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Taskforce Arbeidsmarkt In – door - en uitstroom Programma Management Werving Professionals Strategic resource planning - Kwantitatief - Kwalitatief Werving.

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Presentatie over: "Taskforce Arbeidsmarkt In – door - en uitstroom Programma Management Werving Professionals Strategic resource planning - Kwantitatief - Kwalitatief Werving."— Transcript van de presentatie:

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2 Taskforce Arbeidsmarkt In – door - en uitstroom Programma Management Werving Professionals Strategic resource planning - Kwantitatief - Kwalitatief Werving Starters Onderwijs, professionals en stagiaires Employer Branding Employer Branding voor Technici Boeien & binden Inzetbaarheid medewerkers Diversity

3 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

4 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 natuurlijk verloop verwacht (pensionering) 44 Totale gewenste instroom (ervaren en starters)140 medewerkers Alle gewenste verdere veranderingen leiden tot extra instroom

5 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 tot 6545 tot 5535 tot 4525 tot 3515 tot 25 LeeftijdJaar Bron: CBS (x 1000) Siemens Nederland: 17%

6 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

7 Leeftijdsverdeling Siemens Nederland maart 2012

8 Strategic Workforce Planning complements existing approaches Resource planning Competency management Strategic Workforce Planning  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

9 Strategic Workforce Planning in Business Target Agreement HR Active in BTA process New Forecasts HR Business Partners/Champions plan implementation with stakeholders Resource planning Competency management Strategic Workforce Planning

10 International Job Structure 2011 International Job Structure (1 st level) Sub Job Family Manufacturing Marketing Product Management -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

11 International Job Structure Job Family / Sub Job Family Descriptions International Job Structure (1 st level) Job FamilySub Job FamilyShort description Sales Job Family Definition: Responsible for the realization of sales and profit targets consistent with business strategy. Tasks include managing accounts and customer relationships, developing sales proposals, negotiating and closing deals, acting as 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 Account Management Sales Consulting Sales Support / Administration

12 Strategic Resource Planning worksheet

13 How do we close the gap? BORROW (Balance) BUMP (Outsource) BIND (Engage) This identifies new hires from outside the division/headcount Consider: - 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)

14 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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