Internationalisierungsstrategien im Mittelstand ... · im Mittelstand - Erfolgsfaktor...

Bundesverband der Deutschen Industrie e.V.

Wuppertaler Kreis e.V. Bundesverband betriebliche Weiterbildung

Carl Duisberg Gesellschaft e.V.

Internationalisierungsstrategien

im Mittelstand - Erfolgsfaktor Personalentwicklung

Tagung am 11. Dezember 2007, Berlin

Erfolgreiche Personalarbeit in der Globalisierung Markus Dinslacken Manager Global Human Resources Henkel KGaA, Düsseldorf

Kurz-Thesenpapier zum Vortrag

„Successful HR management - creating value through HR”

Markus Dinslacken, Corporate HR Key Account Manager Purchasing

Henkel Gruppe am Standort Düsseldorf

[email protected]

+49 – 211 – 797 3888

Kurzbeschreibung:

Henkel als globaler und weltweit agierender Konzern in der Konsumgüterindustrie teilt sich auf in drei große Bereiche: Home Care, Personal Care, Adhesives Technologies:

Successful HR management - creating value through HR Markus Dinslacken, Human Resources Seite 1 von 2

Quality with Brands & Technologies

Home Care

Adhesives Technologie

PersonalCare

mailto:[email protected]

Die Unternehmensbereiche werden unterstützt durch Funktionsbereiche (Finanzen, HR, IT), zu denen auch der globale Einkauf gehört. Ähnlich einem eigenständigen Unternehmen versorgt der Einkauf übergreifend alle Bereiche mit den benötigten Waren und Leistungen (die Palette reicht von indirekten Materialen, wie z.B. der Beschaffung von Bleistiften, bis zur Beschaffung der benötigten Rohmaterialien zur Herstellung von bspw. Waschmittel).

Am Beispiel des Einkaufs wird die Präsentation aufzeigen, wie Henkel den Schritt von einer guten, zum Teil dezentralisierten Organisation hin zu einer exzellenten, weltweit zentralisierten Einheit vollzogen hat.

Dabei wird der Fokus auf den folgenden Punkten liegen:

• Henkels Visionen und die Bedeutung für das Personalmanagement

• Die Einbindung des Personalmanagements in den Henkel Einkauf

• Die Situation des Einkaufs aus HR Sicht im Jahre 2006

• Ziele und Maßnahmen zur Verbesserung

• Die Situation, wie sie sich heute darstellt

Successful HR management - creating value through HR Markus Dinslacken, Human Resources Seite 2 von 2

Successful HR management -creating value through HR

Markus Dinslacken

2Henkel / HR / M Dinslacken

Markus DinslackenCorporate HR KAM Purchasing /

Personalleiter Einkauf

Working @ Henkel:01.09.2000 – 31.01.2004: IT System Engineer, Düsseldorf

01.02.2004 – 30.04.2006: HR Recruitment, Düsseldorf01.05.2006 – 30.06.2007: HR Director in Scottsdale, Arizona

Since 01.07.2007: Corporate HR KAM Purchasing, Düsseldorf


Agenda

• About Henkel

• KPI‘ s

• Vision and Values / Strategy

• HR as Business Partner > Purchasing

• Where come from

• Targets

• Where we are today


Agenda

• About Henkel

• KPI ‘s



• Where come from

• Targets



Fiscal 2006

12.7 bill. €Sales

1.3 bill. €

Operating profit(EBIT)

+ 14.5 %

Return on capitalemployed (ROCE)

+ 12.6 %

Earnings per preferred share

+ 6.0 %

Organic salesgrowth

871 mill. €

Net earnings


Overview of our Top Brands

Cosmetics/Toiletries

Laundry & Home Care

AdhesivesTechnologies


Business PortfolioSales and EBIT per Business Jan. – Sept. 2007

EBIT: 1.021 Mio. Euro

EBIT- Prozentzahlen ohne Corporate

Umsatz: 9.888 Mio. Euro

CorporateKosmetik/KörperpflegeAdhesives TechnologiesWasch-/Reinigungsmittel

2 %

32 %

22 %

44 % 32 %43 %

25 %

EBIT Unternehmensbereiche: 1.104 Mio. EuroEBIT Corporate: –83 Mio. Euro


Sales and EBIT per Region Jan.– Sept. 2007

Regional Portfolio

EBIT: 1.021 Mio. Euro

Corporate

Umsatz: 9.888 Mio. Euro

LateinamerikaAsien/Pazifik

Europa/Afrika/NahostNordamerika

EBIT- Prozentzahlen ohne Corporate

2 %

8 %

5 %

65 %

20 %

5 %4 %

70 %

21 %

EBIT Regionen: 1.104 Mio. EuroEBIT Corporate: –83 Mio. Euro


Innovations – 3. Quartal 2007

Umweltfreundliches Konzentrat, das Gewicht spart und leichter zu handhaben ist. Auch die Inhalts-stoffe entstammen der Natur.

