Talent Management and Executive Reward

Transkript

1 Talent Management and Executive Reward The best out of both worlds. Always on for you: Hans-Ulrich Fink E.ON SE HR BSC 4people, Workstream Lead Sven Dormann Promerit HR+IT Consulting Partner

2 Agenda 1 E.ON as a company 2 Context of our projects 3 Target processes 4 Projects overview 5 Hybrid model 6 Key findings and recommendations Page 2

3 Agenda 1 E.ON as a company 2 Context of our projects 3 Target processes 4 Projects overview 5 Hybrid model 6 Key findings and recommendations Page 3

4 Wir. Im Überblick. An unseren Standorten in Europa, Russland und Nordamerika erwirtschafteten unsere über Mitarbeiter im Jahr 2012 einen Umsatz von rund 132 Mrd Euro. Hinzu kommen gemeinsam mit Partnern geführte Geschäfte in Brasilien und in der Türkei. Mit unserer strategischen Ausrichtung cleaner & better energy entwickeln wir uns zu einem globalen, spezialisierten Anbieter von Energielösungen. Überall dort, wo wir aktiv sind, ist unser Anspruch, dass die Welt der Energie besser und sauberer wird. 4 Talent Management & Executive Reward

5 E.ONs Konzernstruktur Konzernleitung 1 1 Inklusive der Schwerpunkt-Einheit E.ON Connecting Energies 2 Kein Berichtssegment 3 Schwerpunkt-Einheit 4 Inklusive IT Globale Einheiten Exploration & Produktion Erzeugung Globaler Handel Neubau & Technologie 2 Erneuerbare Energien Regionale Einheiten Deutschland Unterstützungsfunktionen 2 Einheiten: Weitere EU-Länder: Unternehmensdienstleistungen 4 Großbritannien Beratung Schweden Immobilien-Management Italien Versicherungen Spanien Einkauf Frankreich Dienstleistungszentren Niederlande Kompetenzzentren Ungarn Tschechien Slowakei Rumänien Nicht-EU-Länder: Russland 3 Weitere Nicht-EU-Länder: Brasilien, Türkei 5 Talent Management & Executive Reward

6 E.ON Business Services (EBS) E.ON Business Services (EBS) startete am 1. Oktober EBS bündelt die vormals getrennten Finanz-, HRund IT-Business-Services in einer gemeinsamen, multifunktionalen Unterstützungseinheit, die für den gesamten E.ON-Konzern zuständig ist zum ersten Mal in der Konzerngeschichte. Die drei sogenannten Service-Tower werden durch gemeinsame Querschnittsfunktionen unterstützt (z. B. CFO-Organisation, HR-Business-Partner-Organisation). Quelle: kowloon.rosedalehotels.com Alle relevanten Rollen und Aufgaben wurden bereits übertragen oder werden bis 2015 schrittweise von den jeweiligen E.ON-Organisationen auf die neue Organisation übertragen. 6 Talent Management & Executive Reward

7 Das sind wir. Kurz & knapp. Der Hauptsitz von EBS ist in Hannover. Das neue Unternehmen beschäftigt rund Mitarbeiter. In enger Abstimmung mit dem E.ON-Business verwaltet EBS 2013 ein Budget von ca. 1,6 Mrd.. Vier legale Einheiten in Deutschland (EBS GmbH, EBS Berlin GmbH, EBS Hanover GmbH und EBS Regensburg GmbH); plus acht weitere in Benelux, Großbritannien, Italien, Rumänien, Schweden, der Slowakei, Tschechien und Ungarn. Landesgesellschaften Aktivitäten 7 Talent Management & Executive Reward

8 Agenda 1 E.ON as a company 2 Context of our projects 3 Target processes 4 Projects overview 5 Hybrid model 6 Key findings and recommendations Page 8

9 Context of our projects : HR.TOM based on the Dave Ulrich model CoCs provide bundled HR topic expertise Focus of 5 CoCs: Reward Global learning Talent management and Employer brand Employee relations and Labor law HR planning and controlling Main activities: Develop governance and policies for HR function, steer implementation, and perform quality ensurance Provide bundled topic expertise and support to the units BPs play key role with regard to strategic HR questions in the units Focus: Business perspective Main activities: Drive BU strategic HR agenda Coach and advise line manager Be primary point of contact to Centers of Competence Centers of Competence Business Partner Line managers & employees Business Service Center BSC forms the backbone of the new HR organization Focus: HR admin Main activities: Provide HR services to employees, line managers and Business Partners at agreed service level Ensure consistent quality standards at defined costs and realize economies of scale Page 9

