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
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
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
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%
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)
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
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
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
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
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
Strategic Resource Planning worksheet
Microsoft Office Excel Worksheet
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)
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