The role of performance management JTI Sibel Gursoy, Regional HR VP. Copyright JTI

Transcription

1 The role of performance management JTI Sibel Gursoy, Regional HR VP Copyright JTI

2 Copyright JTI 2

3 JTI today JTI is the JT Group s international tobacco business A global Fortune 500 company We employ people in 70 countries around the world We are a leading international tobacco product company created in 1999 We sold 398 billion cigarettes 2 The Company s core revenue is USD 11,911 million 26,000 employees 364 offices 25 factories 8 research & development centers 5 tobacco processing facilities Copyright JTI JTI at a glance 3

4 JTG HR Management Philosophy JT GROUP MANAGEMENT PRINCIPLES The JT Group's management principles are based on the pursuit of the "4S" model. The model requires us to exceed the expectations of our four stakeholders - consumers, shareholders, employees and wider society. JT Group vision & mission JT Group vision is to become a company committed to global growth by providing diversified value that is uniquely available from the JT Group. JT Group mission is to create, develop and nurture our unique brands to meet consumers needs, while understanding and respecting the environment and the diversity of societies and individuals. JTI STRATEGIC FRAMEWORK JTI s role is to be the profit growth engine of the JT Group JTI ultimate goal is to be the most successful and respected tobacco company in the world JTI key strategies Build and nurture outstanding brands Continue to enhance productivity Sharpen focus on responsibility & credibility Develop people as a cornerstone of growth THE JT GROUP HR MANAGEMENT PHILOSOPHY In order to contribute to the Company s sustainable growth, and with the recognition that highly skilled, talented and diverse people are the foundation of its success, JT Group Management strives for the highest level of employee satisfaction with a long-term view. 1. Treat all employees fairly and respectfully 2. Ensure transparency of rules and standards 3. Provide all JTG employees with growth opportunities JTI HR MISSION To contribute to the Company s sustainable growth as a co-driver of organizational effectiveness through attracting, engaging, rewarding, retaining and placing high caliber talent in line with business strategies and needs. Copyright JTI 2016 JTG HR Management Philosophy 4

5 Talent Attraction: Tobacco industry challenges Age group Canada 83% 74% UK 81% 73% Netherlands 73% 72% NO Russia 67% 56% Ukraine 65% 52% Germany 63% 63% Turkey 57% 54% Poland 53% 50% Note: Nationally representative samples, data collected Oct-Nov 2015, age group Copyright JTI

6 Talent Management Copyright JTI

7 Talent Management Levels JTI Talent Management Tools Supporting all levels Succession Management Tools Talent Matrix SUCCESSION MANAGEMENT TALENT REVIEW MEETINGS 1:1 Succession and Successor Pools Pool of applicants for key positions Talent Pool Identified top talents Dialogue, Employee Profile, LSO, Career Explorer Talent Base All JTI Employees Copyright JTI 2016

8 Dialogue: JTI Performance Management Tool Key Concept My contribution My Career My Development Navigator What : Business Objectives Career aspiration Self-service way to design your personal development plan: How: Competencies 50% 50% Mobility Career Path Recommendation Competencies (complete catalogue) Skills (complete catalogue) Development method best suited to the individual, i.e. on-the job, coaching, training etc. Timing, short and long term development objectives Total : 100% *Rating principle remain unchanged Copyright JTI 8

9 Copyright JTI

10 Succession Management Process Successor Pools & Individual (1:1) Succession Plans Succession Management Pyramid Corporate Leadership Successors and Talent Pools Corporate Succession Planning: Successor Pools Functional Regional Local Facilitated by Human Resources Succession Planning: Individual 1:1 plans Copyright JTI

11 Employee Engagement & Internal Opportunities Copyright JTI

12 JTI Employee Engagement Survey 2015 results Summary Category Scores vs. Benchmark JTI OVERALL 2015 (N=21,714) vs. JTI OVERALL 2012 (N=20,433) Ranked By Difference From Benchmark Survey Follow-Up Favourable Scores 69 Differences From Benchmark 6 Empowerment 79 3 Performance Management Training & Development Immediate Management 84 2 Leadership Operating Efficiency Communication 70 2 Collaboration 83 1 Rewards 72 1 Engagement 86 0 Organisational Direction & Change Copyright JTI 2016 Red / Green Difference Bars are statistically significant 12

13 JTI Internal Opportunities Appointment per WG and type Copyright JTI Full External Hires Full TOTAL Full Full TOTAL Internal MOVES External Internal MOVES Transfers Hires Transfers Full External Hires Full Internal Transfers TOTAL MOVES Full Full TOTAL Full Full TOTAL External Internal MOVES External Internal MOVES Hires Transfers Hires Transfers YTD Work Group 1 Work Group 2 Work Group 3

14 Turnover in JTI JTI Turnover (JSOX) 16% 14% 12% 11,97% 13,80% 3,28% 11,98% 10,78% 12,20% 12,61% 10% 4,54% 9,49% 3,08% 2,95% 3,54% 3,40% 8% 2,73% 6% 4% 7,43% 6,76% 10,52% 8,90% 7,83% 8,62% 9,22% 2% 0% Involuntary Voluntary Total Copyright JTI 2016

15 Enterprising Open Challenging