the importance of commitment
TRANSCRIPT
The Importance of Commitment
Group Talent Management November 2011
Insert department name via
From Danish liner to global conglomerate
1994: Maersk Oil starts oil production in Qatar
1928: First tanker added to the fleet
1977: Mercantile (now: Damco) established
1904: Company established with one freighter
1964: Dansk Supermarked established
2001: APM Terminals established
1975: First container vessel added to the fleet
1972: Maersk Contractors (now: Maersk Drilling) established
1959: Lindø Shipyard opened
1967: Maersk Supply Service established
1972: Maersk Oil produces first oil in the North Sea
2008: New global oil strategy launched
Insert department name via
Group Overview
Container activities Other businesses Retail activity Tankers, offshore and other shipping activities Oil & Gas activities Terminal activities
Insert department name via
Fleet and other assets
1,400 ships 60 container terminals
115 platforms and rigs 900 offices
1,100 retail activity + 3 million containers
Insert department name via
The Executive Board
Nils S. Andersen Group CEO
Eivind Kolding CEO of Maersk Line
Søren Skou CEO of
Maersk Tankers
Claus Hemmingsen CEO of Maersk Drilling
and Maersk Supply Service
Jakob Bo Thomasen CEO of Maersk Oil
Trond Westlie Group CFO
Kim Fejfer CEO of APM Terminals
Insert department name via
Our main purpose – making the HR agenda strategic
What is required to do this?
• Business savvyness
• Know the competition and
the market
• Be an intelligent strategic
sparring partner
• Assume equal responsibility
for the business goals and
targets
• Run your department like
the business
HR C-level
HR Strategy
HR Policy Drafting
HR Administration
The items we consider to deliver stronger value to the business
•Proactive change management
•Contribute with complex strategic ideas
•Create a strategic culture and mindset
•Know the market place, customer relations, production capability
Capability Creation
Leverage Synergy
Encourage Creativity
Reframe Strategy
Our case – the People Strategy Session
Unique
ID
Business
Area
Functional
RefPosition Definition
Position
Distribution
People
DistributionFull Name (L, F M)
Promotabi
lity
Potential
LI Flag PI Flag Age
Master
dataMaster data Master Data Manually Added Data Calculated data
Calculated
dataMaster data
Master
data
Master
Data
Master
Data
Maste
r Data
ABC067 - Commercial Sales - Construction Supplies 1. Mission Critical 0,6 John Hinnant P1 50000 AMD 60
ABC097 - Commercial Sales - Hazardous Fluids 1. Mission Critical 0,6 Walter Heffernan P1 57240 SIS 26
ABC027 - Commercial Business Development 1. Mission Critical 0,3 Wesley J. Pender P2 160000 AMD 31
ABC007 - Commercial Sales - Refrigerated Goods 1. Mission Critical 0,6 Anton Moten P1 69000 SOS 47
ABC012 - Operations HSSE 1. Mission Critical 0,6 Broderick Geise P1 85500 SIP 42
ABC021 - Finance FACT 1. Mission Critical 0,6 Al Boll P1 98000 CLS 36
ABC086 - Finance Financial Controlling 1. Mission Critical 0,1 Shera Yawn P0 34911 CLD 27
ABC087 - Operations Trucks - Hazardous Fluids 1. Mission Critical 0,6 Stephania B. Hinojosa P1 119100 DTR 54
ABC030 - Operations Fleet Management 1. Mission Critical 0,1 Kevin Trudell P0 45746 AMC 47
ABC062 - Finance Legal 2. Impactful 0,6 Markus R. Beehler P1 60015 PER 27
ABC023 - Finance Finance West 2. Impactful 0,3 Bruce Rawls P2 126131 AMA 44
ABC026 - Operations Administration 2. Impactful 0,6 Mariann Brink P1 142500 AMD 37
ABC029 - Commercial Customer Service 2. Impactful 0,3 Lorretta A. Replogle P2 190000 SOS 49
ABC024 - Commercial Communication 2. Impactful 0,6 Emmitt Thorp P1 145050 SOS 42
ABC089 - Operations Claims 2. Impactful 0,6 Terica K. Burkhardt P1 60070 CLS 35
ABC031 - Operations Maintenance 2. Impactful 0,6 Markus Guffy P1 147000 PER 39
ABC091 - Operations Trucks - Livestock 2. Impactful 0,3 Trinidad A. Vidrine P2 113800 CLD 50
