Club de l’IRIS

Gestion des compétences

Job Families Expertises & Competencies profiles

June 2011

© 2011, SOLVAY SA2Page 2

Group HR Policies

To support its ambition to become global, the Group has overtime introduced organization design related tools to measure and compare jobs both internally and externally.

Common job evaluation system (the Hay system of evaluation) for its cadre population

Grading system to slot all “cadres” functions (A-H)

Solvay Job Families model

© 2011, SOLVAY SA3Page 3

A tool to shape global organization Allows the management to “shape” their organizations

and adapt them to changes in strategy and objectives

by defining the architecture of roles by defining the mission & 7 responsibilities by identifying competencies and expertise deemed important for excelling in these roles by managing an integrated positioning process – within the framework of Strategic HR Committees - using career ladders and thus reinforcing internal equity By managing an annual review of organizational needs (workforce planning based on JF professions )

GLOBAL INTEGRATIONGLOBAL INTEGRATION

Solvay Job Families model

© 2011, SOLVAY SA4Page 4

Job Performance Enviro

nment Environment

ExpertiseExpertise

Functional skills & knowledge. Acquired through education

and experience.

CompetenciesCompetencies

Observed through Behaviors (including those linked to Values

and Strategic Pillars).

Full Potential

Expertise vs Competencies Solvay ModelExpertise vs Competencies Solvay Model

Expertise dictionary

Solvay Group Competencies

dictionary

© 2011, SOLVAY SA5Page 5

1. Striving for Performance Achievement Motivation Initiative

2. Processing Information Analytical Thinking Conceptual Thinking Information Gathering Interpersonal Understanding Business Awareness Organizational Awareness

3. Aligning Effort Organizational Commitment Strategic Orientation

4. Leadership Developing Others Holding People Accountable Building the Team

5. Interacting with Others Managing Knowledge and

Expertise Impact & Influence Networking Cultural Sensitivity Partnership

6. Working Efficiently Decisiveness Flexibility Planning & Organizing

Solvay Group Competencies Dictionary

(0 -> 5 scale, with specific requirements)

(Max 6 to 10 Key competencies per profession)

© 2011, SOLVAY SA6Page 6

Expertise dictionary

Generic expertise required and mandatory for all Professions

© 2011, SOLVAY SA7Page 7

Generic performance expertises

1.  Continuous improvement skills Ability to continuously improve performance through a Plan-Do-Check-Act

(PDCA) Cycle aimed at reducing gaps between current situation and targets (including Performance measurement and Performance management)

2. Problem Solving skills Ability to analyze the causes of a problem and to propose creative solutions,

relying on specific tools and methods.

3. Project management skills Ability to use specific tools and methods of basic project management.4. Change management skills Ability to deal with change and to implement improvements, relying on

specific tools and methods (8 principle of Kotter)

Establishing a sense of urgency, Creating the guiding coalition, Developing a vision and strategy, Communicating the change vision, Empowering employees for broad-based action, Generating short-term wins, Consolidating gains and producing more change, Anchoring new approaches in the culture

© 2011, SOLVAY SA8Page 8

What value for employee?

It clarifies roles & responsibilities, and expected outputs consistently across the group on a global basis allowing global process management

It provides more visibility on future career progression possibilities and development needs (All JF are in free access on Intranet)

Before 2003: 6000 individual job descriptions Today: +/- 20 job families have been deployed, covering

220 professions for 3.100 cadresbusiness : Manufacturing, Commercial, Supply Chain, RD&T transversal : Finance, IT, Legal, Communication, HR, Procurement,

HSE

© 2011, SOLVAY SA9Page 9

OD JF concept for Quality function

In the frame of Solvay policy for Performance

© 2011, SOLVAY SA10Page 10

Senior BPIM

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F

E

D

C

B

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CC HR EXPERTS

HR OPERATIONS

Process Specialist

RegionalManager Regional

Manager

OperatProc

Leader

Service Unit HR

Mgr

BSC PDP OP

BSC HR ADMIN 3S

Senior Expert

Expert

Practice Leader

Area Manager

BPIM

Sector/Function

BPIM

BPIM

Industrial Relations

Country IndustrialRelationsOfficer (IRO)

Process Specialist

Operat Proc

Specialist

Site HR Mgr

Deputy Sector/FD HR Mgr

Deputy Site HR Mgr

Business/Functions HR

Deputy Entity

HR Mgr Team

Leader

Area Manager

EntityHR Mgr

Job Family HR : Architecture

< 900

?

© 2011, SOLVAY SA11Page 11

BPIM : Business Performance Improvement Manager

BPIM Senior BPIM Sector / Functional Directorates BPIM

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Mission: To implement the Group’s and Entity’s organization Performance policies, models and tools in own local perimeter , to adapt when required the models and tools to the perimeters specific challenges, while ensuring their coherence with the organization Performance policies and the coherence with the perimeter’s management systems, and to support the local management team in business improvement exercises and projects. Main output: Effectiveness of the Group and Entity’s organization

Performance policies, models and tools deployment in the site.

Organization Performance solutions and facilitation within own perimeter

Advices and facilitation expertise towards own permiter management team.

Business Performance optimization within unit or perimeter.

