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Taskforce Arbeidsmarkt

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Taskforce Arbeidsmarkt. Taskforce Arbeidsmarkt. Programma Management. Werving Professionals Strategic resource planning - Kwantitatief - Kwalitatief. Werving Starters Onderwijs, professionals en stagiaires. Employer Branding Employer Branding voor Technici. - PowerPoint PPT Presentation

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Page 1: Taskforce Arbeidsmarkt
Page 2: Taskforce Arbeidsmarkt

Taskforce Arbeidsmarkt

Taskforce Arbeidsmarkt

In – door - en uitstroom

Programma Management

Werving ProfessionalsStrategic resource planning

- Kwantitatief- Kwalitatief

Werving StartersOnderwijs, professionals

en stagiaires

Employer BrandingEmployer Branding voor

Technici

Boeien & bindenInzetbaarheid medewerkers

Diversity

Page 3: Taskforce Arbeidsmarkt

Informatiebronnen voor strategische personeelsplanning

• Conjunctuurprognose: CPB, CBS• Arbeidsmarktprognose: NOA (Nationaal Onderzoek

Arbeidsmarkt), ROA(The Research Centre for Education and the Labour Market)

• Verloopcijfers• Ziekteverzuim-, productiviteitscijfers• Leeftijdsopbouw, beoordelingsresultaten• Medewerkerpotentieel, MD programma, trainees• Engagement survey resultaten

Page 4: Taskforce Arbeidsmarkt

In- en uitstroomgetallen

Bij een gelijkblijvende situatie

Gemiddeld verloop Siemens NL (2010 – 2011)(zonder pensioneringen, bij gelijkblijvende markt): 4,5% 96 medewerkers

Uitstroom en vervanging per jaar(!) door natuurlijk verloop verwacht (pensionering) 44

Totale gewenste instroom (ervaren en starters) 140 medewerkers

Alle gewenste verdere veranderingen leiden tot extra instroom

Page 5: Taskforce Arbeidsmarkt

Arbeidsmarkt analyse (1)De beroepsbevolking vergrijst:

De potentiële beroepsbevolking neemt af

In 2008: 27,9% van de werknemers in de Metalektro gaat binnen 5 jaar met pensioen

208923912533198419732008

204723642574202219572007

183422792589228119212003

159022872530244918732000

55 tot 6545 tot 5535 tot 4525 tot 3515 tot 25

LeeftijdJaar

Bron: CBS

(x 1000)

Siemens Nederland: 17%

Page 6: Taskforce Arbeidsmarkt

Arbeidsmarkt analyse (2)• Relatief weinig werkloosheid onder technici:

Werkloosheidspercentage technici: +/- 2%Landelijk werkloosheidspercentage: 5,4% (2011)

• Weinig technische studenten (zie grafiek)

• Ongeveer 45% van de technische studenten start in een niet-technische functie 5000

9000

7000

17000

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

Student techniek WO Student techniek HBO

Student economie WO

Student economie HBO

Aantal studenten techniek en economie (bron: NOA, 2011)

Page 7: Taskforce Arbeidsmarkt

Leeftijdsverdeling Siemens Nederland maart 2012

0

50

100

150

200

250

300

350

400

450

-19 20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-65

aantal medewerkers

Page 8: Taskforce Arbeidsmarkt

Strategic Workforce Planning complements existing approaches

Resourceplanning

Competencymanagement

StrategicWorkforcePlanning

Five-year horizon (incl. yearly breakdown)

Focus on role shifts within selected "job families"

Quantitative scenario approach for demand and supply side

Definition of levers and key actions to close gap

One-year horizon

Focus on selected competences/”job families”

Qualitative analysis (individual competencies, competency portfolio)

Definition of measures to close individual competency gaps

Qualitative analysis

Staffing of projects/activities

Identification of competency gaps

Page 9: Taskforce Arbeidsmarkt

Strategic Workforce Planning in Business Target Agreement

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug SepQ1 Q2 Q3 Q4

Business Planning Cycle

People Planning Cycle

Strategy Budget

Market Planning

Strategy Review

BTA

HR Active in BTA process

New Forecasts

HR Business Partners/Champions plan implementation with stakeholders

Resourceplanning

Competencymanagement

StrategicWorkforcePlanning

Page 10: Taskforce Arbeidsmarkt

International Job Structure 2011International Job Structure (1st level)

