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Risk management competency dictionary
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Talent management lpbr
Een kijkje achter de schermen
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GEEN TALENT MAG BRAAK LIGGEN
ORGANIZATION LIFECYCLE
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Market maturity
1
Car Finance
Only
2
Car Operational
Lease
Fleet Advice
3
4
Start-up
Grow
Structure
Profits
Value-added industry
Commoditised industry
Innovate
Streamline
5
CRITICAL SUCCESS FACTORS OVER TIME
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Innovate
Serviceexcellence Start-up
Streamline
Grow
Invest in sales force
Seamless and efficient organisational structure
High quality management (& culture)
Service innovation
Structure
Innovate
Cost excellence
Harmonisation & standardisation
Service differentiation vs. competition
Customer segmentation
Process innovation
Strategy deployment framework
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Vision
Mission
Values
Strategies
(Issues +
Initiatives)
Critic al S
u ccess F
act orsW
hat is crucial to
achieve S
tra tegie
s?
Pro
ject
Por
tfol
i oW
hat
shal
l we
do t
o im
pro
ve t
he
succ
ess
fact
ors?
Strategy Deploy
Strategy Goals Achievement
Stra tegy M
on itoringH
ow w
e can m
onitor CS
F (K
PI s)?
Vision & mission
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To be recognized as the best service provider in fleet management, backed up by a healthy and sustainable growth & profitability
To achieve excellence in service via high level of loyalty, engaged people and efficient processes & procedures
LP VALUES
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LP VALUES
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Leaseplan academy - International Competency Dictionary
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Click to edit textSecond levelThird levelFourth levelFifth level
LPBR strategy
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CustomersProfitability &
GrowthEmployees
Process improvement (GPI) IT platform & software/appl.improvement & Upgrades EEH Penetration & upgrade Internal SLA improvement External SLA improvement Contact Center improvement Introduce Back Office Center Introduce Fuel Card
Improve insurance penetration
Improve insurance penetration Strict Contract management Cost management Risk mitigation measures Step out the nice, introduce and or work out Strategic experiences (BCG report):1. LTR2. LAM3. Elaborate TPL
Professional recruitment Redesign Salary house & Benefits Training on technical and overall business knowledge LP engagement program Management Development Barueri
CSS TRIM index Comp. return % Comp result % Managed fleet
TRIM index
Car remarketing Best in class processes & procedures & management info Maintain & improve existing channel usage CRI fully used /penetrate and train users CARNEXT fully used
Project Phoenix, The sequel
Themes
2010 - 2011
StrategicInitiatives
Marketing Invest in sales support material Close gap customer/driver/LP Dealer network recognition Symposiums (with Banks clients) Image building/Advertisement
HR sTRATEGY
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1. Driving our HR functionProfessionalize and develop a strong HR communityHR roles: networking and share best practices
3. Driving our futureDevelop HRM best practice on management developmentHR roles: knowledge management champion, guardian of
culture and organisation & management development5. Driving our HR procurement & Costs
Develop HRM best practice, focus on global costs and procurement
HR roles: create impact, HR as cost winner instead of cost centre7. Driving & align our HR policies, products & processes
Develop HRM best practices, standardisation, harmonisationHR role: Champion of PP&P
HR sTRATEGY
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DOHR DOF DOC DOPP&P
• Management Development• Talent Development
• Competency management• General business knowledge
• Career planning
Layers of talent
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Click to edit textSecond levelThird levelFourth levelFifth level
Talent identification frameworkPerformance / Potential matrix
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Solid Citizen
‘Plateau-ed’
Well placed
or
‘Workhorses’
High potentials
(HiPos)
or
‘Stars’
Future may be
elsewhere
Needs remedial
Action
Or‘Deadwood”
Future potential
or
‘?’
