goals do I
see to achieve those?
2
Agree Performance Goals
Agree Development Goals
Set expectations on “It begins with us”
Discuss Aspirations
Manager signs off goals for
2013 in ITM
10
Finalization
5
3
9
Final Rating
Employee suggests goals
for 2013 in ITM
Manager reviews &
comments goals
8
7
4
1
Pre-discussion on
IPM 2013
How can I contribute to
business directions and
strategic goals?
Calibration
Self Assessment &
Preliminary Rating
6
IPM Conversation 2013
Performance 2012 (Acknowledgment)
Agree Performance Goals
Agree Development Goals
Set expectations on “It begins with us”
Discuss Aspirations
Goal Setting
Mid Year Review
Feed back on Performance
Coaching on Development
Mid year, Prel Rating & Calibration
IPM Form
Performance Goals
Values and Principles
Career Aspirations and Mobility
Development Goals
Succession Planning
ITM Training on Ericsson Academy
› On-line Tutorials
– Online training modules, based on powerpoint with voice-over, presenting HR
Principles and Processes
› Quick Reference Guides
– 1-3 page job aids with key step by step
directions in the tool
› PowerPoint Training decks
– Power-point versions of the online tutorials,
supporting the possibility to download for
local use and translation
› Interface descriptions
– Q&A Scripts for HR Support in frequent
questions and answer guides

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