Exchange of expertise and best practices with the network

Mission: To deploy* the Group’s organization Performance policy, models, tools and objectives within the perimeter (SBU/Entity/function / complex site) to adapt when required the models and tools to the Entity’s/Function’s specific challenges, while ensuring their coherence with the organization Performance policy, to support the own Entity/function management team in business improvement exercises and projects and to lead a network of Site BPIM’s. Main output: Effectiveness of the Group organization performance

policies, models and tools deployment in the Entity/function.

Performance solutions and facilitation within the Entity/function.

Advices and facilitation expertise towards Entity’s/function’s management team

Business Performance optimization within unit or perimeter.

Effectiveness of the own BPIM Network. Exchange of expertise and best practices with and within

the network.

Mission: To define, as a member of the ODP Council, the Group policy for organization Performance, to deploy* within own perimeter (Group and own specific sector) organization Performance policy and objectives, to support the own Sector management team in business Performance improvement exercises and projects and to lead a network of SBU/Entity/Function and Site BPIM’s. Main output: Group and Sector organization Performance policies. Group organization Performance models, tools,

standards and guidelines. Advice & expertise towards management teams and

network. Business Performance optimization within own perimeter Performance solutions and facilitation within own

perimeter Group best practices exchange and external

benchmarking Effectiveness of the BPIM network and policy

deployment. Selection of external providers.. Projects support. Continuous evolving of the BPIM function.

Missionfamily

To define, develop, deploy, adapt, and implement within the Group, organization Performance policies, models, systems and tools in order to ensure sustainability and continuous improvement of the Group’s activities and contribute to the optimization of the Performance: financial and non-financial results.

© 2011, SOLVAY SA12Page 12

BPIM Senior BPIM Sector / Functional Directorates BPIM

Job class D E E F G G H

Scope/Perimeter

Small or medium size perimeter (lmono SBU site, local entity,…)

Big entity (complex multi SBU site, one business or functional entity,)

One sector, or all functional directorates at Group level

Identifies needs to increase organizational effectiveness together with line management

Provides overall guidance on Performance development across the Org Unit to improve overall organizational effectiveness. Recommends solutions to improve organizational effectiveness

Combination with additional roles may warrant for a higher grade

Reporting Line

Administratively and operationally reports to the Manager

of the entity or Sector/FD BPIM Functionally reports to a Senior BPIM or Sector/FD BPIM

Administratively and operationally reports to the Manager of the entity or Sector/FD BPIM

Functionally reports to a Sector / FD BPIM

Administratively and operationally reports to a Sector Manager or the CC ODP Manager

Functionally reports to the CC ODP Manager

Size

Number of staff in perimeter

N.A. N. A. > 500 > 1000 > 2500 >1000 >2500

N. A. for BPIM functions for complete transversal functions like functional directorates on sector or group level

Mastery of expertise

Expertise level (cf. list CC-ODP

Competently applies methodology of a number of domains – has basic knowledge of all domains.

Contributes to important parts of a practice.

Competently applies methodology in all domains, covers the whole practice’s domain for a specific geographical area,

business area or specific target population, can adapt methodology to a specific context in a number of domains

(specialization).

Covers the whole practice’s domain, is able to define, integrate and transfer methodology in a number of sub domains

(specialization), manages and markets the practice’s expertise within the Group.

Authority Acceptance by management of small and medium size

entities, proven capacity to facilitate and guide their management teams.

Acceptance by management of big entities, proven capacity to facilitate and guide their management teams.

Acceptance by the Sectors and Group management, proven capacity to facilitate and guide Sector / Group management

teams.

Complexity

Implement concepts within own domain of expertise

Creativity of performance development solutions

Duplicate programs / approaches

Partly duplicate, partly propose programs /

approaches

Deploy concepts within own domain of expertise - Partly duplicate, partly propose programs / approaches

Define concepts within own domain of expertise - Develop programs / approaches

Business process complexity

Low (classic) Medium (several

interlinked business processes

Medium (several interlinked processes)

High (interlinks with all business and

support processes)

High high high

Complexity of internal customers

Low (1 SBU) Low Medium (Several SBUs)

Medium High (several sectors)

high high

Geographical complexity Low (1 Site) Low Low Medium (several

sites) High (several

Regions) high high

Complexity of organizational change

Low Medium (reengineering &

major redesign) Medium (reengineering &

major redesign) High (JV, merge….)

Medium (reengineering & major redesign)

High (JV, merge….)

BPIM - Key differentiators

© 2011, SOLVAY SA13Page 13

BPIM 10 Key Expertises

Microsoft Word Document

2

1

© 2011, SOLVAY SA14Page 14

Perimeter of the BPIM function (Job family)

Activities currently performed by the BPIMs

Activities you currently perform

BPIM function

YOU BPIM current practice

BPIM Job family management……

BPIM practices assessment

Fully integrated practice (++)

Usual practice (+)

Some practice (-)

Anecdotal practice (--)

Microsoft Word Document

© 2007, SOLVAY SA15 Workforce planning Presentation for HR

Workforce planning

WFP is… looking at the profiles the organization needs to achieve the business strategy and building a people strategy that reflects those needs to secure the right people

To determine the actions HR need to take today to provide the Business with the right workforce (profiles) within the next 5 years

© 2007, SOLVAY SA16 Workforce planning Presentation for HR

Quantitative results – Demand and Gap Analysis

“No meaningful values”

3 Possible scenarii- Steady state- Scenario 1 - Scenario 2

export to excel

NS Simu : Attrition + Retirment