Club de l’IRIS
Gestion des compétences
Job Families
Expertises & Competencies profiles
June 2011
Group HR Policies
 To
support its ambition to become global, the Group has
overtime introduced organization design related tools to
measure and compare jobs both internally and externally.
Common job evaluation system (the Hay
system of evaluation) for its cadre
population
Grading system to slot all “cadres”
functions (A-H)
Solvay Job Families model
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© 2011, SOLVAY SA
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Solvay Job Families model
A tool to shape global organization

Allows the management to “shape” their organizations
and adapt them to changes in strategy and objectives
 by defining the architecture of roles
 by defining the mission & 7 responsibilities
 by identifying competencies and expertise deemed
important for excelling in these roles
 by managing an integrated positioning process – within
the framework of Strategic HR Committees - using career
ladders and thus reinforcing internal equity
 By managing an annual review of organizational needs
(workforce planning based on JF professions )
GLOBAL INTEGRATION
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© 2011, SOLVAY SA
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Expertise vs Competencies Solvay Model
Full Potential
Job Performance
Expertise
Competencies
Solvay Group
Competencies
dictionary
Expertise
dictionary
Functional skills & knowledge.
Acquired through education
and experience.
Observed through Behaviors
(including those linked to Values
and Strategic Pillars).
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© 2011, SOLVAY SA
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Solvay Group Competencies Dictionary
(0 -> 5 scale, with specific requirements)
1.
Striving for Performance
4.
 Developing Others
 Holding People Accountable
 Building the Team
 Achievement Motivation
 Initiative
2.
Processing Information






3.
Analytical Thinking
Conceptual Thinking
Information Gathering
Interpersonal Understanding
Business Awareness
Organizational Awareness
5.
(Max 6 to 10 Key competencies
per profession)
Interacting with Others
 Managing Knowledge and
Expertise
 Impact & Influence
 Networking
 Cultural Sensitivity
 Partnership
Aligning Effort
 Organizational Commitment
 Strategic Orientation
Leadership
6.
Working Efficiently
 Decisiveness
 Flexibility
 Planning & Organizing
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Expertise dictionary
Generic expertise required and
mandatory for all Professions
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Generic performance expertises
1. Continuous improvement skills

Ability to continuously improve performance through a Plan-Do-Check-Act
(PDCA) Cycle aimed at reducing gaps between current situation and targets
(including Performance measurement and Performance management)
2. Problem Solving skills

Ability to analyze the causes of a problem and to propose creative solutions,
relying on specific tools and methods.
3. Project management skills

Ability to use specific tools and methods of basic project management.
4. Change management skills

