Strategic Talent Management
A.P. Moller - Maersk
26 August 2010
Maria Pejter
Senior Director, Group Talent Management
Group HR
Who we are and what we do
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The A.P. Moller - Maersk Group is a diversified conglomerate, founded
in 1904 by Mr Arnold Peter Møller
115,000 employees, own offices and operations in 130 countries
We serve customers worldwide in the shipping, energy, retail and industry
sectors, operating in six business segments:
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Container shipping and related activities
APM Terminals
Tankers, offshore & other shipping activities
Oil and gas activities
Retail activity
Shipyards, other industrial companies,
interest in Danske Bank A/S, etc.
A timeline of interesting challenges
Attracted by performance culture
and “real” impact
Coaching young high
potentials and creating
executive development
1999
Maersk
Shipping
Academy
Preparing for the future;
getting ahead of the demographic
curve
Tying business and HR strategy
together - changing the scope and
infrastructure of talent
management
Starting up new project and
organization, getting leadership
responsibility
1997
Working closely with Business
Leadership
Build a diverse team of highly
analytical yet business savvy
people
2004
2008
Senior
Director,
Group Talent
Management
General
Manager, HR
Warehouse
Manager
Warsaw, PL
2010
Director,
Group Talent
Management
The outset - what defines talent?
THE GROUP PERSPECTIVE
Talent is global and independent of gender,
race, culture, age or sexuality
THE BUSINESS PERSPECTIVE
Talent delivers the organizational lifting power
required to win in the market place
THE HR PERSPECTIVE
Talent gives the ability to place the right
person, in the right job, at the right time
THE INDIVIDUAL PERSPECTIVE
Talent opens up for getting the right
opportunities at the right time – constantly
feeling challenged
Talent Management – an end-to-end process
THE GOVERNING THOUGHTS
 Enabling business strategy and
support senior management
1
Scenario
Planning
Attraction
5

Ensuring leadership and critical
functional talent bench strength

Provide infrastructure and
facilitate processes
2
Right Person,
Right Place,
Identification
Right Time
Deployment
THREE IMPORTANT LEVERS
 The People Strategy Process
Development
4
3

Continuous learning approach

The Diversity Drive
The PSS structure
Business
priorities
The Positions
Using the business unit strategy & priorities to identify the
required organizational capabilities and structure needed to
succeed
Secure agreement on relative importance of all positions with
reference to the overall strategy
The People
Assessment of the relative performance of employees across the
business
Organizational
gaps
Identify ‘gaps’ between the people and positions and close these
gaps through concrete actions
Talent Development – Development Shop
CONTENT OF THE SHOP
Opportunities can be found
by area of learning
or by type of development
AREA OF INTEREST:
• Communication
• Self Leadership
• People Leadership
• Change Leadership
• Strategy & Business Acumen
• Financial Literacy
• Process & Project Leadership
TYPE OF DEVELOPMENT
• FEE: Books, E-Learning and
Courses
• FREE: Articles, Podcasts and
Webcasts, Learning Partner
Resources
LEARNING CORNER
The aspiration of the Development Shop is to provide the right
development opportunities to the right people at the right time via the
right channels.
• Leader & learner guides to
managing development
Talent Attraction – Diversity Drive
The talent pool as we know it, is changing
•
Women account for over 55% of university graduates and the number is
increasing
•
Women’s share of the total volume of working hours is correlated to the
presence of women in company tops
•
87% of executive candidates reject a job offer due to work-life balance
considerations
Active workforce*
(millions)
... and is decreasing in size
•
As the smaller generations enter the labor market, the size of the total
workforce decreases
•
Of the 93% of the women who take career breaks, 74% return to work
but only 40% are working full time
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33% of women work part time compared to 7% of men
The reality for A.P. Moller-Maersk
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Gender balanced at entry level, but not at management level. Current
female representation in APMM HQ: GM 17%, Director 9%, VP 4%
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The curve breaks around GM level, age 30, and the first maternity
leave
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Women do not apply for Director positions - only 7 (10%) internal
applicants for Director positions at HQ in Copenhagen in 2009
If the employment rate f or women
remains constant, Europe can expect a
shortf all of 24 million in the active
workf orce by 2040; if the rate can be
raised to the same level as f or men, the
projected shortf all drops to 3 million
EXAMPLES OF INITIATIVES
The proposed solutions created the foundation for the launched initiatives at HQ-level –
and provided clear messages for external press contacts
Maersk leadership diversity
GROUP HR SCORECARD
Gender distribution of high performance scores (4-5) in Maersk Directors and General Managers
Female; 75%
Female; 67%
Male; 33%
Male; 25%
Directors
General Managers
Internal Appl.
External Appl.
Female Directors and General managers in PSS High Performer Group (Top 30%)
Female; 83%
Female; 50%
Male; 50%
Male; 17%
Directors
Internal Appl.
General Managers
External Appl.
Targets for the number women in JG
56+: Quarterly reporting on GM,
Director and VP level to the HR board
and on Group HR’s website
Mentor Network: a
guideline on how to
establish and drive a
mentor relation
The Women’s Leadership Network: 160 invited,
120 signed up. 9 groups meeting to build
network and share experiences.2 joined events
executed and 2 planned for the fall/winter
The diversity website: Content dedicated
to flexibility, networking, career
development, role models etc.
(write ‘Diverse’ in the intranet URL to see the website)
Gender neutral language: a
guideline on how to write
gender-neutral job-adds and
recruiting session
Consistent key messages: consistent messages
and key points for communication purposes