10-04-2023

#GPTW

2© 2011 CTG, Inc.

October 8, 2014, Ferdi Claes

Flex Income Plan

Flexible remuneration

■ that enables employees to pick and mix their own salary package to

suit their personal needs and situation

■ all of this on a budget-neutral basis

■ running fully automated in a software tool

■ tailored to our HR strategy

3© 2011 CTG, Inc.

Flex Income Plan (FIP): what?

FIP: why?

People expect

An individualized approach

“Tailor-made” service

Flexibility

CTG wants

A unique and innovating HR policy

A more attractive “Brand” towards the labour market

Good employee satisfaction and retention

4© 2011 CTG, Inc.

“Cafetaria plans”@CTG

CTG’s flexibility towards compensation & benefits includes

□ Group insurance (medical care, disability, retirement & life insurance)

□ Company cars (free choice, based on budget)

□ Flex Income Plan (FIP)

5© 2011 CTG, Inc.

■ Difficult, complex matter

■ Many & very strict rules/legislation

Look for a strong, skilled partner

CTG > SDWorx

Individual’s responsibility is crucial

Individual needs to be well informed

FIP: to be considered before you start

The 7 basic principles of FIP

1. The value of the employee’s total gross salary package should remain the

same

▫ The employee should be well informed of the consequences of choices made

eg. choosing for less cash could impact his or her pension

2. Employee is totally free to participate in the program or not

3. FIP is designed to facilitate optimization of the package based upon personal

needs, preferences and situation, but is not intended to optimize it financially

4. FIP is compliant with all labour, tax, social security legislation

(written agreement between SDWorx and social security)

5. FIP implies an (annual) addendum to the labour contract and is integrated in

other documents: labour regulation, staff handbook,…

6. FIP is budget neutral for CTG

7. FIP creates no additional obligations for CTG7© 2011 CTG, Inc.

What make this FIP unique?

■ Innovative: 1st (IT) company in the market

■ Diversity of choice

■ Open to all CTG employees

■ Employee self-service portal

■ www.MyWorkAndMe.com (WebWorx SD):

□ Pay slip, 281.10, C&B statement, Group Insurance overview

□ Online module “Absences”

□ New: online FIP module

▫ For employees: to enable simulations

▫ For HR administration: to limit the additional workload8© 2011 CTG, Inc.

Online FIP-module

9© 2011 CTG, Inc.

10© 2011 CTG, Inc.

Create budget Available benefits

• Company car (lower category)• CTG & seniority holidays• Employee referral premium• Business referral premium• Seniority premium• Variable salary• Transfer from last cycle

• Mobility• Company car (higher category)

• Health & social benefits• Supplementary child allowance• Additional medical insurance• Individual pension plan

• Work/life balance• Additional holidays

• Maximize cash• Share options• Cash• Charity• Transfer to next FIP cycle

Our “Shop”

New in 2013

New in 2014

Getting started

■ More info on our HR Intranet – Flex Income Page:

https://central.eu.ctg.com/SS/HR/FIP/default.aspx

□ FIP FAQ’s (Frequently Asked Questions)

□ FIP Manual

□ FIP Presentation

■ Questions/remarks > Hr.eu@ctg.com

11© 2011 CTG, Inc.

FIP cycle

■ Yearly FIP cycle : beginning of the year

■ Upon car lease renewal (2 cycles a year)

12© 2011 CTG, Inc.

• Announce-ment

Jan 15th

• Info sessions

JanFeb

• Information Package &

tool

Wk 1

Mar

• Individual coaching

End Mar

• Addenda contracts

Apr• Process

payrollEnd Apr

13© 2011 CTG, Inc.

Create budget Available benefits

• Company car (lower category)• CTG & seniority holidays• Employee referral premium• Business referral premium• Seniority premium• Variable salary• Transfer from last cycle

• Mobility• Company car (higher category)

• Health & social benefits• Supplementary child allowance• Additional medical insurance• Individual pension plan

• Work/life balance• Additional holidays

• Maximize cash• Share options• Cash• Charity• Transfer to next FIP cycle

Our “Shop”2012: 12%

2013: 30%

16% 6%

43%

52%

19%31%

14%

36%

75%

2014: 34%

... new ideas get born.

When people connect...

