סדנת נטוורקינג בארגון: כלי עוצמתי להצלחה! Business network success
משאבי אנוש בארגון גלובלי
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Transcript of משאבי אנוש בארגון גלובלי
Motorola Confidential Proprietary
HR Strategy Agenda
▲ Introduction
▲ HR Contributions to Speed Our Return to Financial Health
▲ HR - Transition and Orientation - Strategic Intent, Drivers, Contribution - Business Alignment
▲ The HR Strategy - 5 Focal Areas/ Strategic Thrusts
Motorola Confidential Proprietary
Introduction
▲ 2002 – 2004 Strategy “FIRST TO RECOVER & PLAY TO WIN”Transactional Excellence, HR Strategy & Planning, Attract & Retain, Leadership Supply, Performance Management
▲ Strong Operational Focus for 2002 in the Face of: - Economic Uncertainty - Flat Revenues - Dramatic Cost Reduction - Improved Profitability
▲ Underlying Themes: - Simplification and Integration - Cost Competitiveness - Focus (through fierce prioritization) and High Impact
Motorola Confidential Proprietary
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2000Actual
2001Budget
2001Actual
2002Budget
Total Decrease ($192,561) –40.5%
Definitions:• IBHR • Variable
- In-Business HR - Immigration - LLP Tuition- LLP Business Learning Teams - Global Assignment Centers - GTS-Tactical
• Services- Security - Government Compliance - GTS Strategic- Rewards - AP Regional Services - GECS- Benefits - EMEA Regional Services - HRIS- Child Care - LA Regional Services - Service Center- LLP Core . HR Strategy - Core Process Redesign
• G & A
Global HR Costs ($000)
HR Contributions to Speed Our Return to Financial Health
Source: HR Finance, 03/2002
Motorola Confidential Proprietary
▲ We Continue to Benchmark “HR Value”▲ We Significantly Cut Cost & Continue to
Contribute to the Bottom Line.
0.86%
0.57%
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
2000 2001
HR Cost as % of Operating Cost
$2,146
$1,809$1,755
$1,000
$1,500
$2,000
$2,500
$3,000
2000 2001 2002 (est)
HR Cost per Employee
2001 Saratoga Institute Average HR Cost per Employee – Technology Sector = $2475
13.3% LowerThan 2000 Mkt
20.8% LowerThan 2000 Mkt
2001 Saratoga Institute Average HR Expense as a Percent of Operating Expense – Tech / Mfg Sector = 0.72%
HR Contributions to Speed Our Return to Financial Health
19.4% HigherThan 2000 Mkt
26.9% LowerThan 2000 Mkt
Motorola Confidential Proprietary
▲ Helped Increase the Cash Reserve of the Corporation Through Significant Contributions:
– Discontinuation of Milestones: $14M reduction in 2001 Fringe Cost plus a liability reversal of $80M
– Restructuring of Officers Life Insurance Plan: One time cash inflow of $62M
– Asset sale: $15M of guaranteed payments within 1 year of sale plus future potential payments
HR Contributions to Speed Our Return to Financial Health
Motorola Confidential Proprietary
HR Contributions to Speed Our Return to Financial Health
0
1000
2000
3000
4000
5000
HR Associates
0
30,000
60,000
90,000
120,000
150,000
Motorola Associates
1/2001 8/2001 12/2001 2/2002 1/2001 8/2001 12/2001 2/2002
Note: 0.15% Have Resulted in Administrative Charges or Litigation Matters; 0.00% with Adverse Results
Total Decrease = 2,163 (46.7%)
Total Decrease = 41,367 (28.1%)
Sources: TWIN; Corporate Law Dept. 3/2002
Motorola Confidential Proprietary
Other Key 2001 HR Contributions
▲ Human Asset Strategy Planning System
▲ Leadership Supply
▲ Dramatic Paperless Transactions
