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Case Study Philips: An Agile,
Integrated Talent Management
Approach
Mark VlaanderenGroup Human Resources
February 2017
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3
a year by 2025
We’re aiming to improve the lives of
three billion people
We strive to make the world healthier and more sustainable through innovation
We target healthcare customer and consumer needs along the health continuum
Healthy living
Health continuum
Prevention Diagnosis Treatment Home care
Connecting care in the home to
improve quality of life
Providing propositions for
healthy living
Supporting predictive and
preventative care
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We build on our strong leadership positions
Monitoring, informatics and connected care
Global top 3Magnetic Resonance
Global leaderImage-guided interventions
Global leaderUltrasound
#1 in ChinaAir
Global leaderMale Grooming
Global leaderOral Healthcare
#1 in North AmericaHome Monitoring
Global leaderMother & Childcare
Global leaderSmart catheters
Global leaderSleep & Respiratory
Care
#1 in North America
Cardiology Informatics
Global leader
Patient Monitoring
Global leaderNoninvasive ventilation2
>60% of sales from businesses with global leading positions1
Source: GfK, Nielsen, Euromonitor, Frost and Sullivan, Home Healthcare TBS, PCMS market insight. 1 Defined as the positions in which Philips has a top 3 position globally. 2 Based on non-invasive ventilators for the home.
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Present in more than +100 countriesPhilips’ seven largest markets
United States
€7.5billion
1 Seven largest markets by sales in 2015.
China
€2.8billion
Germany
€1.4billion
France
€806million
India
€845million
Netherlands
€639million
Japan
€1.0billion
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Talent
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Our approach focused on identifying leaders early, and accelerating their growth …
Identified High Potentials enter a program to develop them as GM
The Talent approach built on critical foundational elements
One leader profile
Competency based Assessment
Earmarked top talent
Standardized development
Prescribed career paths
Dedicated talent brokers
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and in 2011 we killed the program……because it wasn’t good enough!
… changing challenges
… poor prediction
… 97.9% neglected
… different needs
… differentiated progression
… no ROI
The Talent approach built on critical foundational elements
One leader profile
Competency based Assessment
Earmarked top talent
Standardized development
Prescribed career paths
Dedicated talent brokers
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So …
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In 2012 we set our Philips Talent Agenda, integral to the foundations of our company’s strategy
Our Talent Agenda continues to focus on the following top three talent priorities:
1. Ensure right leaders to deliver our business agenda
2. Build a strong leadership pipeline
3. Maximize all employee’s potential to contribute and grow in Philips
Deep Market Insights
Our People
Philips Brand
Technology Innovation
Global Footprint
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One leader profile
Competency based Assessment
Earmarked top talent
Standardized development
Prescribed career paths
Dedicated talent brokers
Building an Integrated Talent Management approach that enables organization agility
Business based planning
Potential and Successors
Develop everyone
Personalized development
Critical experience
Leader as career coach
Integrated Talent Management Approach
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Building an Integrated Talent Management approach that enables organization agility
• Business based planning
• Potential…and Successors
• Develop everyone
• Personalized development…
• Critical experience
• Leaders as career coach
Transparent career dialogues Continuous + integrated cycle Global Technology Platform
Continuous + integrated cycle
Transparent career dialogues
Global technology platform
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… and continue on our journey
• Evolution of Potential
• Career Navigation
• Daring moves
• Plug & Play programs
95% of all employees
have a development dialogue + plan
71%key positions filled
internally; 30% externally of which
23% from HVTs90%
talent in top boxes on PP grid is on a
succession plan
Succession Conversion up
from 25% to >50% and for best
practice areas passing
75%
85% reduction in talent staff
We are excited about progress since …
“I didn’t like hearing I wasn’t on the succession plans I
wanted. But having that visibility helped me really focus
my development—my manager supported me and I was
able to do training and mentoring that prepared me for
the type of role I want eventually.
“I was in the HIPO program too. Loved the programs, but in
the end I’d rather talk about real opportunities and work
together to get there.”
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