Ferdi ClaesMD HR CTG

Europeferdi.claes@c

tg.com

Minerva, Een vernieuwd eindeloopbaanbeleid

Great Place To Work – Gent 6/10/2014

KBC Bank& Verzekeringen Corporate HR , dienst PGP Specialised Advicebart.mellaerts@kbc.be

16

Wat ? - Aanleiding, - kader - Onderdeel van ... - Uitgangspunten

Loopbaan tracks en I-deal + Extra aandacht voor Track 5

Balans

17

Feiten op een rijtje ...

Pensioenwetgeving Stimuli afgebouwd en gepenaliseerd Behoud van kennis War For Talent Europese werkzaamheidsgraad van 55+ versus cijfers van KBC Demografische leeftijdspyramide werknemers KBC Deeltijds werken blijft stijgen om langer vol te houden Van talentverkwisting naar talent- en kennisbehoud (KBC intern) Maar ook: actieplan 45+ , maatschappelijke druk

...

Alg.

Waaro

m M

inerv

a ?

18

voor 55+ medewerker die op constructieve & pro-actieve wijze over zijn loopbaan (vervolg en einde) kan praten en nadenken, geconcretiseerd in moreel engagement ( I-deal).

waarin I-deal een stimulans is voor gemotiveerde mdw’ers op “oudere” leeftijd, en ieder duidelijkheid en zekerheid wil bieden.

voor lijn-management in een pro actief HR beleid dat leidt tot respectvolle en gewaardeerde arbeidsrelatie

tussen alle partijen (om met goesting te blijven (samen)werken). waarin binnen het kader van HR beleid , CSR en commercieel

beleid een win-win kan bekomen worden met non profit, social profit & profit voor inzet van medewerkers buiten KBC

Kad

er

19

Minerva, onderdeel v.e. ruimer personeelsbeleid

HR in evolution

KBC4Society

Reward4green

MoveFeed your bodyMindCare

Actief eindeloopbaanbeleid - Pensioeninfodag - Aanloop voor opruststelling (AVO)- Sociaal fonds, Kringwerking

Start-it’s

The Pitch

20

Uitgangspunten Minerva

Duurzame inzetbaarheid, geen waardevernietiging

Zelfbeschikking via introspectie geeft vorm aan keuzerecht

Levensfase bewust loopbaanbeleid Performance en output

is leeftijdsonafhankelijkBelangrijk : bedrijfsklimaat installeren/creëren waarin

het thema openlijk bespreekbaar wordt

gemaakt en mee-evolueert op het ritme van bedrijf &

samenleving

Dit is de change,

de uitdaging

Het KBC Minerva motto is : “Zet medewerkers in op wat ze graag doen, goed doen en waar ze zelf voor kiezen. Dan zal het langer werken heel spontaan gaan”

21

Introspectie medewerker

Zelfbeschik-king

Competenties en

belangstelling

Tijdsbesteding

Functieniveau

Duurtijd

+ consequenties

22

5 loopbaan tracks

Alle tracks zijnevenwaardig &kunnen wijzigen

23

i-deal (Denise Rousseau. V.S.)

medewerker

behoeften

wensen

KBC

sociale situatiekennisbehoud

structuur

noden

Win–Win voor elke partij

doelstelling

24

Track 5Extra aandacht voor

Minerva Track 5

25

KBC wil interne loopbaankeuzes aanbieden 99% vd medewerkers Naast dagelijkse KBC-job ook know how ter beschikking van raden van

bestuur & beheersraden van organisaties en instellingen vrijwillig Maar… ook externe loopbaankeuze = vernieuwend , creatief ,

innoverend ...

Aanbod van KBC-ervaring aan Social & Non-Profit & Profit organisaties KMO’s / start-ups …

beperkte mogelijkheid creëren om specifieke kennis en ervaring tijdelijk in te zetten in een andere context, als (einde)loopbaankeuze + als verrijking voor de volledige KBC-loopbaan

Track 5 : inzet buiten KBC

26

Transparant aanbod bedrijfswijd, publicatie vacature Alleen ambassadeurs Elk dossier is maatwerk , 100% financiële match is utopisch Gericht aanspreken is succesvoller dan solliciteren/vacatures KBC beslist of “samenwerkingsprojecten” passen binnen:

KBC CSR-policy , Commercieel beleid Divisie België & HR policy 4 trends merkbaar :

Van full sponsoring kosten delend Van detachering naar nieuw contract (fin. last voor inzet organisatie stijgt) Aanvragen stijgen , met professionalisering vd vraag Kortstondige opdrachten 6m – 2j maar ook nood aan langere inzet

Track 5 : inzet buiten KBC

27

Aanpak project Marktstudie, trends, tendensen, gesprekken in- en buitenshuis, specialisten en bij senioren, gepensioneerden, bij 50-jarigen...

