bayer corporation telling the hr story spring 2015

Bayer Corporation

Telling the HR Story

Spring 2015

Bayer Corporation

HR Mission

We live LIFE by

being a respected partner to our leaders

being a true employee advocate

fostering a performance-driven, diverse and inclusive culture

• HRLT Meeting - Jan 2015

Bayer Corporation

HR Mission Being a respected partner to our leaders Being a true employee advocate Fostering a performance-driven, diverse and inclusive culture

Continuously simplify/ standardize/ automatize HR policies and processes to also improve employee usability (e.g. recruiting model/ process, sales compensation, global mobility set up & services, Excellence in Training)

Foster HR Archetype in countries Further enhance HR Dashboard and HR

data quality

Portfolio Efficiency

Foster One HR Behaviors – focus on stakeholders– Increase focus on stakeholder and

employee advocate role

– Continuous improvement and innovation mindset

– Increase collaboration within the HR community to provide better contribution to the business

Upgrade HR Capabilities via the HR Academy with special focus on:– Business acumen

– Consulting Skills

– Organization Development and Change Management

Strengthen HR Marketing/ Communication

Set up and anchor M&A and PMI capabilities in the HR Community

HR Leadership

Foster Excellence in Talent Development (competency implementation, career path models across functions / businesses, excellence in POC & succession planning)

Strengthen Bayer Employer Brand by implementing a consistent brand strategy

Enhance leadership and functional excellence by further roll-out Bayer Academy incl. GLC target audience

Further promote leading across cultures and genders

Foster employee engagement / innovation culture

Support business growth in emerging and developing countries

Improve quality in everything we do

KPI: Employee Engagement (Bayer employee survey)

KPI: Budget and efficiency targets KPI: Stakeholder satisfaction with HR (Support function survey)

HR Roadmap 2015 (Global)


Bayer Corporation

US HR Roadmap

Talent Strategy

Retain our top-performers Track employee satisfaction and

address concerns Link employee engagement to

employee satisfaction surveys

Enable businesses to further build a high performance culture

Identify and develop high potential employees

Provide meaningful learning and training opportunities

Move talent across borders, subgroups, and / or BUs

Articulate career growth paths

Attract external talent based on our skill-gap

Fill positions based on current needs and future potential

Smoothly and quickly integrate new hires

Build meaningful experiences for new employees

Diversity & Inclusion

Operational Infrastructure(HR Excellence)

Acquisition and Onboarding Performance and Development Retention and Engagement

Leadership

Create an efficient (speed and cost), effective (accuracy and quality), compliant and globally aligned HR service delivery infrastructure

Create a diverse and inclusive workplace through a targeted U.S. D&I framework aligned to the global D&I strategy

Enhance pay-for-performance and align to market competitiveness Harmonize compensation and benefits strategy across subgroups

Compensation & Benefits


Bayer Corporation

The Hacket Study and US Strategy kicked off HR Excellence which is being further driven by Continuous Improvement

Drivers for ChangeHR Excellence

Continuous Improvement Culture

Targeted Improvements

Strategic improvements identified and agreed to by HRLT and Country Council

3 year roadmap of projects and initiatives

Driven by HRLT and PMO

Workforce steering its own success

Employee engagement at all levels of the organization

Self identification of solutions and new ways of working

Promoting success and embracing failures


Bayer Corporation

Phases of HR Six Sigma ProjectProject progress and next steps

II - Opportunity Assessment and 6σ Events

III - Roadmapplanning

I - Status Quo Analysis

HR Services pain point analysis

Interviews summary and findings

Waste identification Change management

enablers Priorities definition by

area

Process map with VA/NVA activities

Identification of sources for variability

Kaizen events summary and follow up

Fully Deploy Six Sigma at HR Services

Implementation of improvement ideas from Value Added/Non Value Added mapping

Kaizen events follow up Continue with change

management activities


Bayer Corporation

Payroll Administration

Time Attendance

Develop and implement a process for business travelers to comply with withholding laws

Identify and implement process improvements to reduce overpayments

Continue to drive process improvements across payroll inputs/outputs

Conduct cost-analysis associated with time policies migration/harmonization

Automation of remaining hourly nonexempt time collection process

Where agreed, migrate sites to harmonized time policies.

Undertake improvements in leave of absence process

Automation of salary nonexempt time collection application

Continue to drive process improvements across payroll inputs/outputs

Reevaluate payroll outsourcing opportunity

Drive additional required migration/harmonization activities

Exit Management

Standardize vendor offerings for outplacement services

Voluntary resignation automation / ESS Workflow

Develop and implement severance accrual process

Select vendors for outplacement services and unemployment compensation administration

Automation for involuntary separations process

Benchmark severance and reinstatement policy

2015 20162014

Talent Management

Processes

Enable implementation of talent/compensation key initiatives by aligning and enhancing process and infrastructure

Continue to drive process improvements

2015 Overarching GoalsHR Excellence


Bayer Corporation

Policy Harmonization and

Alignment

Labor Relations

Collected all site policies (identified approx. 140)

Clustered site policies to similar HR policies

Harmonized site policies to US HR approx. 35 (also BMS carve out review)

MCC Policy Review and implementation

Acted as SME to US MARGO Policy Committee

Addressing US approach to Tobacco, Dress Code, Cell Phones,, Internship and Fellowship, Contingent Labor Worker, D and I policy implementation

