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„HR disain Taanis“ - PAREintra.pare.ee/files/Presentatsioon.pdf9.01.2013 9 Our Winning Way...
Transcript of „HR disain Taanis“ - PAREintra.pare.ee/files/Presentatsioon.pdf9.01.2013 9 Our Winning Way...
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„HR disain Taanis“
Taani õppereisi klubi
Õppereisi delegatsioon:
• Elina Kallas, Eolane Tallinn AS personalijuht
• Elina Orumaa, Sisekaitseakadeemia persoanliarendusosakonna juhataja
• Erge Heido, PerCapita OÜ juhatuse liige
• Kadi Steinberg, Eesti Energia personali arendus- ja koolitusjuht, PARE juhatuse liige
• Lilja Normak, Elering OÜ personalijuht
• Reet Treial, JELD-WEN Eesti AS personalijuht
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Väärtused, väärtuspõhine juhtimine
Taani organisatsioonide näitel
Reet Treial
JELD-WEN Eesti AS
• Väärtuspõhine juhtimine tähendab ettevõtte juhtimist nende väärtushoiakute abil, mida juhtkond ise oluliseks peab. Väärtused on teatud tõekspidamised, mida organisatsioonis rõhutatakse ja mis suunavad inimeste käitumist igapäevategevuses.
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IKEA
• The largest interior design company
in the world
• 130.000 employees
• 325 stores in 38 countries
• 9.600 articles
• 734 mio. visitors
• Catalogue is published: 208 million
copies in 63 editions in 30 languages
IKEA facts
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The true IKEA Spirit…
Is built on our values:
• Enthusiasm,
• Constant striving for renewal
• Cost-consciousness
• Readiness to take responsibility
• Our humbleness and
• Simplicity in our way of doing things
The Spirit!
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The role as a leader
• Being a manager is your position
• Your leadership style is your approach
• Your leadership is based on your values and
strengths and formed by your experiences
• You build relationships and connect with others
…you as a leader…
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Bauhaus
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In other words • The best prices in the business.
• Best opening hours.
• Competitive prices.
• Warehouses large and easy lay-out so it’s easy to find what you’re looking for.
• Professional and competent employees, who make sure that there is a high service level.
Hiring the right persons
• Qualified candidates are being selected
• Each candidate fills out a personality test
• We are hiring people basically caused on their personality
• …..And especially their attitude
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Symphogen
Values
• Pioneering
• Teamwork
• Committment
• Diversity
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Watson Pharmaceuticals+Actavis
Watson Pharmaceuticals+Actavis
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Our Winning Way • Challeng
• We think smarter and act faster. We develop creative solutions. We go the extra distance.
• Connect
• We work together as one company to create and share best practices. We unite local knowledge with global resources. We seek to be the partner of choice.
• Commit
• We are accountable and socially responsible. We never compromise quality. We deliver what we promise.
V. Guldmann
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The world according to Guldmann
The Crew The way we act is described in Guldmann’s FACT of life
• Flexibility
• We know and we act in accordance with the fact that what is right today may be wrong tomorrow - we do not have a monopoly of the truth
• Ambitions • We set common ambitious goals and strive for
improvements
• Competence • We know what we talk about. The abilities and the
knowledge of the individual is our common strength
• Trustworthiness • We inspire to confidence in us through confidence in
each other.
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The Ship’s Course
The course we have set to secure that we reach the goal and win, is described in our strategy
• FOCUS
• On business areas, core competences and human relations – narrow and deep
• GROWTH
• Through organic development
• SIMPLICITY
• We take the straight line to the goal - KISS
• INDEPENDENCE
• We take steps to ensure our freedom of action
We are participating in a race, not a cruise – and we are here to win
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Tänan! Küsimused?
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Defineeritud lähenemine juhtimisele – Leadership approach ja autentne juhtimine – IKEA
– Leadership statement ja framework – Nordea
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The IKEA Leadership Approach
It’s an approach, not about the power of the position. It’s about:
• Being passionate about people
• Our unique leaders
• Decisions that are based on common sense & simplicity
• Trust
• Responsibility
• Navigating through dilemmas every day
Leadership approach
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Kompetentsimudelid – IKEA
– Actavis
– Milestone
– Nordea
Our six core leadership capabilities
• Develop the business and deliver results
• Lead and develop people
• Inspire and clarify
• Create togetherness
• Find better ways
• Enable change
Leadership Capabilities
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Juhtide hindamine – 360 tagasiside
– pühendumuse-rahulolu uuringutega
– talentide hindamine
– juhtimise indeks
360 Leadership Evaluation Process
Stage 1
Leadership-evaluation
questionnaire
Stage 2
Report Feedback & reflecion
OUTPUT: Temporary narrowing down of development areas
Stage 3
Dialog-meeting with the employees in
each team
OUTPUT: Inspiration to work further with development goals
Stage 4 Leadership
development dialogue (meeting
with Director)
OUTPUT: Qualification &
possible supplementary
development goals
Stage 5
Preparation of Development Plan
OUTPUT: Development Plan
Stage 6
”Final” feedback to Team regarding
development areas
OUTPUT: Invitation to support
Stage 7
Establishment of ”læringsgrupper”
OUTPUT: Inspiration and support to
maintain development areas
Stage 1 = 15-18 June Stage 2 = 21/6 – 9/7 Stage 3 = 9-23 August Stage 4 = 24-31 August Stage 5 = 1-13 September Stage 6 = 20-24 September Stage 7 =
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How to assess potential?