Uitwerking via multi–disciplinair team , verschillende leeftijden

Workshops: doelgroepen, sociale partners, kaders, leidinggevenden, juristen

Communicatie via allerlei kanalen, uitwerking van idee tot detail, mindset creëren , change in gang zetten (1,5j voor implementatie is communicatie gestart)

2012

2012/2103

2013/2014

2014Roll out, bewustmaking,

En verder ... : continue verbetering, voorbeelden & getuigenissenbekendmaken, werken aan weerstanden, opvolging

28

Minerva Balans – waarom werkt het of

waarom werkt het (nog) niet !

Schaalgrootte vnl. naar deeltijds en T5,

Inpasbaar in ruimer loopbaanbeleidVernieuwend + persbelangstelling,Langer werken is niet KBC specifiek

Goede voorbeelden helpenTerugkeergarantie

Story telling + communicatiemooi theoretisch model

belangt de mdw’er persoonlijk aan

Achterdocht, geen pushTaboe : financiële consequenties + mentale shift voor lichter werken Nood = individueel verschillend ,

tijd en prioriteit terugkeergarantie schrikt af

Openheid versus lijstjesvormingLoonkost discussies versus

kosten ratio

Stimulerend

Afremmend

MINDSET

Succes ?

29

Vragen ?

bart.mellaerts@kbc.be

Jeremy PauliatStore Manager in trainingDecathlon Namur

Photo en situation sportive de chacun d’entre nous

Carole JanssensEmployer Brand Manager

7 Department ManagersFor September

11 Department ManagersUntil January 15

SPORTIVE RECRUITMENT?

COLLABORATIVE RECRUITMENT ?

Sales Advisors, Department Managers, Store Managers recruit together their

future colleagues or boss !

DECATHLON NAMUR LAUNCHES AN ORIGINAL EVENT

18 Recruiters

9 Trials throughout the day

50 Candidates

THE RECRUITSDECATHLON OUTDOOR CHALLENGESeptember 11th, 2014

1 Unprecedent dayBased on our human values

1 Video to reveal The Recruits

Video

8 Managers loving their new teamReady to take decisions

COMMUNICATION

OUR FINAL POINT OF VIEW

EmployeesCandidates

If you want to go farGo aloneIf you want to get furtherGo togetherAFRICAN PROVERB

goudengids.be ValuesMeet Goldie!

Moving Forward – GreatPlaceToWork – Oct-8, 2014

PURPOSE & APPROACH

Increase employee engagement

Improve EOS (Employee Opinion Survey) score

Raise involvement and add fun factor to goudengids.be as employer

Strengthen evaluation skills

Explain (desired) behavior that is linked to the more theoretical values

Alignment of sales and non-sales competences

Speak one language

Purpose

44

Intro

Bottom-up approach

(Inter)action makes the difference; communication is supportiveMake use of existing meetings and means of communication

Incorporate internal branding in the day to day job, not on top

Offer tools to enhance the link between brand and behavior

Creative approach (common thread = Goldie)

Continuously keep it moving in order to establish a long term effect

Visible commitment of the company leaders is crucial

General principles

45

Intro

Building blocks

46

Building blocks

0. Define the brand compass

47

Building blocks

0. Define the brand compass

48

Building blocks

Questionnaire:Executive Leadership Team + 45 people of different levels / departments / language groups

Interviews:15 -> 45

e.g. “If you were CEO, what would you start and stop doing?”

e.g. “Describe the type of people that are successful at goudengids.be. What kind of behavior do they show?

Workshop: ELT

0. Define the brand compass

49

Building blocks

OUR VALUES

How our employees perceive the company today…

51

… and tomorrow

52

Based on feedback of 50 internal ambassadors and the ELT, four new values were born

53

The future begins todayLe futur commence aujourd’hui

De toekomst start vandaag

Quality is keyLa qualité, c’est clé

Kwaliteit - Altijd

Get out, get socialElargis tes horizons

Weet wat leeft

It starts with you!A toi de jouer!

