Talent Management and Executive Reward

Talent Management
and Executive Reward
The best out of both worlds.
Always on for you:
Hans-Ulrich Fink
E.ON SE
HR BSC 4people, Workstream Lead
[email protected]
Sven Dormann
Promerit HR+IT Consulting
Partner
[email protected]
Agenda
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Page 2
E.ON as a company
Context of our projects
Target processes
Projects overview
Hybrid model
Key findings and recommendations
20.11.14
Talent Management & Executive Reward
Agenda
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2
3
4
5
6
Page 3
E.ON as a company
Context of our projects
Target processes
Projects overview
Hybrid model
Key findings and recommendations
20.11.14
Talent Management & Executive Reward
Wir. Im Überblick.
 An unseren Standorten in Europa, Russland
und Nordamerika erwirtschafteten unsere über
72.000 Mitarbeiter im Jahr 2012 einen Umsatz
von rund 132 Mrd Euro. Hinzu kommen
gemeinsam mit Partnern geführte Geschäfte in
Brasilien und in der Türkei.
 Mit unserer strategischen Ausrichtung
cleaner & better energy
entwickeln wir uns zu einem globalen,
spezialisierten Anbieter von Energielösungen.
 Überall dort, wo wir aktiv sind, ist unser
Anspruch, dass die Welt der Energie besser
und sauberer wird.
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Talent Management & Executive Reward
E.ONs Konzernstruktur
Konzernleitung1
1 Inklusive der
2 Kein
Schwerpunkt-Einheit E.ON Connecting Energies
Berichtssegment
3 Schwerpunkt-Einheit
4 Inklusive IT
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Globale Einheiten
Exploration & Produktion
Erzeugung
Globaler Handel
Neubau & Technologie2
Erneuerbare Energien
Talent Management & Executive Reward
Regionale Einheiten
Unterstützungsfunktionen2
Deutschland
Einheiten:
Weitere EU-Länder:
 Unternehmensdienstleistungen4
 Großbritannien
 Beratung
 Schweden
 Immobilien-Management
 Italien
 Versicherungen
 Spanien
 Einkauf
 Frankreich
Dienstleistungszentren
 Niederlande
Kompetenzzentren
 Ungarn
 Tschechien
 Slowakei
 Rumänien
Nicht-EU-Länder:
 Russland3
 Weitere Nicht-EU-Länder: Brasilien, Türkei
E.ON Business Services (EBS)
E.ON Business Services (EBS) startete am 1. Oktober
2013. EBS bündelt die vormals getrennten Finanz-, HRund IT-Business-Services in einer gemeinsamen, multifunktionalen Unterstützungseinheit, die für den gesamten
E.ON-Konzern zuständig ist –zum ersten Mal in der
Konzerngeschichte.
Die drei sogenannten Service-Tower werden durch
gemeinsame Querschnittsfunktionen unterstützt (z. B.
CFO-Organisation, HR-Business-Partner-Organisation).
Alle relevanten Rollen und Aufgaben wurden bereits
übertragen oder werden bis 2015 schrittweise von den
jeweiligen E.ON-Organisationen auf die neue
Organisation übertragen.
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Talent Management & Executive Reward
Quelle: kowloon.rosedalehotels.com
Das sind wir. Kurz & knapp.
 Der Hauptsitz von EBS ist in Hannover.
 Das neue Unternehmen beschäftigt rund 3.400
Mitarbeiter.
 In enger Abstimmung mit dem E.ON-Business
verwaltet EBS 2013 ein Budget von ca. 1,6 Mrd. €.
 Vier legale Einheiten in Deutschland (EBS GmbH,
EBS Berlin GmbH, EBS Hanover GmbH und EBS
Regensburg GmbH); plus acht weitere in Benelux,
Großbritannien, Italien, Rumänien, Schweden,
der Slowakei, Tschechien und Ungarn.