10 Context of our projects : HR.TOM Our mission: business continuity during transition Page 10

11 Context of our projects : 4 people program 3 years to establish, optimize and excel HR TOM Page 11

12 Interdependencies projects / initiatives Operating Model The Operating Model is designing the overall Operating Model, the query handling process and related implementations in the different countries Provide RTT Tool, query handling processes, and Service Frame Provide Content Requirements for Target Group Provide a core HR System Define Reqruirements MDM/ OM/Authorizations The Workstream is designing and building a global MDM (Personnel Administration / OM) system Talent Services Executive and Provide HR Online, EIC and Doc gen Define Requirements Enabling Technologies The Workstream is designing and building EIC, HR Online, the Portal and Document Generation CrossFunctions CrossFunctions prepare the contracts that are signed between the BSC and other entities and also designed the overall charging model Provide Contractual Base, Ensure Contract Sign off Provide Service Catalogue, DPA content, Go Live Dates per Unit Provide First Level Support / Payroll Services Support Enablement /Provide content RSX The Regional Services will provide First Level Support from the countries/regions in local language as well as payroll services and contract generation Page 12

13 Agenda 1 E.ON as a company 2 Context of our projects 3 Target processes 4 Projects overview 5 Hybrid model 6 Key findings and recommendations Page 13

14 Target processes and interdependencies Page 14

15 Agenda 1 E.ON as a company 2 Context of our projects 3 Target processes 4 Projects overview 5 Hybrid model 6 Key findings and recommendations Page 15

16 Project Goals Project objectives: The solution that we will build will be simple and reduce manual work. We will aim for global standards and avoid exceptions. We will deliver efficiently and reliably. Expected benefits: Ensured business continuity by lean processes, despite cost and FTE reduction Role and responsibilities (activity split) are aligned with HR TOM Model for all E.ON countries Avoided media-breaks will result in reduced workload (paperwork and rework), transaction time and error rates Improved compliance, auditability, transparency Higher Data Safety and Data Security standards as data is stored on a secure server Page 16

17 Some hard facts Page 17

18 Project scope Executive Reward in a nutshell Processes in scope: Annual Pay Review Performance Management Job Grading Long Term Incentives Benchmarking Target group: 1587 employees (Top-3-level executives) Line managers HRBP BSC Client Experts Work packages: Annual Pay Review & Performance Management Long Term Incentives Benchmarking & Grading Integration Systems and solutions: SuccessFactors Compensation (Modules: Performance Management, Compensation) SAP on-premise (MD, ECM, local payrolls) Open Text Page 18

19 Project scope Talent Management in a nutshell Processes in scope: Performance & Potential Management Management Reviews Diagnostics Talent Pool Management Succession Management Global Placement/ Executive Recruiting Target group: 2235 employees (Top-3-level executives, Talents, E.ON Graduates) Line managers HRBP BSC CoC Work packages: Talent Profile Management Reviews & Performance Succession Management Global Placement Talent Pool Management & Diagnostics Reporting Migration & Integration Systems and solutions: SuccessFactors (Modules: Talent Profile, Performance Management, Calibration, Succession Management, Recruiting Management) Page 19

20 Project Plan Executive Reward Page 20

21 Project Plan Talent Management & Global Placement Page 21

22 Performance Management Form (Extract) in SF Page 22

23 Annual Pay Worksheet in SuccessFactors Page 23

24 Agenda 1 E.ON as a company 2 Context of our projects 3 Target processes 4 Projects overview 5 Hybrid model 6 Key findings and recommendations Page 24

25 Hybrid model SuccessFactors / Open Text 70 % SuccessFactors for modern user interfaces and standardized HR process support P83 30 % P83 + = for MDM, flexible calculations, interface to Open Text and payroll Investment protection, following SAP product strategy High usability Expandability for further processes Activity split compliance Global standards, minimum of exceptions Reward Processes Further Processes future Plans Annual Pay PM & Bonus Long Term Incentives BM Grading for Manager, TEO KAM/HRBP (*) MR Recruiting Succession Manager, TEO KAM/HRBP for BSC/CoC System only: Calculations & Data Storage BSC/CoC Calculations & Data Storage Page 25

26 Agenda 1 E.ON as a company 2 Context of our projects 3 Target processes 4 Projects overview 5 Hybrid model 6 Key findings and recommendations Page 26

27 Key findings and recommendations Establish a long-term roadmap and stick to it during execution of projects Combine phased approach with agile iterations Leverage the hybrid potential by reflected decisions on cloud vs. on prem Don t try to fulfill all requirements Even if you go for cloud, you need on prem know-how Assure master data quality (structure and content) Reduce complexity in projects organization (trust > control) Don t forget change and communication Select the right consultants Page 27

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