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Taskforce Arbeidsmarkt

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.

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Taskforce Arbeidsmarkt

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  1. Taskforce Arbeidsmarkt Taskforce Arbeidsmarkt Programma Management Werving ProfessionalsStrategic resource planning- Kwantitatief- Kwalitatief Werving StartersOnderwijs, professionals en stagiaires Employer BrandingEmployer Branding voor Technici Boeien & bindenInzetbaarheid medewerkers Diversity In – door - en uitstroom

  2. 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

  3. 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)140medewerkers Alle gewenste verdere veranderingen leiden tot extra instroom

  4. Arbeidsmarkt analyse (1) Jaar Leeftijd 15 tot 25 25 tot 35 35 tot 45 45 tot 55 55 tot 65 2000 1873 2449 2530 2287 1590 2003 1921 2281 2589 2279 1834 2007 1957 2022 2574 2364 2047 2008 1973 1984 2533 2391 2089 De beroepsbevolking vergrijst: De potentiële beroepsbevolking neemt af • In 2008: 27,9% van de werknemers in de Metalektro gaat binnen 5 jaar met pensioen (x 1000) Bron: CBS Siemens Nederland: 17%

  5. 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

  6. Leeftijdsverdeling Siemens Nederland maart 2012

  7. Strategic Workforce Planning complements existing approaches StrategicWorkforcePlanning Resourceplanning Competencymanagement • 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 • Staffing of projects/activities • Identification of competency gaps • Qualitative analysis (individual competencies, competency portfolio) • Definition of measures to close individual competency gaps

  8. Strategic Workforce Planning in Business Target Agreement HR Business Partners/Champions plan implementation with stakeholders HR Active in BTA process New Forecasts StrategicWorkforcePlanning Resourceplanning Competencymanagement

  9. International Job Structure 2011 International Job Structure (1st level) Job Family Sub Job Family Job Family Sub Job Family -General Estate-Purchase & Sales-Building Solution Management-Asset Management-Facility Management & Services • Commercial Law - Contract Management-Special Law - Compliance Legal & Compliance Real Estate Manufacturing -General Marketing-Production-Production/Material Planning & Control-Industrial Engineering & Launch Management-Maintenance Research & Development -General R&D -Software Development-Research -System Development/-Intellectual Property Integration-Mechanical Design -Verification/Testing-Hardware Development Marketing -General Marketing-Event Management/Promotion-Market Research/Analysis-Outbound Marketing-Pricing Sales -General Sales -Sales Support/-Key Account Mgm. Administration-Sales Consulting -General Project -PM Coordination Management -Special Project Management PM@Siemens SCM-Procurement/Logistics -General Procure- -Order Management ment/Logistics -Strategic Procurement-Planning -Operational Sourcing-Distribution/Transport -Export Control &-Warehousing Customs -Product Life Cycle Management-Inbound Product Management-Requirements Engineering ProductManagement -General Strategy-Business Development-Portfolio Management-M&A-Consulting Strategy -General Quality-Quality Assurance-Quality Management Quality

  10. International Job Structure 2011-Job Family / Sub Job Family Descriptions International Job Structure (1st level) Job Family Job Family Sub Job Family Short description Sales • 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 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 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. Key AccountManagement • Includes jobs related to analyzing a specific customer need to build customer specific value propositions based on solutions offered. Sales Consulting • 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. Sales Support /Administration

  11. Strategic Resource Planning worksheet

  12. How do we close the gap? 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? BUY (Hire) Filling demand gaps through competence and performance changes:- Developing incumbent Siemens staff- Senior appointments filled through the succession planning processes BUILD (Develop) Employ flexible resourcing strategies:- Opportunities may exist to second employees from other Siemens areas BORROW (Balance) BORROW (Balance) Opportunities to meet supply strategy through alternative- Consider outsource strategy- Separation BUMP (Outsource) BUMP (Outsource) Impact of strategic supply options on incumbent employee talent base:- Consider retention strategies for key risk areas BIND (Engage) BIND (Engage)

  13. 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

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