Low Potential High
High
Perf orm
anceLow
Talent identification frameworkPerformance / Potential matrix
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Low Potential High
High
Perf orm
anceLow
Carla
Rosana
Sarah
Jan
Erik
Piet
Yvonne
Ellen
Leo
Patrick
Linda
Martin
Development/Career path identification
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Career path for each individual
Name Future development few characteristics future training Possible future roles (1-3 years)
HIGH POTENCIAL SMART THINKING AND FAST LEARNER
RISK MANAGEMT FINANCE MANAGER
LARGE KNOWLEDGE OF LP BUSINESS AND SYSTEMS FINANCE DEDICATED AND COMMITED STATISTICAL MODELS NEEDS MICRO MANAGEMENT INSURANCE RISK FURTHER ASSET RISK TRAINING
HIGH POTENCIAL
* NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) ASSET RISK SPECIALIST
* AMBISCIOUS AND MONEY DRIVEN MONEY LAUNDERING LEASEPLAN PRODUTCS OVERVIEW ON RISK MANAGEMENT ACTIVITIES AT LPCORP
FUTURE POTENTIAL * SELF MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) SENIOR RISK ASSISTANT
* HIGH COMMITED PHSP PRODUTCS * PLEASURE TO WORK WITH FINANCIAL BASIC SKILLS ENGLISH LANGUAGE
FUTURE POTENTIAL * NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) E-BUSINESS SPECIALIST
* SMART AND FAST THINKEN LEASEPLAN PRODUTCS * NEEDS SPECIAL ATTENTION FINANCIAL BASIC SKILLS ENGLISH LANGUAGE E-BUSINESS SPECIALIST
NEW EMPLOYEE MONEY LAUNDERING
PHSP PRODUTCS OPERATIONAL RISK
N/A COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING)
PHSP PRODUTCS FINANCIAL BASIC SKILLS ENGLISH LANGUAGE
Met elkaar een beeld vormen?
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Goede voorbereiding
Structuur
Minder is beter
Management praat
Sturen
Adviseer
Bewaak & monitor afhandeling
Management is de boodschapper
Rol P&O
Leaseplan academy - International Competency Dictionary
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Click to edit textSecond levelThird levelFourth levelFifth level
Performance & development measures time line
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Monthly MD platformContinuous performance &
development measures
Performance letters linked to strategy
Mid winter dialogue Year end challenge
GROUP MANAGEMENT DEVELOPMENT
Competenceframework
Succession Planning tool
GMDP
Development
Direct Manager assesses
employee, based on competence
framework
Local HR Director provides MD Manager with information for Succ. Pl. tool
MD Manager prepares GMDP
meeting
Group Management Development Platform- Advises on Succession Planning- Discusses development needs
- Nominates for LP Academy programmes
- LP Academy
- Coaching- Other programm
es
Direct Manager checks
development with
competence framework
* MD, FD, S(C)VPs
&expats
The Executive Leadership Programme‘Providing leaders with a broader and deeper perspective, enabling a better
understanding of key company-wide challenges, themselves and their role in it’
Leaseplan academy
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Click to edit textSecond levelThird levelFourth levelFifth level
The Talent Development Programme‘Providing managers with a broader and deeper knowledge, better understanding of strategy and different functions, the challenges
in their corner of the business and their responsibility in it’
Leaseplan academy
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Click to edit textSecond levelThird levelFourth levelFifth level
The People Management Programme‘Strengthen the skills of the participants, so they can lead their teams easier, with expertise,
respect, commitment and passion. Being more aware of their role in the team and the influence of their role. The programme will cover key topics such as self awareness,
communication, developing others, team building and leadership behaviour’.
Leaseplan academy
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Click to edit textSecond levelThird levelFourth levelFifth level
Randvoorwaarden onderneming
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Organisatie ontwikkeling
Maatschappelijke verantwoording
M/L Termijn
Één stem/consistent
Willen/durven investeren
Consequent/Transparant
Stuur op gedrag/voorbeeld
Top down
Strategie als uitgangspunt
P&O de verbinding
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Luister
Ken uw onderneming
Niet voorschrijven/Advies
Visie
Argumentatie/onderbouwing (literatuur, kranten, opinies)
Structuur
Draagvlak
Governance
Van P&O naar lijn, anders?
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Nee/ja
Positivisme
Verantwoordelijkheid
Visionair
Kalm blijven
Cijfers/cijfers/cijfers
De juiste mensen
“Pleasen” Corporation
Ken je talenten
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THANK YOU
QUESTIONS?