HR MODUL, OLOMOUC, BARBORA STEJSKALOVÁ, HUMAN GARDEN

Transkript

1 HR MODUL, OLOMOUC, BARBORA STEJSKALOVÁ, HUMAN GARDEN

2 PROČ MÍT HR? CHECKLIST ROLE HR?

3 Honem co dřív? vyjednávání s odbory plánování počtu zaměstnanců propouštění rozvoj ochrana osobních údajů hodnocení výkonu ochrana zdraví, bezpečnost motivace kontrola pracovní kázně organizační uspořádání řešení stížností školení, trénink odměňování zaměstnanecké výhody nábor rovnost příležitostí příprava smluv 3

4 MISE - DEFINICE, PROČ HR EXISTUJE (SOUČASNOST): üvětšinou ZŮSTÁVÁ DLOUHODOBĚ STEJNÁ, üreviduje SE PŘI VÝRAZNÉ ZMĚNĚ ZAMĚŘENÍ ORGANIZACE, ü KRÁTKÉ, JASNÉ VYJÁDŘENÍ, POSLÁNÍ HR, üspojena S ODVĚTVÍM, VE KTERÉM ORGANIZACE FUNGUJE ü ORIGINÁLNÍ, ZAPAMATOVATELNÁ VIZE - POPISUJE SMĚŘOVÁNÍ HR A JEHO POZICE V BUDOUCNOSTI: üzdroj MOTIVACE A INSPIRACE, üstručný A JASNÝ POPIS, JAK MÁ VYPADAT BUDOUCÍ STAV, üzáklad PRO STANOVENÍ STRATEGIE

5 HR VISION IS TO LEVERAGE OPTIMALLY THE HUMAN POTENTIAL OF OUR EMPLOYEES BEING THE CRITICAL ASSET OF THE COMPANY TO SUPPORT BUSINESS SUCCESS.

6 HR ROLES Authorities Shareholders Board Employees HR RULES Sets the HR rules and policies Behavioural: systematic, design oriented, feedback oriented, launch excellence focused HR PARTNER Supports the business, be a partner, Behaviouralemphatic care approach, high service/sales orientation, available, responsive, SLAs Business Empowered mngs. Employees Legislation Regulations Systems HR LEGISLATION/OPERATIONS Processes HR in Quality & Efficiency Behavioural: systematic, quality focus, efficiency Discontinuity risk! MARKET/BUSINESS /INFLUENCES HR Watches the market, Watches business and its needs, be a partner, Sets the HR strategy Behavioural: Market situation visionaries who drives the change Competitors Authorities HR VISION Page 6

7 HR strategie vždy písemně, dobře komunikovaná JINAK vaše úmysly nikdo ani nepostřehne! MÁTE TO VŠE NA PAPÍŘE?

8 HR STRATEGY - TEMPLATE EXAMPLE Goal EBITDA Impact 5-Year Plan Strategy Key Deliverables incl milestones and deadlines Competitive Advantage Development Ex. People able (capability & capacity) to drive multi-channel and multi-product transformation as well as competitive advantage build up. Risks Main KPIs- focused on business

9 ŽIVOTNÍ CYKLUS FIRMY A HR STRATEGIE

10 Politiky HR v návaznosti na firemní strategii SNIŽOVÁNÍ NÁKLADŮ INOVÁTOTR ZAMĚŘENÍ NA KVALITU jasné popisy pracovních pozic pracovní zařazení podporující specializace, odbornost, efektivnost krátkodobý cyklus hodnocení výkonu odměňování se řídí důsledným srovnáním s trhem nižší investice do dalšího výcviku a školení pracovníků pracovní pozice vyžadující spolupráci ve skupinách hodnocení posuzuje dlouhodobé, týmové výsledky rozvoj dovedností umožňující výkon různých činností ve firmě odměňování zaměřené na vnitřní rovnost nižší základní mzdy, více variabilních složek velká škála profesních kariér jasné popisy pracovních pozic účast pracovníků na rozhodování o aktuálních úkolech, prostředí, atd. hodnocení podle individuálních a týmových výsledků, spíše krátkodobé rovnost zacházení s pracovníky, stejné příležitosti rozvinuté intensivní rozvoj znalostí a dovedností, vzdělávání (Zdroj: R.S.Schuler, S.E.Jackson) 10

