strategisch hrm: stefan vos
DESCRIPTION
Presentation by Vos stefan during the 8th editon of Vlerick HR-day 2011.TRANSCRIPT
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The HR Triangle
Global Business
Universal best practice
Local Employment Law
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Dow Chemical (2010)
• Annual sales of $53.7 billion
• Employed approximately 50,000 people worldwide.
• More than 5,000 products
• Manufacturing in 188 sites in 35 countries
• Customers in approximately 160 countries
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2009 Sales by Geographic Region*
North AmericaSales: $16,800
Latin AmericaSales: $5,242
EuropeSales: $15,431
India, Middle East, AfricaSales: $1,642
Asia PacificSales: $7,529
*2009 data; dollars in millions
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In the eye of the triangle
The HR Generalist
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HR Strategy vs Real-Life
• Starting point:
– Global Strategy to expand in India
– Research and Engineering centers
– Back-Office Service Center
• Tactical Plan:
– Locations defined per center
– Hire targets set
– Global sponsors involved
– Expats on the ground
• Operational Plan:
– Use existing HR on the ground and add local hires
– Provide requirements and profiles from the globe
– Train employees locally in our workprocesses
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HR Strategy vs Real-Life
• Disconnects:
– Global Best Practices versus local reality:
• E.g. Recruiting process
– Business expectations
• E.g. Cost: ‘Different’ then planned
– Local practice vs company culture
• E.g. Efficient Leadership structure took longer then expected
• It is a success but….
• What is the added value of a “stronger” input from HR in setting the strategy and planning of the implementation?
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HR Strategy: a multi-layered challenge
• What has HR accumulated over the last few decades?– Global workprocesses/ efficiency gains– IT supported tools– Reliable data: Headcount, cost per employee, ratio’s (e.g. #of HR per
employees), etc
� Corporate Level
• Higher complexity: Larger reality vs Speed of Change– Regions have different HR life cycle which impacts the relevance of
global tools• Pay cycle - Availability of talent - Leadership development
– Businesses have different plans by regions:• Grow – Harvest – Shrink/Exit
– Regional agenda vs Global agenda• Pension plan – Nationalization - Diversity targets – Aging work
Force
� Business and regional level
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HR Strategy: a multi-layered solution
• Multi-layered by region
– Developing – emerging – consolidation/improving – declining
• HR’s need for credibility
– Structured HR Business plans based on financial- forecasts, employee and market data, timelines and commit to deliver a result
– Linked to Corporate and/or Business direction
• Growth – Harvest (??) – Shrink/Exit
– Learn from other functions: e.g.
• Supply Chain for right talent, at the right time in the right place
• Engineering Project Management for timing
• Finance for cost calculations and cost forecast
• Marketing for labor market analysis and competitor analysis
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The Human Element
Vlerick HR day !
Lunch time !
� Broodjes buffet: restaurant en tuin
� Drie warme maaltijden: restaurant en tuin (6 locaties)
� Dessert – en koffie buffet: Lounge
� IJskar: Atrium
Bedankt voor uw aanwezigheid in deze track
The dessert buffet is being provided by