Sub Job Family Sub Job Family

Manufacturing

Marketing

PM@Siemens

ProductManagement

-Commercial Law - Contract Management-Special Law - Compliance

Legal & Compliance

-General Marketing-Production-Production/Material Planning & Control-Industrial Engineering & Launch Management-Maintenance

-General Marketing-Event Management/Promotion-Market Research/Analysis-Outbound Marketing-Pricing

-General Project -PM Coordination Management -Special Project Management

-Product Life Cycle Management-Inbound Product Management-Requirements Engineering

-General Quality-Quality Assurance-Quality Management

Quality

Real Estate -General Estate-Purchase & Sales-Building Solution Management-Asset Management-Facility Management & Services

-General R&D -Software Development-Research -System Development/-Intellectual Property Integration-Mechanical Design -Verification/Testing-Hardware Development

Research & Development

-General Sales -Sales Support/-Key Account Mgm. Administration-Sales Consulting

Sales

-General Procure- -Order Management ment/Logistics -Strategic Procurement-Planning -Operational Sourcing-Distribution/Transport -Export Control &-Warehousing Customs

SCM-Procurement/Logistics

-General Strategy-Business Development-Portfolio Management-M&A-Consulting

Strategy

Job Family Job Family

Page 11: Taskforce Arbeidsmarkt

International Job Structure 2011-Job Family / Sub Job Family Descriptions

International Job Structure (1st level)Job Family Sub Job Family Short description

Sales

Job Family

Definition:

Responsible for the realization ofsales and profit targets consistentwith business strategy.

Tasks include managing accountsand customer relationships,developing sales proposals,negotiating and closing deals, actingas voice of the customers internally.

• Includes jobs mainly focusing on the transactional part of the selling process, such as Sales Representative and Sales Manager who are responsible for the sales in an area/region, a defined portfolio or a cluster of customers.

General Sales

• Includes jobs responsible for the account penetration of one or max up to 5 nominated customers. This comprises connecting the whole of the Customer Organization with the whole / parts of Siemens, professionalization of client relationships, creating value for the customer by utilizing the power of Siemens.

• Includes jobs related to analyzing a specific customer need to build customer specific value propositions based on solutions offered.

• Includes jobs related to the support of the sales force and Key Account, e.g. with back-office support, Offer Management, LoA Process, Contract Management as well as from a Business-Unit perspective covering sales planning & pricing approval.

Key AccountManagement

Sales Consulting

Sales Support /Administration

Page 12: Taskforce Arbeidsmarkt

Strategic Resource Planning worksheet

Microsoft Office Excel Worksheet

Page 13: Taskforce Arbeidsmarkt

How do we close the gap?

BORROW (Balance)

BUMP (Outsource)

BIND (Engage)

This identifies new hires from outside the division/headcountConsider:- How many are required?- What timescales are they required for?- Will the hire be temporary/permanent or entry level?- What are the micro/macro economic factors?

Filling demand gaps through competence and performance changes:

- Developing incumbent Siemens staff- Senior appointments filled through the succession planning processes

Employ flexible resourcing strategies:

- Opportunities may exist to second employees from other Siemens areas

Opportunities to meet supply strategy through alternative

- Consider outsource strategy- Separation

Impact of strategic supply options on incumbent employee talent base:

- Consider retention strategies for key risk areas

BUY (Hire)

BUILD (Develop)

BORROW (Balance)

BUMP (Outsource)

BIND (Engage)

Page 14: Taskforce Arbeidsmarkt

Samenvatting Basisinformatie aanleveren

Argumentatie aanleveren aan Raad van Bestuur

“Buy in” en “commitment” Raad van Bestuur

Ken de businessprocessen van de onderneming

Zorg voor een pragmatische aanpak