6/18/2012. Jan Van Acoleyen Chief HR Officer, Barco

Transcription

1 Jan Van Acoleyen Chief HR Officer, Barco 1

2 Company About Barco You will find us where images are critical to professionals NYSE Euronext 90+ 3, International company Headquartered in Belgium Stocklisted (BAR) on NYSE Euronext Brussels Presence in more than 90 countries Employees Billion euro sales in

3 Company structure Four core divisions, five wholly-owned ventures Entertainment Healthcare Control rooms & Simulation Defense & Aerospace Digital signage Lighting LED ATM software Design services Worldwide presence AMERICA S NORTH AMERICA United States California Georgia Ohio Oregon Texas Canada SOUTH AMERICA Argentina Brazil Colombia Mexico Gray = R&D and/or Manufacturing Red = Sales office Belgium Denmark France Germany Israel Italy Poland Russia Spain Sweden Switzerland Turkey UAE EMEA United Kingdom APAC ASIA China India Japan Malaysia Singapore South-Korea Taiwan PACIFIC Australia 3

4 Strengths Technological leadership Continuous investment in new technologies to anticipate future customer needs Considerable investment in R&D and innovation Broad patent portfolio Global presence Worldwide R&D and manufacturing centers Strong presence in emerging economies Global accounts in key markets Regionally focused sales and service teams Dedicated people 3,500 skilled employees One out of five employees is an engineer Multi-national, multi-disciplinary teams Industrial partnerships Partnerships with other industry leaders, such as Texas Instruments, Samsung, Hitachi and Dolby Partnerships that encompass the majority of the world s leading OEMs and distributors Customer and market focus Market-oriented business groups with a regional focus Customer loyalty exceeds the industry benchmark score ISO9001 & ISO14001 certified company Operational Excellence Golden Peacock Award : granted to companies that have made the most significant improvement in quality in various business and industry sectors. Lean Practice Award : awarded the manufacturing excellence in China In 2009 Barco launched a 3-phased plan to increase performance Phase I (2009): Weather the crisis Clean the balance sheet Reduce working capital Focus on cash generation Right size the operating units Lower operating costs Phase II (2010): Resume growth and restore profitability Improve operational performance Capture growth in selective markets -Healthcare -Digital Cinema Invest in China and India operations Phase III (2011): Preparing Barco for continued profitable growth Adapt management philosophy to specific business needs Lead through technology Develop world class operations Align structure with strategy Increase sales efficiency 4

5 In Barco will be a global company, with: strong and lived values; simplified and common processes & systems; a diverse leadership, respected in the industry; an engaged team; new competencies & capabilities; industry competitive performance in Operational Excellence; above industry level performance in Customer Intimacy; market leadership in Product Innovation, integrating IP and Visualization; strong service revenue; an excellent acquisition capability. 5

6 One business transformation program Key Account & Channel Mgt. Define Technology Roadmap Optimize R&D Footprint NPI Process R&D ROI Contribution Margin Reporting SAP Implementation Culture & Values Streamline Supply Chain Optimize Footprint Let s go Gemba Strategic Sourcing Strategic Marketing The challenge Fragmented, home-made, cumbersome, complex and closed HR systems HR processes supported and driven by the HR function, rather than by leaders and associates HR information a sole right (and non value added workload) to HR, resulting in non-effective HR investment Administrative burden distracting practices from the key business value, despite a true appetite to do it differently Limited, non-intelligent data that is neither easily accessible nor readily available as an analytical base for management decision.. 6

7 Business Goals and Success Criteria Why do/did we do it? 13 Benefits for Barco Becoming an employer of choice built on professional & aligned HR practices as well as outstanding leadership & talent capabilities Focus on HR value add by simplified, usable and IT enabled processes 7

8 Benefits for Employees and Managers Shift from HR administration and data-completion (or HR dependant stakeholder) to (enabled and self-steered) people management Improve speed and quality of management decisions by flexible access to accurate HR data Empower people to manage and access personal data Experience simplicity, transparency and ease of use in HR processes Benefits for HR Move from HR administrator to HR business player Focus on HR value add and no longer on managing cumbersome, complex, administrative HR processes Administrative efficiency Minimise double data input Improved data quality Decrease of tasks without added value Support HR processes Standardization & introduction of best practices >< Barco tailored, in-house developed applications >< outdated HR applications Automation of data flow from one HR process to another (e.g. Performance -> salary review) Management support Flexible and accurate reports & statistics Improved capabilities for follow-up, audit & decision-making 8

9 Performance management suite What will / did we do? 17 Performance management suite The performance management suite that Barco implemented consists of Goal Management Performance Management Career Development Plan (CDP) Calibration 9

10 Goal Management Communicate your organization's strategic and tactical goals to provide greater visibility company-wide. Assign individuals measurable and clearly articulated goals that are visible to others. Managers and employees can see individual goals and the broader goals to which they are linked to better understand how day-to-day responsibilities contribute to the organization s long-term goals. Performance Management Slash much of the time and costs associated with cumbersome paperbased review processes and complete your evaluations quickly and easily. Transform your standard evaluation process into a dynamic feedback loop between managers, subordinates and peers. Create an audit trail of discoverable documents to ensure the legality of evaluations for Sarbanes-Oxley (SOX) compliance and / or many other industry-specific regulations. Motivate and retain employees by creating a pay-for-performance culture. 10