Landesgesellschaften
Aktivitäten
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Talent Management & Executive Reward
Agenda
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2
3
4
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Page 8
E.ON as a company
Context of our projects
Target processes
Projects overview
Hybrid model
Key findings and recommendations
20.11.14
Talent Management & Executive Reward
Context of our projects : HR.TOM
based on the Dave Ulrich model
BPs play key role with regard to
strategic HR questions in the units
Focus: Business perspective
Main activities:
• Drive BU strategic HR agenda
• Coach and advise line manager
• Be primary point of contact to Centers of Competence
CoCs provide bundled
HR topic expertise
Focus of 5 CoCs:
 Reward
 Global learning
 Talent management
and Employer brand
 Employee relations and Labor law
 HR planning and controlling
Main activities:
 Develop governance and policies for
HR function, steer implementation,
and perform quality ensurance
 Provide bundled topic expertise and
support to the units
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BSC forms the backbone of the
new HR organization
Focus: HR admin
Main activities:
• Provide HR services to employees, line managers and
Business Partners at agreed
service level
• Ensure consistent quality
standards at defined costs and
realize economies of scale
Business Partner
Line managers
& employees
Centers of
Competence
Talent Management & Executive Reward
Business Service
Center
Context of our projects : HR.TOM
Our mission: business continuity during transition
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Talent Management & Executive Reward
Context of our projects : 4 people program
3 years to establish, optimize and excel HR TOM
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Interdependencies – projects / initiatives
Operating Model
The Operating Model is designing the
overall Operating Model, the query
handling process and related
implementations in the different
countries
Provide a core HR
System
Provide RTT Tool, query handling
processes, and Service Frame
Define Reqruirements
MDM/ OM/Authorizations
The Workstream is designing and
building a global MDM (Personnel
Administration / OM) system
Provide Content Requirements for
Target Group
Executive and
Talent Services
CrossFunctions
CrossFunctions prepare the contracts
that are signed between the BSC and
other entities and also designed the
overall charging model
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Provide Contractual Base, Ensure
Contract Sign off
Provide Service Catalogue, DPA
content, Go Live Dates per Unit
Talent Management & Executive Reward
Provide HR Online, EIC
and Doc gen
Define Requirements
Enabling Technologies
The Workstream is designing and
building EIC, HR Online, the Portal and
Document Generation
RSX
Provide First Level Support /
Payroll Services
Support Enablement
/Provide content
The Regional Services will provide First
Level Support from the
countries/regions in local language as
well as payroll services and contract
generation
Agenda
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2
3
4
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E.ON as a company
Context of our projects
Target processes
Projects overview
Hybrid model
Key findings and recommendations
20.11.14
Talent Management & Executive Reward
Target processes and interdependencies
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Talent Management & Executive Reward
Agenda
1
2
3
4
5
6
Page 15
E.ON as a company
Context of our projects
Target processes
Projects overview
Hybrid model
Key findings and recommendations
20.11.14
Talent Management & Executive Reward
Project Goals
Project objectives:
 The solution that we will build will be simple and reduce manual work.
 We will aim for global standards and avoid exceptions.
 We will deliver efficiently and reliably.
Expected benefits:
 Ensured business continuity by lean processes, despite cost and FTE reduction
 Role and responsibilities (activity split) are aligned with HR TOM Model for all E.ON countries
 Avoided media-breaks will result in reduced workload (paperwork and rework), transaction time and error rates
 Improved compliance, auditability, transparency
 Higher Data Safety and Data Security standards as data is stored on a secure server
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Talent Management & Executive Reward
Some hard facts
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Talent Management & Executive Reward
Project scope Executive Reward – in a nutshell
Processes in scope:
• Annual Pay Review
• Performance Management
• Job Grading
• Long Term Incentives
• Benchmarking
Target group:
• 1587 employees (Top-3-level executives)
• Line managers
• HRBP
• BSC
• Client Experts
Work packages:
• Annual Pay Review &
Performance Management
• Long Term Incentives
• Benchmarking & Grading
• Integration
Systems and solutions:
• SuccessFactors Compensation (Modules:
Performance Management,
Compensation)
• SAP on-premise
(MD, ECM, local payrolls)
• Open Text
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Talent Management & Executive Reward
Project scope Talent Management – in a nutshell
Processes in scope:
• Performance & Potential Management
• Management Reviews
• Diagnostics
• Talent Pool Management
• Succession Management
• Global Placement/ Executive Recruiting
Work packages:
• Talent Profile
• Management Reviews & Performance
• Succession Management
• Global Placement
• Talent Pool Management & Diagnostics
• Reporting
• Migration & Integration
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Talent Management & Executive Reward
Target group:
• 2235 employees (Top-3-level executives,
Talents, E.ON Graduates)
• Line managers
• HRBP
• BSC
• CoC
Systems and solutions:
• SuccessFactors
(Modules: Talent Profile, Performance
Management, Calibration, Succession
Management, Recruiting Management)
Project Plan Executive Reward
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Talent Management & Executive Reward
Project Plan Talent Management & Global Placement
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Talent Management & Executive Reward
Performance Management Form (Extract) in SF
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Talent Management & Executive Reward
Annual Pay Worksheet in SuccessFactors
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Talent Management & Executive Reward
Agenda
1
2
3
4
5
6
Page 24
E.ON as a company
Context of our projects
Target processes
Projects overview
Hybrid model
Key findings and recommendations
20.11.14
Talent Management & Executive Reward
Hybrid model
SuccessFactors / Open Text
P83
Investment protection, following SAP product strategy
+
70 % SuccessFactors
for modern user interfaces and
standardized HR process support
30 % P83
for MDM,
flexible calculations,
interface to Open Text
and payroll
=
High usability
Expandability for further processes
Activity split compliance
Global standards, minimum of exceptions
Reward Processes
Annual Pay
PM & Bonus
Long Term Incentives
Further Processes – future Plans
BM
Grading
MR
Recruiting
Succession …
for Manager, TEO KAM/HRBP (*)
Manager, TEO KAM/HRBP
for BSC/CoC
BSC/CoC
System only: Calculations & Data Storage
Calculations & Data Storage
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Talent Management & Executive Reward
Agenda
1
2
3
4
5
6
Page 26
E.ON as a company
Context of our projects
Target processes
Projects overview
Hybrid model
Key findings and recommendations
20.11.14
Talent Management & Executive Reward
Key findings and recommendations
Establish a long-term roadmap and
stick to it during execution of projects
Combine phased approach
with agile iterations
Leverage the hybrid potential by
reflected decisions on cloud vs. on prem
Don’t try to fulfill all requirements
Assure master data quality
(structure and content)
Don’t forget change
and communication
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Talent Management & Executive Reward
Even if you go for cloud,
you need on prem know-how
Reduce complexity in projects organization
(trust > control)
Select the right consultants
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