▲ Mergers & Acquisitions
▲ HR Global Data System
▲ OneMotorola Functional Strategy
▲ Shareholder & Performance Focused Rewards
▲ Relative Performance Assessment
▲ Exemplary demonstration of treating employees with dignity and respect during downsizing
Motorola Confidential Proprietary
NO NO ENTRYENTRY
HR OriginsHR Origins
DecentralizedCentralized HR
Integrated
Independent
Centers of Centers of ExcellenceExcellence
Shared Shared ServicesServices
Core/Core/IntegratedIntegratedServicesServices
Transition
Motorola Confidential Proprietary
P
eo
ple
P
eo
ple
A
cti vitie
sA
cti vitie
s P
roc
es
s
Pro
ce
ss
A
cti
viti
es
Ac
tivi
tie
s
ImplementImplement StrategyStrategy Organization RenewalOrganization Renewal
Strong Operational Focus
Future Strategic Focus
Change AgentStrategic Partner
Transactional Expert Employee Champion
Efficient Infrastructure
Increase EmployeeCommitment & Capability
- D.Ulrich
Our Evolution from the administrative “Personnel” of the’80s, through “Human Resources” in the ’90’s to the focus on Management and Optimization of Human Talent Today
Orientation
Motorola Confidential Proprietary
Strategic Intent
HR Solutions Create a High Performance Culture which
Optimizes Employee Contributions
and Maximizes Shareholder Value
Motorola Confidential Proprietary
PerformanceManagement
Business Strategies of Record
TransactionalExcellence
Leader. Supply
IBHR CoreServices/
HR StrategyAnd Planning
Human Asset Plans
Strategic Needs of the Corporation
Attract & Retain
Recover First:
Play to WinCOE’s Regions
Cost Compe-titiveness, Fo-cus , Impact
Simplify/Integrate
An Integrated Strategy With 5 Critical Thrusts
Motorola Confidential Proprietary
Simplification & Integration
CostCompetitiveness
Focus &High Impact
PerformanceManagement
TransactionalExcellence
HR Strategy& Planning
LeadershipSupply
Attract & Retain
Areas of FocusAreas of Focus
Th
emes
Th
emes
Increase Operating Effectiveness : - Continue Internal Paperless Initiative - Improve Quality, Speed & Performance of all HR Base Transactions Globally Determine Viability of a “For Profit” Business: - Global Partner for HR Services / Transactions
Motorola Confidential Proprietary
▲ Funding Constraints (Expense and Capital)
▲ Alternate (Competing) Systems
▲ Lack of Integration
▲ Systems Sub-optimized Due to Limited / Inconsistent Use of Core Process Redesign
▲ Transactions Centers Are Ahead of Manager / Employee Willingness
▲ Limited Applications to Leverage Infrastructure
Transactional Excellence – Key Gaps
Motorola Confidential Proprietary
Transactional Excellence
Improve Operational Effectiveness: ▲ Complete Global Consolidation of HR Transactions Global Employee Solutions Center▲ Purchase/Develop System to Cover ALL Compensation Transactions▲ Create Infrastructure/ Integration of Paperless HR Transactions▲ Use CPR Methodology to Achieve Trans. Excellence
( Integration, Cost Competitiveness)
Motorola Confidential Proprietary
Cost
InternalOwnership
External Ownership
Low
HighCost
InternalOwnership
External Ownership
Low
High
Cost Projections Ability to InfluenceFuture Strategy, Change
Time Time
Flexibility
Transactional Excellence
Outsourcing has Proven to NOT be the Panacea Once Imagined. While Initial Costs do Appear to go Down,
Future Changes Drive Costs Upward While Strategic CourseCorrection Ability & Flexibility Suffer Dramatically.