Het begint bij jezelf!

Evolution

Quality

Social

Ownership

INTRODUCING THE VALUES

Overview of approach

55

Value plans per department

Individual action points

Company-wide initiatives

Supportive communication

Most value campaigns are…

56

Value Manager @ goldenpages.be

Meet Goldie

57

Concept

4 recognizable cartoons were created to strengthen the visibility and recognition

cartoons

59

Supporting communication

6060

Presenting the Culture Club

GAINING MANAGEMENT SUPPORT

Value plan

detailed action plan per value, developed by the different departments to be integrated in their existing processes and/or projects

Involvement of our senior management team via SLT off-site:SLT off-site day 1:

Business Openers (external partner)Cocktail workshopCard on pillow

SLT off-site day 2:Set the sceneValue action plansValue manager

Value plans per department to embed the company values in the day-to-day working environment

62

Value plans per department

Individual action points

Company-wide initiatives

Supportive communication

Set the scene

63 April 10, 2023Confidential / for internal use only

Department: HR Value: Get out, get social

Idea / ConceptIntegration in

(project / process)

Key Actions Performance measurement indicator(s)

Timing Value Manager

Augmented visibility of gp.be as

employer

Recruitment

Identify universities that best fit our needs and culture and set

up active partnerships

Set up ‘go to university’-team

Represent gp.be at job fairs

Identify potential lecturers in the company

Number of partnershipsNumber of incoming

candidates

Academic year 2014

NikoParmentier

64

Example of desired outcome of the value plan after workshop SLT off-site

Value plans per department

Individual action points

Company-wide initiatives

Supportive communication

IT STARTS WITH YOU

66

67April 10, 2023Confidential / for internal use only

Value Managers: It starts with you!

68

Departmental action plans

Individual action points to stimulate employees to contribute to the company values within their own job

69

Individual action points

Card to indicate personal action point

Include in end-of-year performance review 2014

Wall per department

Best individual action receives a plush Goldie

Value cocktail

Value plans per department

Individual action points

Company-wide initiatives

Supportive communication

Introduction of each value at the different kick-offs / departmental meetingsExplanation of value script

Introduction individual action points

Presentation departmental value plan by value manager (incl results previous value plan)

To increase engagement every individual employee will be encouraged to participate and provoked to share their insights

70

Individual action points

Each employee to fill an individual action point

action points will be included in end-of-year performance review 2014

Value action points wall per floor/ shared office

Online voting system for most popular action point

We got to know you thanks to your individual action cards

71

Individual action cards

Lawrence Ong

72

Goldie is alive!

Meetings with our internal ambassadors revealed a number of interesting learnings

73

Learnings from

ambassadors

Everybody knows Goldie and adores him

The value ‘It starts with you’ is well-known (also where it stands for)

The value ‘It starts with you’ is used in e-mail, thank you messages,…

Supportive communication is highly appreciated (toolbox, stickers,…)

GET OUT GET SOCIAL

74

75April 10, 2023Confidential / for internal use only

Value Managers: Get out, get social!

76

Departmental action plans

Supportive communication to create continuous visibility on values

77

Supportive communication

Number of employees on Proud to be FB = 434

A large amount of posts support our company values but the link between them and the values is not obvious enough

Increase the awareness and point out the ROI of the value by stimulating the usage of the #getoutgetsocial

Additional action: detect and stimulate all #getoutgetsocial related initiatives

78

Proud to be

What is your individual contribution to ‘Get out, get social’?

79

Individual action cards

Goldie NL.mp4

How do you present goldenpages.be? What is your elevator pitch?

80

Goldie Challenges

Record your own elevator pitch in the Goldie chatbox

81

Goldie Challenges

Elevator pitch: how would you present our company in 30 seconds?

82

Elevator pitch

Cosy dining with a colleague you haven’t met before

83

Goldie Challenges

Last but not least: send us your holiday picture with Goldie!

84

Goldie Challenges

85

THANK YOU!

Stelling 1

#Bedrijfswagens worden in 2015 volledig vervangen door een mobiliteitsbudget

Stelling 2

#Het Netflix-model is de toekomst van HR

Stelling 3

#Online, video en social media zullen de klassieke rekrutering vervangen

Stelling 4

#55 plussers moeten bereid zijn om hun loonverwachting aan te passen