Journey to Jobs Initiative : The transformation strategy to develop, attract and retain talent
Talent management & transformation How we develop our … · 2019. 10. 11. · Talent Management &...
Transcript of Talent management & transformation How we develop our … · 2019. 10. 11. · Talent Management &...
Talent management & transformationHow we develop our talents at OSRAMGeorg Bachmaier | 10.10.2019 | F.A.Z. Recruiting & Führungskräftebindung im MittelstandLight is OSRAM
www.osram.com/createlight
Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
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We are as high techas Google and Apple
Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
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The ambitiousmastermind
Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
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The smartanalyst
Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
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The creativeinventor
Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
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Talent managementin spite of crisis?
14 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
Current challenges and transformation boost the relevance of continuous Talent Management
Challenges of the world of work 4.0
Fast and disruptive changes
High competition andneed for innovation
Digitalization of work
Demographic changeChange in globalgrowth dynamics
New technologies andagile working methods
15 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
“The New Talent” is one of the core initiatives which drives establishing
#TheNewOSRAM
The New Talent drives establishing #TheNewOSRAM
Why How
What The New Talent
Our vision
Our mission
Culture Values
Leadership Principles
Areas of Expertise
Light for a better world
OSRAM unlocks the potentials of light to improve people’s lives #The
New OSRAM
Openness Passion for performance
Empower-ment
Ability to change
Risk taking
Building talent
CollaborationEntrepre-neurship
Clarity
Mobility
Well-being and health Connection
Safety and security
16 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
The purpose of Talent Management at OSRAM
Enabling them to tap the potentials of light to improve people’s lives
Putting the right people …
… in the right jobs …
… at the right time …
… at the right cost …
… based onbusiness needs
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OSRAM key beliefs of Talent Management
Business sets our priorities
Every employee has talents
Talents own their career
Leaders drive performance and culture
With our Talent Management activities we cater to OSRAM’s everchanging business needs and strive to establish OSRAM as employer of choice.
OSRAM’s Talent Management promotes each and every employee’s talents –regardless of age and tailored to current potential and job challenges.
Careers at OSRAM are as diverse as our people. We encourage everyone to grab the wheel and carve out the way to individual career success, no matter in which direction.
Leaders at OSRAM inspire, enable and support others to contribute to the best of their ability and grow within and beyond own area.
Talents by nature strive to grow. HR provides the right tools, platforms, processes and initiatives which enable and empower.
Everyone at OSRAM is encouraged to give and ask for fair feedback in all directions in order to recognize colleagues’ work and fuel their growth.
We embrace diversity as a business asset. We live it every day by encouraging and championing diversity of thought and inclusion.
HR empowers talents
Continuous dialogue is key
Diversity adds value
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18 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
From now on, we differentiate between “talent” and “high potential”
New terminologyHigh potentials are selected talents
who have the capacity to assumea position with more responsibility.
They are identified in GROW(“move up”), have a “great” or
“exceptional” performancerating, and are providedwith specific programs.
New terminologyEvery employee at OSRAM has talentsand therefore belongs to the target group of Talent Management.
Scope of Talent Management, i.e. talents (all employees at OSRAM) Talents (all employees) High Potentials (subgroup of talents)
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#TheNewOSRAM Talent Management
Foster individual development of employees to their fullest
potential.
High Potential Programs
Cultivate high potentials to make best use of their
abilities and prepare them for the next career step.
Career Paths and Development ProgramsAdvance leadersand experts, support them in mastering challenges and in developing necessary skills.
Learning and Training Offerings
OSRAM Talent
Management
20 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
The purpose of High Potential (HiPo) Programs
Help high potentials to make best use of their potential
Support high potentials togrow further
Strengthen the network of high potentials
Increase the visibility of high potentials
Prepare high potentials to take over a new role
Managers should ensure that their HiPo’s participate in the programs, as it is one effective wayto express appreciation, keep HiPo’s engaged, increase their retention, and secure OSRAM’s future.
What is in itfor managers?
21 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
TopExecutives
Executives Program
Global High Potential Program
GoFurther!Local High Potential Program
LightUp!Graduate (Trainee) Program
The High Potential Program landscape
Different programs for our future leaders and experts
GPL 4 – GPL 2 Individual consultation and support
PL 5 – PL 4
Mainly below PL 5 (EG 10 – 121)
(EG 91) Academic pipeline
High potentials with global mobility
High potentials below PL5 andhigh potentials without global mobility
Fast track for future top leaders
1) EG 9 – 12 or comparable for countries where different levels apply, i.e. the four highest local pay scale levels below PL 5
22 Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
The New High Potential LandscapeTwo alternative entryways
All employees with “move up” will considered in succession planning
and placement decisions
!
Entryways to the High Potential Programs
High Potential Program
Man
ager
nom
inat
ion
Self-
nom
inat
ion
FinalPreliminary
+++ +
Overall performance rating “great job” or
“exceptional job”
Employee statement
Nomination for a program
No validation stepPotential statement “move up”
from manager
“Move up”
Manager 1
+++ +
Overall performance rating “great job” or
“exceptional job”
No potential statement “move up”
from manager
Nomination for a program
Positive validation interview with
HR + business
“Move up”
Development Round Table
Manager 1
Manager 2+
Potential statement “move up”
from employee
“Move up”
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Global High Potential Program
Program overview
New content
Kick-off and introduction
• Design thinking training• Mentor matching• Individual Development Plan• Meeting with CEO• Decision making
Autonomous project work
• Presentation of BIPs• Wildcards for OSRAM
Management Conference• Farewell dinner
Personal insights
BIPkick-off
Virtual closing
Virtual briefing
BIP mid-year-review
BIP closing
Confirmation of HiPo’s/participants
Alumni network(virtual platform)
Business Impact Projects
Duration: 2 years
May(year 1)
Jun.(year 1)
Oct.(year 1)
Talent Management & Transformation | Georg BachmaierF.A.Z. Recruiting & Führungskräftebindung im Mittelstand | 10/10/2019
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We shape our cultureand values.
We display pride in the deve-lopment of our employees.
We engage our talentsas ambassadors.
We show who we really areand what we expect.
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I am looking forwardto your questions