No - - - - - Changes- - - -Many Year One Future
Acceptable Cost
Acceptable Levels
of Influence
$’s
-R. Charan
Motorola Confidential Proprietary
Preliminary Partnership Discussion Indicates That There Is a Significant Market Opportunity That Could Result in a Savings From Reduced Fixed Costs Longer Term
Business Partnerships May Offer Rewarding Solutions:- Efficiency & Lower Cost- Retain Control & Strategic Focus- Possible Revenue Streams
Transactional Excellence
Motorola Confidential Proprietary
Simplification & Integration
CostCompetitiveness
Focus &High Impact
PerformanceManagement
TransactionalExcellence
HR Strategy& Planning
LeadershipSupply
Attract & Retain
Areas of FocusAreas of Focus
Th
emes
Th
emes
Maximize Human Assets & Potential Via the Art & Science of :▲ Creating Human Strategy,▲ Planning (at World Class Levels),▲ Deploying and ▲ Measuring - Our Workforce in a Way that Provides True, Sustainable, Competitive Advantage.
Motorola Confidential Proprietary
▲ Differing Perceptions of Human Asset Planning, What It Covers, and What It Can Deliver
▲ HAP Not Recognized or Driven As a Core Business Process
▲ Workforce Planning Perceived As a Budget and Global Talent Supply Organization Exercise
▲ Costly and Unpredicted Variations Occurring in Talent Acquisition / Downsizing
HR Strategy and Planning – Key Gaps
Motorola Confidential Proprietary
Why Human Asset Planning?– 1998 Downsized 15,000 ($618M Severance)
– 1999 Hired 19,700 ($90M Hiring Cost)
– 2000 Hired 26,548 ($105M Hiring Cost)
– 2000 Downsized 3,900 ($140M Severance)
– 2001 Hired 7,908 YTD ($50M Hiring Cost)
– 2001 Downsized 36,800 YTD ($643M Severance)
– 2002 Downsized 4,567 YTD ($??? Severance)
Does This Cycle Make Sense?
H R Strategy & Planning
Total Cost = $1,646MSeverance: $1,401M Hiring: $245M
Motorola Confidential Proprietary
Simplification & Integration
CostCompetitiveness
Focus &High Impact
PerformanceManagement
TransactionalExcellence
HR Strategy& Planning
LeadershipSupply
Attract & Retain
Areas of FocusAreas of Focus
Th
emes
Th
emes
•Retention (Simplification, Integration, Impact)•Redeployment and internal talent management (Cost Competitiveness)•Employment Promise that delivers against the Motorola Brand (Focus & Impact)
Motorola Confidential Proprietary
▲ Motorola Brand Promise Is Not Translated Into a Powerful Employment Promise
▲ Lack of Clearly Identified and Developed Candidates to Feed Leadership Supply Pipeline (E09 – E14)
▲ Most Effective / Critical Skills Losses Are Not Currently a Managed Source of Future Talent to Motorola
▲ Most Effective Talent at Risk Where Development and Rewards Don’t Match Performance
Attract and Retain – Key Gaps
Motorola Confidential Proprietary
Retention and Redeployment
2002 2003 2004 Refocus on retention &
redeployment of most effective 20% and critical skills employees in E12 – E14
Apply leadership supply processes
Develop retention strategies
Retain 95% of specific target population
Ensure rewards programs support retention of specific target population
Create alumni tracking capability for most effective talent & critical skills employees who leave the company
Expand pool to include E09 – E11
Most effective 20% (E09 – E14) used as the feeder pool for open positions E12 – E15
Institutionalize a Center of Excellence for Talent Management across Motorola. Build a bridge to Leadership Supply & Learning processes.
Continued use of feeder pool as next generation candidates for Leadership Supply positions
Motorola Confidential Proprietary
Employment Promise
2002 2003 2004 Integrate our efforts to
translate the Motorola brand into an employment promise Define concept & rationale Develop informational
material Secure Sr. management
support (office of CEO, CMO, Corporate Strategy, Kitchen Cabinet etc.)