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12 ORGANIZAČNÍ MANAGEMENT

13 Corporate Governance = system of rules, practices and processes by which a company is directed and controlled

14 CORPORATE GOVERNANCE CONTENTS CORPORATE GOVERNANCE COMPRISES MANAGEMENT MODEL CODES OF ETHICS ANTI-MONEY LAUNDERING RULES COMPLIANCE & REGULATORY INTERNAL REGULATIONS PROTECTING THE GROUP AGAINST CRIMINAL LIABILITY MANAGEMENT MODEL RELATIONSHIPS BETWEEN GROUP COMPANIES RELATIONSHIPS BETWEEN COMPANIES AND THEIR DIRECTORS & OFFICERS (BOARD MEMBERS, PROXY HOLDERS, ETC.) RULES ENABLING GROUP EMPLOYEES TO DIRECT EMPLOYEES WITHIN THE GROUP

15 CORPORATE GOVERNANCE IMPORTANT HR CONSEQUENCES WORKFORCE MANAGEMENT = EMPLOYEES OF ONE GROUP COMPANY MUST BE PROPERLY AUTHORIZED IN ORDER TO ASSIGN TASKS TO EMPLOYEES OF OTHER GROUP COMPANIES PROPER LABOR-LAW DOCUMENTATION, IN PARTICULAR ON GROUP POSITIONS INTRODUCTION OF REPORTING LINES AND TOM PROPER JOB DESCRIPTIONS, SHOWING GROUP RESPONSIBILITIES

16 CORPORATE GOVERNANCE IMPORTANT TAX CONSEQUENCES TRANSFER PRICING = INTRAGROUP SHARING OF WORKFORCE (GROUP POSITIONS) MUST BE AT ARMS LENGTH INVOICING = INTRAGROUP SERVICES SHALL BE REGULARLY INVOICED BETWEEN THE GROUP COMPANIES ONE PERSON SHALL PREFERABLY RECEIVE ALL TAXABLE INCOME FROM ONE ENTITY/ONE NATION

17 ORGANIZATION DESIGN KEY OBJECTIVES ADDRESS THE KEY COMPONENTS OF ORGANISATION DESIGN: STRATEGY ENSURE DELIVERY OF THE BUSINESS PLAN, I.E. VISION, GOALS, STRATEGY AND FINANCIALS PROCESSES IDENTIFY, DEFINE AND ROLE SORT KEY BUSINESS PROCESSES TO ENSURE OPERATIONAL EXCELLENCE STRUCTURE ADDRESS KEY BUSINESS PROCESSES, ROLE SORT, POWER & AUTHORITY, AND REPORTING RELATIONSHIPS REWARD SYSTEMS DEFINE METRICS AND REWARDS TO SUPPORT GOALS AND DESIRED VALUE BASED BEHAVIORS PEOPLE PRACTICES ESTABLISH STAFFING AND SELECTION, PERFORMANCE MANAGEMENT, LEARNING AND DEVELOPMENT

18 ORGANIZATION DESIGN KEY OBJECTIVES PROTECT BUSINESS CONTINUITY AND REVENUE FLOW TRANSITION PROCESS TO MITIGATE PERFORMANCE LOSS AND DISRUPTION OF CRITICAL PROCESSES AND PROJECTS ORGANISATION DESIGN IS NOT JUST ORG STRUCTURE, BUT THE WAY OF CONFIGURING PROCESSES, STRUCTURES, REWARD SYSTEMS AND PEOPLE PRACTICES AND POLICIES TO CREATE AN EFFECTIVE ORGANISATION CAPABLE OF ACHIEVING THE BUSINESS STRATEGY