Die innovative System-lösung für Hochglanz-Folien. Dieser einkomponentige reaktive Klebstoff zeichnet sich durch eine niedrige Aktivierungstemperatur und hohe Wärmestandfestigkeit aus.

Der neue Kaviar-Protein-Komplex wirkt wie eine Frischzellenkur und verbessert die Zellerneuerung um bis zu 40 Prozent.

Purex UltraCon-centrate Natural Elements

Diadermine Age ExCellium

DORUS FD 150/6 LS


Employees 2006

Employees (as of December 31, 2006)Total number of employees : 52,292

Europe / Africa / Middle East Latin AmericaNorth America Asia - Pacific

14.4 %

8.2 %

64.7 %12.7 %


Management Board Henkel KGaA

Hans Van BylenCosmetics/Toiletries

Alois LinderAdhesives

Technologies

Friedrich StaraLaundry &Home Care

Kasper RorstedVice Chairman of the

Management Board andresponsible for Human Resources/

Infrastructure Services

Ulrich LehnerChairman

Lothar SteinebachFinance/Purchasing/

IT/Law


Agenda

• About Henkel

• KPI‘ s



• Where come from

• Targets



Our VisionHenkel is a leader with brands and technologies that make people's lives easier, better and more beautiful.


Our Values

• We are customer driven

• We develop superior brands and technologies

• We aspire to excellence in quality

• We strive for innovation

• We embrace change

• We are successful because of our people

• We are committed to shareholder value

• We are dedicated to sustainability and corporate social responsibility

• We communicate openly and actively

• We preserve the tradition of an open family company


Henkel Human ResourcesVision

We make Henkel a world class company because of the quality and commitment of its people

Strategy

We create a competitive advantage by building a world class organisation and by attracting, developing and retaining best performing and diverse people

We provide the best tools and processes to enhance the Human Capital of the company

We deliver operational excellence at low cost

We foster the Henkel “Vision and Values” by ensuring compliance with high ethical standards

Principles

Partnering with the businesses to deliver value added services that are accurate, reliable and efficient

Driving change and developing a culture of leadership excellence and employee empowerment

Fostering a learning organisation and acting as a change agent

Creating an atmosphere of open, honest and timely communication

Setting the standard for ethical behavior and integrity


Henkel Human Resources

We make Henkel a world class companybecause of the quality and commitmentof its PEOPLE

Vision


Change of HR Organization

Comp. & Benefits

HRC Corporate Policies

Reporting & BI

LearningMgmt.

CorporateRecruiting

Corporate KAM 1

Corporate KAM 2 …

Head of Corporate HR

National KAM 1

NationalKAM 2 …..Head of

HR-COE

Center of operational Excellence

Local / Regional HR Head

...

1 2 3

4

1 Corporate Policies2 Corporate HR KAM3 Reg./Local HR KAM4 Center of Excellence


HR as Business Partner

Part ofPurchasing organization

UnderstandsBusiness

needs

Recruit the best

Aware of Business

targets

Acts result-oriented

Implement Henkel HR

tools

TalentDevelopment

Training Assessment

HR contribution to the success of the business:


Strategy

Sourcing Organization

People

Four key elements within purchasing


•Excellent team of business oriented sourcing experts/ leaders

•Sustainability through a well-filled talent pipeline

•A result and performance oriented culture

•HR is deeply involved in all decisions as part of the global Leadership Team Purchasing

People

We attract, develop, and retain top professionals, performers and leaders to ensure:

People


Henkel Human Resources StrategyFocus Purchasing

• We create a competitive advantage by building a world class organisation and by attracting developing and retaining best performing and diverse people

• We provide the best tools and processes to enhance the Human Capital of the company

• We deliver operational excellence at low cost

• We foster the Henkel “Vision and Values” by ensuring compliance with high ethical standards


Agenda

• About Henkel

• KPI‘ s



• Where come from

• Targets



Results of Benchmarking:


Result of Interviews and Benchmarking

Good

Avg.