Ability to deal with change and to implement improvements, relying on
specific tools and methods (8 principle of Kotter)
Establishing a sense of urgency, Creating the guiding coalition, Developing a vision and strategy,
Communicating the change vision, Empowering employees for broad-based action, Generating
short-term wins, Consolidating gains and producing more change, Anchoring new approaches in
the culture
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© 2011, SOLVAY SA
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What value for employee?
 It
clarifies roles & responsibilities, and expected outputs
consistently across the group on a global basis allowing
global process management
 It provides more visibility on future career progression
possibilities and development needs (All JF are in free
access on Intranet)
 Before
2003: 6000 individual job descriptions
 Today: +/- 20 job families have been deployed, covering
220 professions for 3.100 cadres
 business : Manufacturing, Commercial, Supply Chain, RD&T
 transversal : Finance, IT, Legal, Communication, HR, Procurement,
HSE
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© 2011, SOLVAY SA
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OD JF concept for Quality function
In the frame of Solvay policy for
Performance
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© 2011, SOLVAY SA
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Job Family HR : Architecture
HR OPERATIONS
< 900
Business/Functions HR
Industrial
Relations
H
G
F
E
D
Deputy
Sector/FD
HR Mgr
Entity
HR Mgr
Site
HR Mgr
Deputy
Entity
HR Mgr
Country
Industrial
Relations
Officer
(IRO)
BPIM
Sector/
Function
BPIM
Senior
BPIM
CC HR
EXPERTS
Practice
Leader
BSC
PDP OP
Regional
Manager
Deputy Site
HR Mgr
Area
Manager
Service
Unit HR
Mgr
Expert
Team
Leader
C
B
3S
Regional
Manager
Senior
Expert
Area
Manager
BPIM
BSC
HR ADMIN
Process
Specialist
?
A
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Process
Specialist
Operat
Proc
Leader
Operat
Proc
Specialist
© 2011, SOLVAY SA
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BPIM : Business Performance Improvement
Manager
Mission & out put per level
Mission
family
To define, develop, deploy, adapt, and implement within the Group, organization
Performance policies, models, systems and tools in order to ensure sustainability and
continuous improvement of the Group’s activities and contribute to the optimization of
the Performance: financial and non-financial results.
BPIM
Senior BPIM
Sector / Functional Directorates BPIM
Mission:
To implement the Group’s and Entity’s organization
Performance policies, models and tools in own local
perimeter , to adapt when required the models and tools to
the perimeters specific challenges, while ensuring their
coherence with the organization Performance policies and
the coherence with the perimeter’s management systems,
and to support the local management team in business
improvement exercises and projects.
Mission:
To deploy* the Group’s organization Performance policy,
models, tools and objectives within the perimeter
(SBU/Entity/function / complex site) to adapt when required
the models and tools to the Entity’s/Function’s specific
challenges, while ensuring their coherence with the
organization Performance policy, to support the own
Entity/function management team in business improvement
exercises and projects and to lead a network of Site BPIM’s.
Mission:
To define, as a member of the ODP Council, the Group
policy for organization Performance, to deploy* within own
perimeter (Group and own specific sector) organization
Performance policy and objectives, to support the own
Sector management team in business Performance
improvement exercises and projects and to lead a network
of SBU/Entity/Function and Site BPIM’s.
Main output:
 Effectiveness of the Group and Entity’s organization
Performance policies, models and tools deployment in
the site.
 Organization Performance solutions and facilitation within
own perimeter
 Advices and facilitation expertise towards own permiter
management team.
 Business Performance optimization within unit or
perimeter.
 Exchange of expertise and best practices with the
network
Main output:
 Effectiveness of the Group organization performance
policies, models and tools deployment in the
Entity/function.
 Performance solutions and facilitation within the
Entity/function.
 Advices and facilitation expertise towards
Entity’s/function’s management team
 Business Performance optimization within unit or
perimeter.
 Effectiveness of the own BPIM Network.
 Exchange of expertise and best practices with and within
the network.
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Main output:
 Group and Sector organization Performance policies.
 Group organization Performance models, tools,
standards and guidelines.
 Advice & expertise towards management teams and
network.
 Business Performance optimization within own perimeter
 Performance solutions and facilitation within own
perimeter
 Group best practices exchange and external
benchmarking
 Effectiveness of the BPIM network and policy
deployment.
 Selection of external providers..
 Projects support.
 Continuous evolving of the BPIM function.
© 2011, SOLVAY SA
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BPIM - Key differentiators
BPIM
Job class
D
Senior BPIM
E
E
Sector / Functional Directorates BPIM
F
G
G
H
Scope/Perimeter
Small or medium size perimeter (lmono SBU site, local
Big entity (complex multi SBU site, one business or functional
One sector, or all functional directorates at Group level
entity,…)
entity,)
Identifies needs to
increase organizational
Provides overall guidance on Performance development across the Org Unit to improve overall organizational effectiveness. Recommends solutions to improve
organizational effectiveness
effectiveness together
with line management
Combination with additional roles may warrant for a higher grade
Reporting Line
Administratively and operationally reports to the Manager
of the entity or Sector/FD BPIM
Functionally reports to a Senior BPIM or Sector/FD BPIM
Administratively and operationally reports to the Manager of the
entity or Sector/FD BPIM
Functionally reports to a Sector / FD BPIM
Administratively and operationally reports to a Sector Manager
or the CC ODP Manager
Functionally reports to the CC ODP Manager
Size
Number of staff in
perimeter
N.A.
N. A.
> 500
> 1000
> 2500
>1000
>2500
N. A. for BPIM functions for complete transversal functions like functional directorates on sector or group level
Mastery of expertise
Expertise level (cf. list CCODP
Authority
Competently applies methodology of a number of
domains – has basic knowledge of all domains.
Contributes to important parts of a practice.
Competently applies methodology in all domains, covers the
whole practice’s domain for a specific geographical area,
business area or specific target population, can adapt
methodology to a specific context in a number of domains
(specialization).
Covers the whole practice’s domain, is able to define, integrate
and transfer methodology in a number of sub domains
(specialization), manages and markets the practice’s expertise
within the Group.
Acceptance by management of small and medium size
entities, proven capacity to facilitate and guide their
management teams.
Acceptance by management of big entities, proven capacity to
facilitate and guide their management teams.
Acceptance by the Sectors and Group management, proven
capacity to facilitate and guide Sector / Group management
teams.
Complexity
Implement concepts within own domain of expertise
Creativity of performance
development solutions
Deploy concepts within own domain of expertise - Partly
duplicate, partly propose programs / approaches
Define concepts within own domain of expertise - Develop
programs / approaches
Duplicate programs /
approaches
Partly duplicate, partly
propose programs /
approaches
Business process
complexity
Low (classic)
Medium (several
interlinked business
processes
Medium (several
interlinked
processes)
High (interlinks with
all business and
support
processes)
High
high
high
Complexity of internal
customers
Low (1 SBU)
Low
Medium (Several
SBUs)
Medium
High (several
sectors)
high
high
Geographical complexity
Low (1 Site)
Low
Low
Medium (several
sites)
High (several
Regions)
high
high
Low
Medium (reengineering &
major redesign)
Complexity of
organizational change
Medium (reengineering &
major redesign)
High (JV, merge….)
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Medium (reengineering &
major redesign)© 2011,
High (JV, merge….)
SOLVAY SA
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BPIM 10 Key Expertises
2
1
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BPIM Job family management……
BPIM practices assessment
Fully integrated practice (++)
BPIM
function
Usual practice (+)
Some practice (-)
YOU
BPIM
current
practice
Anecdotal practice (--)
Perimeter of the BPIM function (Job family)
Activities currently performed by the BPIMs
Activities you currently perform
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Workforce planning
WFP is… looking at the profiles the organization needs to
achieve the business strategy and building a people strategy
that reflects those needs to secure the right people
To determine the actions HR need to take today to provide the
Business with the right workforce (profiles) within the next 5 years
Workforce planning Presentation for HR
© 2007, SOLVAY SA
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Quantitative results – Demand and Gap Analysis
3 Possible scenarii
- Steady state
- Scenario 1
- Scenario 2
NS Simu : Attrition + Retirment
“No meaningful values”
 export to excel
Workforce planning Presentation for HR
© 2007, SOLVAY SA
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