Download - Carrièremanagement: Nicole Van Autrève
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Development Tracks
in GDF SUEZEnergy Benelux & Germany
1Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Nicole Van Autrève
Competence, Training & Development manager
June 2011
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• 218,350 employees in nearly 70 countries
• €84.5 billion in 2010 revenues
• €11 billion in investments annually for the period 2011-2013
• No. 1 independent power producer in the world
• No. 1 buyer of natural gas and importer of liquified natural gas in Europe
• No. 1 network for transporting and distributing natural gas in Europe
2Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Responding to energy needs, by maximising the use of
resources and fighting against climate change
Key figures at year end 2010
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GROUP GDF SUEZ
6 Business Lines
GDF SUEZ ENERGY EUROPE & INTERNATIONAL (BEEI) with
8 business areas
• 2 European Business Areas: Benelux & Germany and Europe
• 6 Business Areas under the combined IP – GDF SUEZ entity
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Core business
• We generate electricity
• We sell electricity, natural gas and
energy products and services
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Benelux & Germany
# employees:
• Belgium: 7,200
• Netherlands: 1,200
• Germany: 800
Headcounts approx. 31/03/2011
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HR – shared responsibility HR - Organization
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• HR Partners: Work together with business to set the HR
policy in practice & vice versa.
• Competence Centers: Develop and manage the HR
programs in consultation with the Management and the
HR Partners.
• Service Center: Handle HR payroll and administration
Competence Center
Service Center
HR Partners
• Employees: Responsible for their own
development and career development
Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
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Employee segmentation strategy
• Diversified approach (for recruitment, detection and development) according to
different needs of the diverse segments.
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Key People
Mobility
Employability
Experience
Leadership
• Topex
• Potentials
• Experts
• People Managers
• Supervisors
• Organizational Mobility
• Requested By employee
• International Talent Pool
• Insufficient Performance
• Starters
• Trainees
• 55+
Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
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Learning & Development@ Benelux & Germany
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8Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Changing environment –
with impact on development
Changing energymarkets –
liberalisation, sustainable
development, renewables
new jobs – new competences
Changing demography
Changing organisations –
mergers
Changing regulations, legislations
Changing technology
Some facts…
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9Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
2010 – Training hours 449.630 %
Behavioral + Business 75.196 17
Languages 39.547 9
Operational 266.097 59
SSQE 68.791 15
9.610 trained persons, or 52 hours (= +/- 7 days) on average per employee
Some facts…
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Continuous Development in Benelux & Germany
Common Competence Management
Common Jobcatalogue / Profession Guide Group
Common Development policy Management of Development offer
New learning methods (e-learning, …)
Build and implement common Development Tracks People managers
Potentials, …
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Learning & Development@GDFSUEZ
Balanced Priorities - organisational & individual
Job development – development tracks
mandatory
only jobrelated
Role development – development tracks
mandatory basic program
self learning is stimulated
Career development
own initiative is stimulated CoP / sharing knowledge and expertise
Open vacancy policy
Profession guide
Career interview / Career Focus
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Business Aligned Development Tracks
= Regroup development actions and trainings,
planned in a specific order, and linked to a specific job or role
For jobs/Jobfamilies with:
- a lot of FTE‟s
- high rotation rates
- high development needs
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Role Development TracksPeople Managers
Potentials
Experts
Role & Job profiles
Competences dictionaries
Job Development TracksIT, Purchasing, …
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Job Development Tracks - examples
IT – architect
Business developer
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14Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Why?
Obtaining a high, equal standard of resultdriven people management
within the BA - Benelux & Germany
Contribution to a common BA culture
Enlarging mobility and career opportunities within the BA
Sharing best practices and improve synergies
Firstline, middle Senior
Objectives Improve personal excellence and teamperformance through operational people management.To perform and to improve competencies in currentjob. Learn to use skills and qualities in an effective way.
Improve teamperformance through people and bymanaging other people managers.To perform and to improve competencies in current job.
Competencies to be developed
Operational : HR processes, H&S, Financial basics, organizational knowledge Behaviorial : follow & adjust, developing others, planning, forming a team, giving feedback
Operational: Refresh HR processes
behavioral: team coaching, forming a team (multicultural, remote)
Learning methods E-learning, classroom training, 360° feedback, involvement of Manager N+1
Role Development Track
People Manager
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Advanced Operational
Firstline Management
Middle Management
Senior Management
Topex
Strategic Director
Personal Effectiveness
Supervise
Selfmanagement,
Operational People Management
Managing others
Senior People Management
Managing other managers
Contribute through people
Functional Leader,
Functional strategy, long-term perspective
OperationalIndividual contributor, Personal
Effectiveness
Business Leader, Group Leader,
Long term vision, inspiring
Based on the Leadership Pipeline(Drotter & Charan)
Development Track People Manager
Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
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Local delivery, local follow-up,
Self-planning after invitation
Central delivery, central follow up,
fundamentals - group track,
Advanced - individual
Role Development Track
People Manager
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Performance + Priority Personal Qualities
for observation
Based on the segmentation of the Talent Pool LFT program GDF SUEZ
Why?
Obtaining a pool of potentials, employable cross BA, with high equal development
opportunities within the BA
Contribution to a common BA culture
Enlarging mobility and career opportunities within the BA
Supporting transfer of knowledge and skills within the BA
Sharing best practices and improve synergies
Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Role Development Track
Potentials
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Central delivery, central follow-up, combination group-track and self-planning and steering
Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Role Development Track
Potentials
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Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Some reflexions…
„free shopping‟
a standardtraining offer –
classroom training
vaste mandatory
tracks for all (same roles, samejobs) – classroom
+ e-learning
more balanced
roledevelopment
tracks -organisational /
individualdevelopment
needs
Balancing exercise between push and pull, with respect of budget
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Last years‟ evolution from „close the competency gap‟…
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• Learning portal
• Learning communities
• Experiental learning(simulation)
• Adaptive learning(situational)
• Space and time to learn
… to “creating anexperimentaldevelopmentenvironment”
“The illiterate of the 21st
century will not be those who
cannot read and write,
but those who cannot
learn, unlearn, and relearn”
Alvin Toffler, “Rethinking the future”
Learning & Development @ GDF SUEZ - VLERICK HR Day 2011
Some reflexions…
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„free shopping‟a standard
training offer
vaste mandatory
tracks for all
more balancedrole
developmenttracks
Last years‟ evolution from „close the competency gap‟…
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Questions ?
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Thanks for your
attention !
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