19 ORGANIZATION DESIGN KEY PRINCIPLES

20 ORGANIZATION DESIGN KEY PRINCIPLES

21 DESIRED OUTCOMES OF TOM PROCESS KEY BUSINESS PROCESSES IDENTIFIED WITH RACI KEY BUSINESS PROCESSES PRIORITIZED & ROLE SORTED FOR OPERATIONAL EXCELLENCE TARGET ORGANIZATION STRUCTURE (CENTRAL & COUNTRY) REFLECTING KEY COMPONENTS AND ORGANIZATION DESIGN CRITERIA PEOPLE MAPPING TO TARGET ORGANIZATION STRUCTURE TRANSPARENT AND FAIR MAPPING BASED UPON AGREED CRITERIA REWARD SYSTEM, KPIS, PEOPLE PRACTICES SUPPORTING STRATEGY DELIVERY, TOM AND FINANCIAL REQUIREMENTS STANDARDIZED JOB TITLE POLICY WITH HARMONIZED JOB DESCRIPTIONS ENSURE STANDARDIZED DELEGATION OF AUTHORITY TOM DEPLOYMENT TRANSITION FROM CURRENT OPERATING MODEL TO TOM

22 RACI MATRIX A RESPONSIBILITY ASSIGNMENT MATRIX,, DESCRIBES THE PARTICIPATION BY VARIOUS ROLES IN COMPLETING TASKS OR DELIVERABLES FOR A PROJECT OR BUSINESS PROCESS. IT IS ESPECIALLY USEFUL IN CLARIFYING ROLES AND RESPONSIBILITIES WITHIN THE COMPANIES, IN CROSS-FUNCTIONAL/DEPARTMENTAL PROJECTS AND PROCESSES.

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24 RACI HR EXAMPLE

25 INTERNAL COMMUNICATION & COMPANY CULTURE RESPONSIBLE (R) ACCOUNTABLE (A) CONSULTED (C) INFORMED (I) Task R A C I Task description Communication channels Group HR Specialist, Group HRD CxOs, CGMs, All Managers, Country HR Reps All Employees Activate & Maintain relevant internal Group communication channels such as: newsletter, regular CEO breakfasts, open-door policy, informal roundtables, company intranet, group-wide online chat room, leaflets supporting the respective internal communication campaigns. Internal Communication Plan & its execution Group HR Specialist, Country HR Reps Group HRD CxOs, CGMs, All Managers, All Employees Create & maintain internal communication calendar covering regular communication initiatives Ensure timely and efficient execution of the internal communication initiatives according to the communication plan Employee loyalty programs Group HR Specialist, Country HR Reps Group HRD CxOs, CGMs All Managers All Employees Define relevant initiatives fostering the employee engagement, motivation, such as: New Hire Orientation day, Employee Health day Good Deeds day (Corporate Social Responsibility), All Employee events (Xmas party), Teambuilding events Company Sport Leagues, selected community activities Company Values & Culture Group HR Specialist, CxOs, Group CEO, CGMs, All Managers Group HRD Group CEO All Employees In cooperation with CxOs & CGMs to define company values and key areas defining what our company culture is about Use various internal communication channels & events to foster the Company Values & Culture across the Group Employee Satisfaction & Engagement Group HR Specialist, Country HR Reps Group HRD CxOs, CGMs, All Managers All Employees Conduct employee satisfaction surveys and define relevant focus areas resulting therefrom Execute relevant initiatives in order to improve employees satisfaction, engagement & morale

