Taskforce Arbeidsmarkt
Taskforce Arbeidsmarkt
Programma Management
Werving Professionals
Strategic resource planning
- Kwantitatief
- Kwalitatief
Werving Starters
Employer Branding
Onderwijs, professionals
en stagiaires
Employer Branding voor
Technici
Boeien & binden
Inzetbaarheid medewerkers
Diversity
In
–
door
-
en uitstroom
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%
medewerkers
96
Uitstroom en vervanging per jaar(!) door
natuurlijk verloop verwacht (pensionering)
44
Totale gewenste instroom (ervaren en starters)
medewerkers
140
Alle gewenste verdere veranderingen leiden tot extra instroom
Arbeidsmarkt analyse (1)
De beroepsbevolking vergrijst:
(x 1000)
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 potentiële beroepsbevolking neemt af
In 2008: 27,9% van de werknemers in de Metalektro gaat binnen 5 jaar met pensioen
Siemens Nederland: 17%
Bron: CBS
Arbeidsmarkt analyse (2)
• Relatief weinig werkloosheid onder technici:
Werkloosheidspercentage technici: +/- 2%
Landelijk werkloosheidspercentage: 5,4% (2011)
• Weinig technische studenten
(zie grafiek)
Aantal studenten techniek en economie (bron: NOA,
2011)
18000
17000
16000
14000
• Ongeveer 45% van de technische
studenten start in een niettechnische functie
12000
10000
9000
8000
6000
5000
7000
4000
2000
0
Student techniek WO Student techniek
HBO
Student economie
WO
Student economie
HBO
Leeftijdsverdeling Siemens Nederland maart
2012
450
400
350
300
250
200
aantal medewerkers
150
100
50
0
-19 20- 25- 30- 35- 40- 45- 50- 55- 6024 29 34 39 44 49 54 59 65
Strategic Workforce Planning complements
existing approaches
Five-year horizon (incl. yearly
breakdown)
Strategic
Workforce
Planning
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
Resource
planning
Qualitative analysis
Staffing of projects/activities
Identification of competency gaps
Competency
management
Focus on selected
competences/”job families”
Qualitative analysis (individual competencies,
competency portfolio)
Definition of measures to close individual
competency gaps
Strategic Workforce Planning in Business
Target Agreement
HR Business Partners/Champions
plan implementation with stakeholders
Oct
Q1
Nov
HR Active in
BTA process
Dec
Jan
Q2
Feb
Mar
New
Forecasts
Apr
Q3
May
Jun
Jul
Q4
Aug
Business Planning Cycle
Strategy
Budget
Market Planning
Strategy Review
BTA
People Planning Cycle
Annual Forecast
Q2
Forecast
Q1
Forecast
Strategic
Workforce
Planning
Q2
Forecast
Q3
Forecast
Resource
planning
Competency
management
Sep
International Job Structure 2011
International Job Structure (1st level)
Job Family
Legal & Compliance
Manufacturing
Marketing
PM@Siemens
Product
Management
Quality
Sub Job Family
-Commercial Law
-Special Law
- Contract Management
- 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
Management
-PM Coordination
-Special Project
Management
Job Family
Real Estate
-General Estate
-Purchase & Sales
-Building Solution Management
-Asset Management
-Facility Management & Services
Research &
Development
-General R&D
-Software Development
-Research
-System Development/
-Intellectual Property
Integration
-Mechanical Design
-Verification/Testing
-Hardware Development
Sales
SCM-Procurement/
Logistics
-Product Life Cycle Management
-Inbound Product Management
-Requirements Engineering
-General Quality
-Quality Assurance
-Quality Management
Sub Job Family
Strategy
-General Sales
-Key Account Mgm.
-Sales Consulting
-Sales Support/
Administration
-General Procure-Order Management
ment/Logistics
-Strategic Procurement
-Planning
-Operational Sourcing
-Distribution/Transport -Export Control &
-Warehousing
Customs
-General Strategy
-Business Development
-Portfolio Management
-M&A
-Consulting
International Job Structure 2011Job Family / Sub Job Family Descriptions
International Job Structure (1st level)
Job
Job
Family
Family
Sales
Sub Job Family
General 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.
Key Account
Management
• 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.
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.
Short description
Sales Consulting
• Includes jobs related to analyzing a specific customer need to build
customer specific value propositions based on solutions offered.
Sales Support /
Administration
• 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.
Strategic Resource Planning worksheet
How do we close the gap?
BUY (Hire)
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:
BUILD (Develop)
- Developing incumbent Siemens staff
- Senior appointments filled through the succession planning processes
Employ flexible resourcing strategies:
BORROW(Balance)
(Balance)
BORROW
- Opportunities may exist to second employees from other Siemens areas
Opportunities to meet supply strategy through alternative
BUMP
(Outsource)
BUMP
(Outsource)
BIND
(Engage)
BIND
(Engage)
- Consider outsource strategy
- Separation
Impact of strategic supply options on incumbent employee talent base:
- Consider retention strategies for key risk areas
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