ABC095 - Operations Trucks - Construction Supplies 2. Impactful 0,3 Veta L. Cottle P2 90815 DTR 44
ABC096 - Operations Purchasing 2. Impactful 0,3 Vito D. Rucker P2 103177 SOS 38
ABC098 - Commercial BPO 2. Impactful 0,3 Wendell Lancaster P2 98000 AMA 44
ABC099 - Finance Accounting West 2. Impactful 0,6 Wilfredo Krupp P1 103500 AMC 57
ABC040 - Finance Finance East 2. Impactful 0,6 Giovanni R. Pinheiro P1 69120 SIA 48
ABC028 - Commercial Sales - Livestock 2. Impactful 0,6 Deidra Golston P1 78916 AMP 38
ABC022 - Finance Accounting East 2. Impactful 0,6 Arthur Dameron P0 200000 SCH 32
ABC032 - Operations Trucks - Refrigerated Goods 2. Impactful 0,3 Brooks Hixson P1 298800 AMP 57
ABC025 - Commercial Marketing 2. Impactful 0,6 Omar R. Fansler N/A 140000 SIS 29
ABC073 - Finance Payroll 2. Impactful 0,1 Nanette Thome P0 30000 SCH 52
ABC033 - Commercial Mergers & Acquisitions 3. Less Impactful 0,6 Frederic J. Loudermilk P1 185050 AMC 38
ABC060 - Finance Investments Buildings 3. Less Impactful 0,6 Malcom M. Klassen P1 240000 SOS 41
ABC020 - Finance Investments Trucks 3. Less Impactful 0,3 Claude Vannorman P2 180000 SIS 50
Position inventory People inventory Other Factors• The People Strategy Session creates an
overview of the strength of the organization compared to the strategy
• The process and results are owned by Group HR, but we rely on local HR for conducting the session
• All our Business Units are currently preparing for the 2012 PSS sessions
• Approximately 1000 persons are currently being assessed across the A.P. Moller – Maersk Group
• The main result is an increased focus on developing the people side of the business and transparency of the talent pool
Defined by the impact
the position has on
achieving the strategy
Defined by the
performance of the person
Our journey started in 2008 – and after delivering “the project”, we now focus on keeping commitment and facilitation strong
2008 2010 2009 2011+
Pilot to gain
leadership
commitment
Getting the
organization
onboard
Executive
PSS
BU PSS
2009
BU PSS
2010
BU PSS
2011
PSS WebEx
PSS Training
Follow-up
Design PSS WebEx
PSS Training
Follow-up
PSS WebEx
PSS Training
Follow-up
Our case today: A new approach to project management and implementation
BEFORE
New HR
concepts
CATCH! New HR
concepts
NOW
New HR
concepts
New HR
concepts
New HR
concepts Business value
Simplicity
Iterative
Engaging
Two levers to achieve this aim
Creating
commitment
Strong
facilitation
YOU HAVE YOUR HANDS FULL ALREADY
• The project you are working on is taking up the majority of your resources for managing
• Team and allocated resources
• Deliverables and deadlines
• Daily fire fighting
• Your own time – often you have other tasks than the project to attend to
IT IS ABOUT PEOPLE
• Your stakeholders human beings and act as such
• Opinions change and new people come onboard
• There is no "ceteris paribus"
• The stakeholder map changes over time
IT IS NOT UP AND CLOSE … UNTIL IT IS TOO LATE
• Our normal centre of attention is the daily activities
• Stakeholder will not reveal themselves before they are confronted with changes they do not like
WHY IS IT SO DIFFICULT TO CREATE COMMITMENT?
Purpose (Awareness,
Interest, Trial, Adoption)
Stakeholder
(Who)
Message
(What) From who Channel (how) When
Expected
effect Follow-up
Awareness Management
Team in CH
Our project goals Project Owner Presentation via
conference call and
discussion
Wednesday XX
April ‘09
Increased
awareness.
Ability to
communicate to
own org.
Test message
cascading by
phone with 1-2
employees
Communication PlanCOMMUNICATION PLAN Plan for handling stakeholders
Name E-mail Country Function Primary Stakeholder
Group
Title Additional role
Name E-mail Country Function Which role does this person
primarily have?
Title Does this person have
other important
roles?