26 TRAINING & DEVELOPMENT RESPONSIBLE (R) ACCOUNTABLE (A) CONSULTED (C) INFORMED (I) Task R A C I Task description Training & Development Requirements Group T&D Specialist, Country HR Reps Group HRD CxOs, CGMs, All Managers All Employees Build the system enabling us to gather and determine Employee s development requirements (preferably as part of the Employee Performance Appraisal System on-line tool) Training Plan Group T&D Specialist, Country HR Reps Group HRD CxOs, CGMs, All Managers All Employees Define training plan according to identified T&D requirements Define relevant training activities (what, who, when, how) reflecting the identified T&D requirements Training Budget Group T&D Specialist, Country HR Reps Group HRD CFO, Group Finance Controller All Managers Define and secure approval of the budget necessary for delivering the required training Manage T&D initiatives within the defined training budget. Training Delivery Group T&D Specialist Country HR Reps CxOs, Group HRD, CGMs, All Managers All employees Select right vendors for training delivery Ensure efficient delivery of the relevant training initiatives covering both hard & soft skills Foster knowledge sharing (job rotations, buddy concept, mentoring, coaching, etc.) Ensure development of relevant skills enabling employees to drive multi-channel and multi-product operation, thus securing the capability built across the Group. Obligatory trainings Country HR Reps Group T&D Specialist, Group HRD All employees Ensure on-time completion of obligatory trainings in compliance with respective country legislation. Define proper platform (e-learning) for delivering and monitoring the obligatory trainings.

27 WORKFORCE MANAGEMENT RESPONSIBLE (R) ACCOUNTABLE (A) CONSULTED (C) INFORMED (I) Task R A C I Task description Workforce Planning & Budget Country HR Reps Group HRD CxOs, CGMs, Hiring Managers All Managers, Fin Controller Define workforce plan (employees & contractors) and corresponding budget Hiring Plan & Candidate sourcing Recruiter Country HR Reps CxOs, Group HRD, CGMs, Hiring Managers All Managers Define hiring plan according to approved Workforce plan & Budget Define candidate profiles, job descriptions and hiring channels. Ensure on time sourcing of qualified candidates Onboarding Country HR Reps Group HRD CxOs, CGMs, Hiring Managers New Hire s Buddy, Payroll, IT, Facility / Security Ensure efficient onboarding of the new hires (on-time paperwork completion, working tools / systems & working place readiness, assign Buddy). Ensure smooth adaptation process including training, setting new hire s objectives and their evaluation within probationary period. Organizational Changes Management Country HR Reps Group HRD CxOs, CGMs All Employees To define rules for and to manage internal / x-departmental transfers To manage redundancies / surplus in compliance with country legislation To ensure deployment of our resources according to company needs Employee Retention Group HR Specialist, Country HR Reps Group HRD CxOs, CGMs, All Managers All Employees Create opportunities supporting employees professional growth & development Conduct employee satisfaction surveys, define relevant focus areas resulting therefrom and execute improvement plans. Define and foster company climate improvement initiatives Exit Management Country HR Reps Group HRD Group HRD CxOs, CGMs, All managers Monitor and evaluate attrition data and define corrective measures resulted therefrom Conduct exit interviews and determine relevant corrective measures aiming to reduce the regretted attrition volumes

28 PERFORMANCE MANAGEMENT RESPONSIBLE (R) ACCOUNTABLE (A) CONSULTED (C) INFORMED (I) Task R A C I Task description Performance Management Policy Group HRD CEO CxOs, CGMs, Country HR Reps All Employees To define policy fostering the high performance culture and ensuring objective, transparent and effective performance management system To encourage employees to continuously improve own skills, knowledge and abilities to fulfill current and future job requirements & related objectives; Performance Appraisal Tool Group HRD, Country HR Reps Group HRD CxOs, CGMs, IT All Employees To define and implement relevant Perf. Management System (online workflow) which stimulate high Performance culture Performance Appraisal Process Country HR Reps Group HRD CxOs, CGMs, All managers All Employees To define Perf. Mgt. process, related timeline, key rules and role-sort To ensure proper execution of the Perf. Mgt. Process To ensure achievement of Company s objectives KPIs setting CxOs CEO CGMs Group HRD All Employees To set KPI s supporting the achievement of Group Objectives & Strategy To set a consistent way for cascading company goals and objectives To ensure alignment of Company s KPIs with individual objectives Low Performers Management Country HR Reps Group HRD CxOs, CGMs, All managers Respective Low Performers Define Low Performance Criteria Set and manage the improvement plans for low performers Talent Management (TT) Country HR Reps Group HRD CxOs, CGMs, All managers Respective Top Talents Define criteria for selecting TT / Critical skills & roles. Define and execute the relevant development plans for selected TTs to leverage their capabilities and retain them Identify potential successors for selected TT / Critical Skills and to define and manage their development plans