MARGO Privacy and Fair and Respectful Working Conditions

Continue Policy interpretation and alignment

USPRC Meetings

Continued HRDIRECT SME Committee for contract negotiations

Completed assistance with 3 contract negotiations

LR Roundtable Collected all Bayer CBA;s and

updated SP sites Negotiations Prep support for 2015 MCC Effects Bargaining

Continue to drive process improvements and efficiencies in US HR Policies and MARGO Policies

More regular update of policies and legal alignment

Continue USPRC policy review

Continue to identify opportunities to add value to the business and foster union relations

Prep for 2017 LR activities LR Roundtable

Positive Employee Relations

Kansas City Action Plan BHC (R&I) Audit and Action Plan Evaluation Plan additional positive

ee sites for action plan needs Training of front line supervisors Continue Positive EE Roundtable to

drive consistency and leverage best practices

Positive Employee Relations Roundtable

Training on Positive Employee Relations

Site Readiness Response Training Kansas City Audit

2015 20162014

Provide immediate response to site activity

LR Roundtable Continue site evaluations Institute key positive employee

initiative nationwide


Continued HRDIRECT SME Committee for contract negotiations (BRKL, INS, Mem)

LR Roundtable Align contracts to provide value for

business needs

2015 Overarching GoalsPolicy/Employee Relations

Bayer Corporation

Execute recruiting strategy* Continue rollout of EB / EVP Improve processes for ERP Initiate fundamental workforce

planning Create Conference & University

strategy and opportunity to integrate across subgroups

Continue rollout of competency model

Acquisition & Onboarding

Performance & Development

2015 20162014

*Initiative scope goes across workstreams **U.S. first to enroll ***Onboarding includes courses (New Hire / New Manager Onboarding and tools/technology)

Evaluate recruiting options and finalize strategy*

Launch Employer Brand (EB)* / Employee Value Proposition (EVP)* to align with global guidelines

Pilot and launch Global Employer Referral Program** (ERP)

Evaluate and enhance onboarding***

across subgroups Roll out competency model* with

global alignment

Implement and look for continuous improvement opportunities for recruiting

Align recruiting with Global Technology Solution

Leverage workforce planning process across the U.S.

Implement and surface continuous improvement opportunities for Conference & University strategy

Implement U.S. wide Learning Council

Continue Talent Exchange Implement and surface continuous

improvement opportunities for Performance & Development

Leverage existing Bayer Academy content to address developmental needs

Identify appropriate talent for Development Programs*

Present state of top talent to U.S. Country Council; create Talent Exchange framework and begin activities

Initiate alignment with learning partners across subgroups

Start identifying and addressing LMS system and course consolidation opportunities

Build learning plans in each subgroup

Create subgroup Learning Councils Develop U.S. wide Learning Council

framework Identify critical international

assignment roles Continue Talent Exchange Continue LMS course

consolidation


2015 Overarching Goals Talent

Bayer Corporation

Retention & Engagement

2015 20162014

Execute GES action plans Implement Procurement / Training

harmonization initiatives Drive “A” process consistency

Launch Global Employee Survey (GES), analyze results and start GES action teams

Align with Germany on Procurement / Training harmonization framework

Drive “A” process consistency

Launch GES, analyze results and start GES action teams

Continue to implement Procurement / Training harmonization initiatives

Drive “A” process consistency

Diversity & Inclusion

Implement U.S. D&I framework Revive public and media recognition

for D&I programs Consolidate current offerings and

launch D&I learning curriculum

Adapt global D&I strategy to U.S. specific D&I needs

Determine 2015 public recognition initiatives to participate in

Evaluate D&I learning curriculum and determine U.S. offerings

Implement and look for continuous improvement opportunities for D&I strategy

Introduce D&I scorecards Establish D&I recognition awards

program


2015 Overarching GoalsTalent

Bayer Corporation

Compensation & Benefits Strategy

2015 20162014 Execute compensation strategy Align compensation of Platform

groups Formalize guidelines and plan for

future M&A deals

Finalize industry benchmarking to evaluate as-is compensation across subgroups

Develop compensation strategy Align salary, grade and position to

global guidelines; Evaluate compensation of critical roles and refine accordingly

Explore creation of retention plans Refine Benefits strategy and

streamline consultants/vendors

Continue to implement compensation strategy


Develop enhanced automation plan of compensation processes

Align benchmarking tool/practices with (SAP) system to provide integrated compensation management

Clean up Job Descriptions; align Jobs as needed

Initiate cost-analysis of pay gap Review compensation policies to

streamline administration and compliance

Continue to implement as required

Drive additional harmonization as needed

Roll out single STI payment plan Introduce U.S. Structural Budget

process/tool Roll-out new Perquisite Program Continue clean-up of Job Descriptions

as required Explore new plan for retention Prepare to roll out harmonized

compensation plans to (Platform) functions

Implement compensation delivery improvement opportunities

Operational Infrastructure

(Compensation & Benefits)

2015 Overarching GoalsComp & Ben

bayer corporation telling the hr story spring 2015

Documents

hr academy

hr dashboard

hr behaviors

hr policies

bayer corporation hr

hr story spring

hr marketing communication

training foster hr archetype