Work-Life Balance & Succession Planning

Transcription

1 EIRMA/03.051, February 2003 Work-Life Balance & Succession Planning Special Interest Group, Schlumberger, Clamart, near Paris, 28 March 2003 Summary This meeting will concentrate on two key themes. The first of these is work-life balance and as well as looking at the solutions companies have found for this, the meeting will examine the difficulties in coordinating and scheduling work and home responsibilities in an environment that is globally dispersed. Secondly, the meeting will look at approaches to succession and career planning, focusing on both employer and employee led processes. For example, In R&D there is a particular need for key technical positions within the career structure but often this is neglected, forcing technical experts against a glass ceiling. How can this be avoided? On the other hand, how do employees find out what opportunities exist within their organisations? Target Audience Human Resource Managers, and those involved in appraisals and managing work-life balance in today's global environment. Chairman John Cotterell, Human Resource Director, Corus To Register Please return the completed registration form to EIRMA 34, rue de Bassano Paris by Fax + 33 (0) or kruinaud@eirma.asso.fr Innovation Management Business strategy Key themes Research Asset Management People and Knowledge Public frameworks

2 Work-Life Balance Work-life balance is not just about family friendly initiatives and benefits. Nor is work-life balance simply about working less. It is about complementing life outside of work with the work schedule, and time management. Many people commute long distances into work each day. We have all spent frustrated hours in traffic queues waiting to get to work, worrying about the s mounting up, phone calls going unanswered, appointments missed or collecting children, being back in time for the plumber, etc. Having an employer that makes allowances for building flexibility into your day can ease the tension and help you use your time more constructively. In research and development, human resource professionals and line managers have to find solutions to work-life balance issues for technical experts who are in short supply and whose expertise is much in demand. The innovation process involves people from across functions and collaborators both internally and externally. Coordinating availability and accessibility of all those involved requires flexible management practices, especially in today's global industrial environment. Good work-life balance practice is a way of retaining staff. Investing in them is a way to engender commitment and loyalty. For the employer, retaining staff and recuperating investments associated in training employees is always a concern. This meeting will look at two company solutions: the first will describe the benefits and difficulties of a compressed working week; and the second will highlight benefits and services put in place to facilitate work-life balance. Resources: benchmarking questionnaire at Succession Planning Giving loyalty or commitment to a company also means that a person is seeking a long-term career plan. Identifying the skills that are available and those sought after, can be difficult and managers have to ensure the necessary resources to staff teams and reach targets, especially if the project is long-term. Succession planning requires more than just an organigram, however, detailing who does what. Handled effectively, it is a way for companies to align business goals and human capital needs. It is having the right personnel to function at peak efficiency. On the flip side of the coin, how does the employee know what roles are available? How does the company ensure that the key technical positions are attractive to talented employees? And how does the employee avoid bumping his head on the glass ceiling because technical roles are not given the same weight as traditional managerial functions? This meeting will look at sucession planning from both the organisational and the employee points of view.

3 Programme Thursday, 27 th March Registration onwards Dinner Welcome & Introduction John Cotterell, SIG Chair, Human Resource Director, Corus Tour de Table Work-Life Balance Coffee Leon Walker, Global Training and Development Manager, Introduction and background to Schlumberger Friday, 28 th March Case study - compressed hours, shorter working week. How is this managed and difficulties overcome? Speaker to be announced. Monique Musch, DSM - implied benefits and services offered to facilitate work-life balance (crèches, remuneration, etc) Open Discussion on Work-Life Balance: participants are asked to consider the following ahead of the meeting: Feedback from Salary Survey Lunch Succession Planning How is work-life balance incorporated into your company? What are the advantages and drawbacks of this system? How does your company tackle work-life balance in a global environment? Richard Treadgold, Global Science and Technology HR Manager, Dow Corning, Incorporating provision for technical people in key positions: the Dow Corning approach Silvie Rancon, Personnel Manager, Schlumberger, Overview of Career Centre Tool Dates and logistics for next meeting

4 Practical Arrangements Venue Accommodation Travel Dinner Registration Payments Schlumberger Riboud Product Center 1 rue Henri Bécquerel Clamart France Tel. +33 (0) Transport by bus from the hotel to Schlumberger Riboud Product Centre will be arranged in the morning of 28 March. Le Meridien Montparnasse 19, rue du Cdt. Mouchotte Paris Tel. +33 (0) Fax +33 (0) By air, arriving at Charles de Gaulle airport: the hotel can be reached by Air France Bus (to Montparnasse Railway station) RER B to Denfert-Rochereau, then Metro Line 6, direction Etoile, Station Montparnasse-Bienvenue By train, arriving at Gare du Nord: RER B to Denfert Rochereau, then Metro Line 6, direction Etoile, Station Montparnasse-Bienvenue or Metro Line 4, direction Porte d'orleans, to Gare Montparnasse Bienvenue Restaurant Aux Iles Marquises 15, rue de la Gaite Paris Tel (0) The restaurant is within walking distance from the hotel. Please return the enclosed registration form to the EIRMA secretariat as soon as possible but certainly before 15 March The meeting registration fee of covers the cost of participation, dinner on 27 March and transport to Schlumberger on 28 March. The EIRMA Secretariat will book accommodation as required on behalf of participants. The rate for a single room is 173,--, breakfast and service included, to be paid directly to the hotel. We prefer payment by credit card (Visa, MasterCard or American Express) but can also accept bank transfers and cheques provided this is at no cost to the Association. All delegates will receive confirmation letters, including an invoice or receipt as appropriate.

5 Registration Form Please return to EIRMA 34, rue de Bassano Paris Fax + 33 (0) NAME: (Prof. Dr. Mr. Mrs.) COMPANY: Address: Tel: Fax: I will /will not* attend the meeting on 28 March 2003 I will /will not* attend the dinner on 27 March 2003 I will / will not* require hotel accommodation for the night 27 March 2003 * Please delete as necessary Preferred mode of payment: Bank card Eurocard/Master Visa Payment by Bank cheque Amex Bank transfer Amount : 300. Card number: Account N Crédit Industriel et Commercial 34, avenue Marceau - F Paris Code Banque Code guichet Clé 46 - Domiciliation Paris Marceau Expiry date: IBAN (International Bank Account Number FR Signature: BIC (Bank Identification Code) CMCIFRPPXXX EIRMA, as an Association, is not subject to VAT. For any further information please contact Karin Ruinaud at the EIRMA Secretariat Tel. +33 (0) kruinaud@eirma.asso.fr