Motivations Barriers/ issues
Level of Influence
Current Attitude
Desired attitude Actions
What motivates this person in this project?
What issues or barriers does this person
have in regards to this
project??
High, Low Medium?
What attitude does this person
currently have towards this
project?
What attitude are we aiming for
this person to
have?
What are the actions what we
will take to
ensure the desired attitude?
Functional
Team
Process
Level
Change Degree of
Impact
Explanation -
degree
Org Explanation -
Org
Pro Explanation -
Pro
IT Explanation -
IT
Gov Explanation -
Gov
Countries
affected
Description of
change
High This change w ill have a
high degree of impact
because…
High This change w ill
have a high impact
on the organisation
because..
Medium This change w ill
have a high impact
on the processes
because..
High This change w ill
have a high impact
on the use of IT
systems because..
Low This change w ill
have a high impact
on the governance
structures because..
IMPACT ASSESSMENT
E-mail Country Function Primary
Stakeholder
Group
Title Additional role Motivations Barriers/issues Level of
Influence
Current
Attitude
Desired
attitude
Actions
DETAILED STAKEHOLDER PLAN
SO WHAT DO YOU DO?
Stakeholder identification
Stakeholders ABOVE the Program /
Project (e.g. Executive mgmt,
steering group, Board etc.)
External stakeholders
(e.g. press, unions,
shareholders)
Non-affected internal
Stakeholder Groups
Affected groups BELOW the
Program / Project
WITHIN
The program / project
(PMO, WGL, team members)
IM
PA
CT T
BY
PR
OJEC
T
STAKEHOLDER INFLUENCE
LO
WH
IG
H
LOW HIGH
Address concerns
Keep informed
Involve extensively
Enlist as needed
Organisational impact assessment
Organisation Processes IT Governance
To which degree will a particular change
impact the organisation
of this function?
To which degree will a particular change impact the processes within this
function?
To which degree will a particular change impact the use of IT within this
function?
To which degree will a particular change impact
the governance
structure within this function?
The way we work with our stakeholders …
Three strategies for building commitment
1. Involve key stakeholders in the design process – those who are for as well as those who are against
2. Run a pilot in the most challenging part of the business to recruit ambassadors
3. Train HR and support them as much as possible
Share
of vo
ice
Reaction to change
PositiveNegative
Lo
wH
igh
Working with your stakeholders
Enthusiast Opponent
Lo
w
Follower
Hig
h
A question for you…
In the projects you are currently working on
– who are your stakeholders?
10 min
Do not make people outside the process into stakeholders
• If they cannot influence the project decisions, asking them will only add unnecessary complexity
• If they are not themselves impacted, keeping their interest will cloud the interest of the actual stakeholders
Keep stakeholder management a high priority
• Your stakeholders are not necessarily part of your daily project interactions – they can tend to slip off the attention grid
Know your stakeholders agenda
• This is the most effective way of catching their attention – and getting their buy-in to the process
You can never communicate too much
• People will need the message from different angles to accept the change
Use ambassadors
• Hearing the message from your boss or someone you respect is much more powerful
Our key learnings
The next step was to enable HR to create strong commitment in all interactions with the business
• Commitment is created through facilitation where each person gets to form their own opinions and decide on own actions. A good facilitator:
• Enables groups and organizations to work more effectively, to collaborate and to achieve synergy
• Contributes with structure and process
• Remains neutral and promotes mutual understanding
• Creates extraordinary results and win-win situations
• A good facilitator is both a master communicator and a meta communicator
• Content – what do we need to do?
• Process – how do we do it?
• Sensemaking – why do we need to do it?
We focus on training the HR facilitator in three golden rules of facilitation
Focus on the participants
Earn the right to proceed
Convince through
involvement
We make them aware, that it is not just the things you say…
55%
38% Voice Tonality • Speed • Breathing / Pauses • Pitch • Volume
7%
Body Language • Power Stance • Movements • Gestures • Facial expressions • Eye contact
The Words • Language • Jargon • Abbreviations
... and that building rapport is how you earn the right to proceed
• Rapport is the quality of
• Harmony
• Recognition
• Mutual acceptance
• Rapport is created through
• Synchronized communication
• A genuine interest
The result is a well-established process which all leaders see as valuable – and which proves that HR adds value to the business
Insert department name via
Thank you