Aspiration Engagement
Ability
High Potentials
Aspiration
The extent to which a
coworker/leader:
• constantly gets involved with
responsibility more than defined on
his/her profile
• obtains responsibility of larger
scope
• wants to constantly improve and
develop
• is driven and strives for
improvements and better results
• has the ambition to lead business
and/or people
• get satisfaction from achieving
results
Engagement
The extent to which a
coworker/leader:
• shares and believes in IKEA vision,
value and has a passion for our
product and business
• believes that staying IKEA is in
their best interest for their future
growth
• Is willing to go “above and beyond”
• mobility (national and international)
Ability
Intellectual capability:
• ability to understand, process and learn facts and information fast
• ability to see the bigger picture and how other areas correlate to
his/her own
• ability to make plans to get to a desired result
People skills:
• natural ability to team-work, understand, influence, inspire & lead
others
Obtained skills:
• technical skills and knowledge that come out of training.
• functional expertise
A high potential demonstrates naturally a higher than average level of aspiration, engagement and ability
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Arenguprogrammid – Bauhaus
– Nordea
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Esmatasandi juhtide arendamine Nordeas
HR strateegia: näited süsteemsest
ärikesksusest
Lilja Normak
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Symphogen’s vision is to create superior antibody therapeutics by decoding the wisdom of nature
To create a better everyday life for the many people
Äri- ja personalistrateegia seos *Milestone *Nordea
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Nordea näide
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HR võtmenäitajad
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Levinumad näitajad
Haiguspäevad
(V: 2,9%; S:3,2%)
Tööjõu voolavus
(V: 0,5%)
Staaž
(V: 7,7%; S: 5,6%)
Haiguspäevad
(5,5%)
Tööjõu voolavus
(12-18%)
Juhtimiskvaliteet
(juhtide uuringu põhjal)
Pühendumus (%)
Juhtimiskvaliteet (%)
Töötajate eesmärkide täitmine (%)
Tööjõu voolavus (10%)
Staaž
(47% 3a a enam)
Häid ideid Eesti avaliku teenistuse organisatsioonidele –
mõtted Taani õppereisilt
Elina Orumaa
Sisekaitseakadeemia personalijuht
07.01.2013, Tallinn
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Millele mõelda Eesti avaliku teenistuse organisatsioonides?
Personalijuhi roll organisatsiooni strateegilise juhtimise juures + süsteemsus – vormistaja vs põhitegevuse efektiivsuse võimaldaja? – kõik organisatsioonid, nt Actavis, Milestone, IKEA, Nordea
Erisuste tunnustamine (diversity) – eelkõige ealise, soolise ja päritolust tuleneva diskrimineerimise lõpetamine - IKEA, Aarhusi linnavalitsus, Symphogen, Bauhaus
Millele mõelda Eesti avaliku teenistuse organisatsioonides?
Väärtuspõhine juhtimine – sõnad ja teod kooskõlas ja väljatöötatud koos „omanikuga“, pigem vähem ja töötajatele selgemad – nt Actavis, IKEA, Nordea, Guldmann, Aarhusi linnavalitsus, Milestone
Ametnike väärtuspõhine valimine ja pädevuspõhine roteerimine läbi karjääri – IKEA, Bauhaus, Nordea, Milestone
Ametnike professionaalsuse tõstmise pehme toetamine – Aarhusi linnavalitsus
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Millele mõelda Eesti avaliku teenistuse organisatsioonides?
Selge eesmärk silme ees – kõik organisatsioonid
Töötajate väärtustamine – kõik organisatsioonid
Soov pakkuda suurepärast teenust – nt Bauhaus, Milestone, IKEA
Personalijuhi (ja –töötajate) kvaliteet – haridus, keeleoskus, avatus – kõik organisatsioonid
TÄNAN!