Develop project plan & obtain sponsorship, including funding, for 2003 implementation
Implement project plan Continue implementation & evaluate. Conduct internal & external discovery of desired employment promise vs. perceived employment promise
Motorola Confidential Proprietary
Simplification & Integration
CostCompetitiveness
Focus &High Impact
PerformanceManagement
TransactionalExcellence
HR Strategy& Planning
LeadershipSupply
Attract & Retain
Areas of FocusAreas of Focus
Th
emes
Th
emes • Add Additional “Extraordinary
Apps”
• Investigate External Business
Motorola Confidential Proprietary
▲ Top 100 Most Leveraged Jobs Not All Filled by Most Effective Performers
▲ Most Effective Talent at Risk Where Development and Rewards Don’t Match Performance
▲ Lack of Diversity in Leadership Supply and Pipeline
▲ Leadership Supply Process Is Attracting External Attention Creating a Potential Revenue Opportunity
Leadership Supply – Key Gaps
Motorola Confidential Proprietary
• Motorola Leadership Supply metrics were tracked on 2001 Global HR Scorecard and achieved the following:
97.0%
99.4%
84.3%
50% 60% 70% 80% 90% 100%
Transition
Retention
Performance
80% of Top 50 positions held by Most Effective Performers
95% retention of Most Effective Performers
80% transition of Least Effective Performers (100)
2001 Goals
Leadership Supply - 2001
(200)
Motorola Confidential Proprietary
Execute “Theme of the 100’s” with “Extraordinary Applications"
▲ Personal Development 100-Ensure Advanced Development
needs are Met.-Top 100 Attendees from the Initial Executive Institute to be Invited to Phase II.
▲ The “Diverse Next 100” Pipeline Identify a Pipeline for the Next 100 Future Leaders, Including Diversity Candidates from Across the Company.
▲ Internal Talent AgentDevelop the Business Case for Implementation of an Internal Talent Agent
▲ Leader Supply as a BusinessBuild a Business Case for Sale of Leadership Supply Process
Strategic Intent:100% Match Between: 100 Most Effective Leaders100 Most Leveraged Positions
&Reward to ensure 100% Retention & Exceptional Performance
Motorola Confidential Proprietary
Simplification & Integration
CostCompetitiveness
Focus &High Impact
PerformanceManagement
TransactionalExcellence
HR Strategy& Planning
LeadershipSupply
Attract & Retain
Areas of FocusAreas of Focus
Th
emes
Th
emes
▲Energize Tools by Holding Sr. Level Execs. Accountable for Re-building the Performance Culture
▲Integrate Fact-Based Tools for Mgrs./ Emps. to Discuss, Celebrate, &
Confront Individual Performance
▲Create Intensely Personal Performance Management Experience for ALLEmployees
Motorola Confidential Proprietary
▲ Lack of a Consistent High Performance Culture
▲ Personal Commitment Viewed As More Developmental Than Performance Management Orientated
▲ Consequences Not Aligned / Consistent
▲ Insufficient Management Tools and Training on Effective Behaviors
▲ Rewards Do Not Differentiate Sufficiently Between Organizational and Individual Performance
▲ Current System Largely Employee Driven
Performance Management – Key Gaps
Motorola Confidential Proprietary
Performance Management
Integrate/ Refine Existing Tools▲ Define & Agree: Components of Performance Management. Conduct Best Practices Study, Baseline Motorola System to Findings
▲ Clear Goal Setting – Linked to Next Layer
▲ Target Training: Employees & Managers
▲ Integrate: PC, Relative Performance, 360 Feedback
▲ Tighten Linkage to Rewards & Development
(Simplification, Integration, Impact)
Motorola Confidential Proprietary
Simplification & Integration
CostCompetitiveness
Focus &High Impact
PerformanceManagement
TransactionalExcellence
HR Strategy& Planning
LeadershipSupply
Attract & Retain
Areas of FocusAreas of Focus
Th
emes
Th
emes
-IntegratedTools/
-Simplified Goal Setting
-Sr. MgmtAccountability
-Increase Effectiveness/-Short TermStrategy
-“For Profit”Business/-Long TermStrategy
-Employment Promise/ CMO
-HAPContent/Process /FutureStrategies
-Rewards
-Exec.Ownership
-HAPProcessStrategy
-Retain
-Redeploy
-EmploymentPromise/
CMO Brand Promise
-Develop- ment
-New Apps.
-HAPProcessStrategy
-LeadershipSupplyAs Biz
Summary
-100’s