11 Career Development Planning & Calibration Career Development Planning Tie learning activities directly to performance reviews. Monitor post-learning performance closely to determine how specific training has impacted individual growth. Eliminate costly, non-strategic training by aligning learning activities with performance needs and strategic goals. Calibration Managers have the tools to visually compare and analyze talent objectively across teams and geographic locations. Managers have a meaningful dialogue about employees without getting burdened by the process. Reduces the time and effort it takes managing the calibration process, enabling HR to align their efforts with more strategic activities rather than managing process automation. SuccessFactors Empower Methodology How will / did we do it? 22 11

12 HR / IT Program Project Schedule Performance Mgt Int / Ext Training Success Factors Reward Management Succession Mgt BizX Reporting* Recruitment* PP Profit Plan Study* Tool still to be confirmed. SAP HCM SAP Core HR * Planning still to be confirmed Q4 11 Q1 12 Q2 12 Q3 12 Q4 12 Q1 13 Q2 13 Team Structure Who will do / did what? 24 12

13 Team Structure Keys to Success A multi-disciplinary team will combine its skills and knowledge in order to make this project a success. This project team will consist of resources from HR, IT and SuccessFactors For HR, each process owner will play a role in the project: Change Management & Int. Comms Comms Strategy & Int Comms Performance Management Reward Link with compensation Masterdata Training & Dev. Competencies CDP Training material 25 Roles and responsibilities (1/2) Project Steering Project sponsors HR IT Responsibilities CHRO Validate the target business processes and success criteria Enforce the chosen processes and tools in his regional scope Make resources available * Steering committee will be updated on regular basis (every 3 wks) Project Director Monitor project progress to drive it to a successful delivery Make IT resources available Guarantee delivery of IT parts in the project 13

14 Roles and responsibilities (2/2) Project delivery Project Team HR IT SuccessFactors HR Process Director Project Director KL Responsible & accountable for As Global HR Process owner: Coordination of all business aspects like Organizational changes, Translations, Procedures, Documentation, Business training, User acceptance testing, Internal- & external communication Main point of contact for the IT project manager Building his HR project team As IT Project Manager: Manage the project (budget, scope, planning, resources, risks) Optimize the business processes within the scope of the project Communicate & execute delivery of IT parts in the project Maintain vendor relationship Project delivery As SF Project Manager: Act as the primary point of contact Deliver detailed Statement of Work (SOW) Coordinate collecting information and bringing in other SF professionals as needed Provide consulting and technical expertise Form and system configuration Project Team HR IT SuccessFactors Responsible & accountable for HR Project Lead As Process owner: Define global performance management process Obtain approval and buy-in from different regions Perform uses acceptance testing (UAT) Assure end-user training Build HR project team and key-user network together with global process owner BDA As IT BDA / Functional Analyst: Optimize the business scope of the project Coordinate UAT sessions Create interface with CA Support creation of training material Remote system configuration by various SF consultants High Level Project Plan When will / did we do it? 28 14

15 Performance Management Project Schedule Kick-off SOW B. 1 Final B. 2 Final B. 3 Final WS WS WS WS Involve all process owners Involve HR business partners Solution Design Build 1 Test 1 Build 2 Test 2 Build 3 Test 3 System Technical Ready CA Interface Single Sign-on Data preparation CA Data cleansing Validate data privacy strategy in countries Final data upload Start Perfermance Cycle Training Training Strategy Training Material User Training Communication Strategy Communicate Project Mgt SC SC SC SC SC August September October November December January Learning What would we do the same, what would we do different? 30 15

16 Do the same Project team, structure & governance Early involvement of different parties in validation (Build 1, core HR Build 2, HRBP & Key Users - Build 3, subset end users) Business (and key users) involvement in definition/validation of processes and tool A clearly defined business process, stripped to simplicity, before moving to the application and an articulated view on the way to get there Timeline constraints HRBP involvement in definition, change management, communication and deployment Communication & Training Early stage communication plan present to inform management and other key stakeholders on process & tool Focus as much training on the process as done on the application Continued focus on improvement. Do different Spend (even) more time in preparing the organization Keep process and application guides as simple as possible Document and test scenario s for objective variations and changes Focus more on the quality of the dialogue then on the system as enabler to that Plan for follow up and continued support (HR and IT) Continued attention to data integrity, also after go live Bring tool faster to discussions to avoid concepts not able to configure. 16

17 User evaluation User friendliness Processes Timing Communication Training Reporting Other Company confidential Page 2 MyCareer assessment report Performance Management % Mid-Year Assessment / Division 100,0% 90,0% 80,0% 70,0% 60,0% 50,0% 40,0% 30,0% 20,0% 10,0% 0,0% Asia Pacific Growth Barco General Services Control Rooms and Simulation Defense and Entertainme Aerospace nt Europe - Middle East & India Mid-Year Assessment 93,1% 91,0% 100,0% 99,4% 97,7% 99,0% 98,7% 100,0% 97,2% 100,0% 96,6% 99,5% 96,1% Greater China Healthcare Latin America North America Ventures Western Europe Grand Total 17