29 COMPENSATION & BENEFITS RESPONSIBLE (R) ACCOUNTABLE (A) CONSULTED (C) INFORMED (I) Task R A C I Task description Reward System Group C&B Manager Group HRD CxOs, CGMs, Country HR Reps All Employees To define and implement transparent and objective Reward system accenting the Pay for Performance principles Standardize Performance Bonus schemes across the company aligned with the new Performance Appraisal System Define standardize rules for salary increase, related approvals, role-sort and responsibilities Conduct proper job evaluations & matching Define and implement Grading structure Company Benefits Group C&B Manager Group HRD CxOs, CGMs, Country HR Reps All Employees Analyze existing benefits practices across the Group Harmonize benefits practices to ensure common standards are applied C&B Budget Group C&B Manager Group HRD CxOs, CGMs, Country HR Reps Group Finance Controller, Country CFO s Define and secure approval for the C&B budget Manage compensation & benefits practices to the approved budget Ensure cost efficiency of the applied Company Benefits Payroll Group C&B Manager, Country HR Reps Group HRD CxOs, CGMs, Country Payroll All Employees Ensure payroll is completed accurately and to deadline. Ensure all payroll related practices are up to date and legally compliant. Ensure proper separation of duties within the Payroll related process Ensure proper control and execution of payroll inputs and outputs Ensure to have efficient Payroll systems and related HR controlling capability

30 TWM

31 KOMUNIKACE VZTAHY ZDRAVÍ KULTURA HODNOTY

32 HR ROLE VS ROLE MANAŽERA

33 CO ČEKÁ HR?

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35 PROČ SI LIDÉ VYBÍRAJÍ FIRMY?

36 PROČ JE ODMĚŇOVÁNÍ TAKOVÉ NEKONČÍCÍ TÉMA?

37 ROZVOJ

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39 DŮVĚRA SOUCÍTĚNÍ STABILITA NADĚJE

40 3 ÚROVNĚ INTERFERENCÍ INDIVIDUÁLNÍ SOCIÁLNÍ KULTURNÍ

41 Týmové interference o o o o o o Politikaření Prázdná slova Strach z možného odsouzení Obliba v mlžení Tolerování neefektivní komunikace Sociální lenošení

42 Kritické proměnné - na co se dívat

43 TALENT ACQUISITION/REFFERAL/ATRACT/ PRE-BOARD/ON-BOARD ON-LINE

44 VÝHODY NÁBORU PŘES SOC. SÍTĚ VLASTNÍ AKTUÁLNÍ DATABÁZE PŘÍSTUPNÁ NA CLICK ODKUDKOLIV PODPORA ENGAGEMENTU ZAPOJENÍ ZAMĚSTNANCŮ MOŽNOST POUŽÍVANÍ VIDEO VIZITEK

45 Proč je důležitý adaptační, onboarding proces 90% nových zaměstnanců se v průběhu prvního roku rozhodne, zda budou měnit zaměstnání. Talentovaní lidé mění práci v průměru každé 2-4 roky. To může stát Vaší firmu v rozmezí 6 až 12 měsíčních platů. ü Vaše logo, Vaše barva & písmo ü Předpřipravená struktura ü Nápady a možnosti různých obsahů ü Přizpůsobení potřebám ü Posílení a podpora vaší firemní značky ü Jednoduchá a intuitivní administrace

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