Poor 1.Procurement

Strategy

5. PurchasingOrganizational

Structure

2. StrategicSourcing

6. SupplierRelationshipManagement

7. People

4. Business Int., Metrics,Technology

3. PurchasingExecution


Management Review – Performance and Potential Analysis

PERFORMANCEA (HIGH)

Excellent contributorB (GOOD)

average/Good contributorC (LOW)

Below expectations

POTEN

TIAL

3 (LOW

)N

o more prom

otable2 (M

ED

IUM

)m

in. 1 level1 (H

IGH

)m

in. 2 levels

A3C3 B3

A2C2 B2

A1C1 B1


Management Review – Performance and Potential Analysis

PERFORMANCEA (HIGH)

Excellent contributorB (GOOD)

average/Good contributorC (LOW)

Below expectations

POTEN

TIAL

3 (LOW

)N

o more prom

otable2 (M

ED

IUM

)m

in. 1 level1 (H

IGH

)m

in. 2 levels

A3C3 B3

A2C2 B2

A1C1 B1

Too many people in the areas

„Low-middle perfo

rmance“ and

„Low-middle potential w

ithin FP in 2006“


Agenda

• About Henkel

• KPI‘ s



• Where come from

• What we have done / Targets



People Management


People, moved out of HenkelMC Name

MC 1MC 1

MC 2aMC 2aMC 2aMC 2a

MC 2bMC 2bMC 2bMC 2bMC 2bMC 2bMC 2bMC 2b

MC Name

MC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3a

MC 3bMC 3bMC 3bMC 3b

MC Name

MC 3bMC 3bMC 3bMC 3bMC 3bMC 3bMC 3bMC 3bMC 3b


People, moved internallyMC Name Country

Non - MC AL

2A * GER

2B * GER2B * GER2B EG2B GER2B2B * GER

MC Name Country

3A BE3A * ES3A GER

3B * GER3B * US3B * US


Former BU MC Name

UT MC 1

UW MC 2a

MC 2a

MC 2aMC 2bMC 3a

UF MC 2a

UH MC 3aMC 3a

UK MC 3a

UA MC 3aMC 2b

In from Internal


In from External2a

2b

3a


Early Binding approachInterns as cheap workforce to strategic

to

New approaches“Doing minor” to “doing major”

Top Recruitment EventsAlmost none to regular presence at

Top Student Initiatives Exception to regular engagement with

Target

ProfessorshipsTarget Universities

NEW (personal recruiting)From

New Recruitment Approach


Tools


Purchasing Campus:

Has been developed tocreate a competitive advantagethrough building best qualified,high performing and motivated

people within purchasing.

Create organizational excellence!


MC IIIMC III

Series 1Target Group: MC III, MC IV

Knowledge for improver

Management Standards3.5 days training

Series 2MC II

Knowledge advanced-breakthrough

Series 3 MC II (CTL, KAM, Country Manager)

Mission Critical Leadership and Teams

Leadership and Teambuilding3.5 days training

Negotiation TrainingMC III/IV and MC II

Basic and Advanced

Advanced Purchasing, Financial, Strategic Impact 3.5 days training

Purchasing InfrastructureNon-MC, MC III/IV and MC II

e.g. PURIS, IPP, SAP

Purchasing CampusLocal

20 + Seminars

• Time Mgmt

• Innovation

• Creativity

• Teamwork

• Communication

• Project Mgmt

• Presentations

Henkel Global

Academy

MC III/IV

Inplacement HiJump

MC II B/A

BasicsAdvanced Strategic

Leadership

IMA

CID

C

Onboarding FPTarget Group: Newcomer within FP

The first 90 days within FP

Globally standardized processFirst 90 days

The purchasing system of learning


Henkel Performance Management

The Henkel Performance Management was implemented to ensure that all

employees receive regular and constructive feedback. It also enablesus to measure the results and reward

excellent performance.


To develop our global talents, we have to identify strength and development areas of the individual manager:

MCA: Yearly feedback meetings between supervisor and employee

MR: Performance and Potential analysis

IDC/IMAC: Performance and potential analysis with support of external consultant

LD: Leadership Dialogue for superior assessment

Result: Individual Personnel Development plans

Performance Management


2B3A

Trai

ning

MC

Getting supportWithin PI

Pers

onal

Dev

elop

men

t

2nd 2007 2nd 2008 1st 20091st 2008 2nd 2009 1st 2010

ResponsiblePurchasing

BENELUX (IMS,PROWEB,....)

Train + followup replacer in realisationReporting Roadmap

Basics HGA

Project responsible BENEFR

Negotiation

Leadership

CPMCertified Purchasing Manager

Member category team (e.g. IT/Fleet)

Category Team Leader

Responsible IMS BENEFR

Responsible Purchasing Infrastructure

or

or

or

Rotation Controlling

Rotation Supply Chain

or

Communication

Personal Development Plans – Purchasing


Agenda

• About Henkel

• KPI‘ s



• Where come from

• What we have done / Targets



Good

Avg.

Poor 1.Procurement

Strategy

3. PurchasingExecution

7. People5. PurchasingOrganizational

Structure

2. StrategicSourcing

6. SupplierRelationshipManagement

4. Business Int., Metrics,Technology

2006 – 2008


Thank you for your attention.

Internationalisierungsstrategien im Mittelstand ... · im Mittelstand - Erfolgsfaktor...

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