HR disain Taanis Taani õppereisi klubi Õppereisi delegatsioon: Elina Kallas, Eolane Tallinn AS personalijuht Elina Orumaa, Sisekaitseakadeemia persoanliarendusosakonna juhataja Erge Heido, PerCapita OÜ juhatuse liige Kadi Steinberg, Eesti Energia personali arendus- ja koolitusjuht, PARE juhatuse liige Lilja Normak, Elering OÜ personalijuht Reet Treial, JELD-WEN Eesti AS personalijuht 1
Väärtused, väärtuspõhine juhtimine Taani organisatsioonide näitel Reet Treial JELD-WEN Eesti AS Väärtuspõhine juhtimine tähendab ettevõtte juhtimist nende väärtushoiakute abil, mida juhtkond ise oluliseks peab. Väärtused on teatud tõekspidamised, mida organisatsioonis rõhutatakse ja mis suunavad inimeste käitumist igapäevategevuses. 2
IKEA IKEA facts The largest interior design company in the world 130.000 employees 325 stores in 38 countries 9.600 articles 734 mio. visitors Catalogue is published: 208 million copies in 63 editions in 30 languages 6 3
The Spirit! The true IKEA Spirit Is built on our values: Enthusiasm, Constant striving for renewal Cost-consciousness Readiness to take responsibility Our humbleness and Simplicity in our way of doing things 7 you as a leader The role as a leader Being a manager is your position Your leadership style is your approach Your leadership is based on your values and strengths and formed by your experiences You build relationships and connect with others 8 4
Bauhaus 5
In other words The best prices in the business. Best opening hours. Competitive prices. Warehouses large and easy lay-out so it s easy to find what you re looking for. Professional and competent employees, who make sure that there is a high service level. Hiring the right persons Qualified candidates are being selected Each candidate fills out a personality test We are hiring people basically caused on their personality..and especially their attitude 6
Symphogen Values Pioneering Teamwork Committment Diversity 7
Watson Pharmaceuticals+Actavis Watson Pharmaceuticals+Actavis 8
Our Winning Way Challeng We think smarter and act faster. We develop creative solutions. We go the extra distance. Connect We work together as one company to create and share best practices. We unite local knowledge with global resources. We seek to be the partner of choice. Commit We are accountable and socially responsible. We never compromise quality. We deliver what we promise. V. Guldmann 9
The world according to Guldmann The Crew The way we act is described in Guldmann s FACT of life Flexibility We know and we act in accordance with the fact that what is right today may be wrong tomorrow - we do not have a monopoly of the truth Ambitions We set common ambitious goals and strive for improvements Competence We know what we talk about. The abilities and the knowledge of the individual is our common strength Trustworthiness We inspire to confidence in us through confidence in each other. 10
The Ship s Course The course we have set to secure that we reach the goal and win, is described in our strategy FOCUS On business areas, core competences and human relations narrow and deep GROWTH Through organic development SIMPLICITY We take the straight line to the goal - KISS INDEPENDENCE We take steps to ensure our freedom of action We are participating in a race, not a cruise and we are here to win 11
Tänan! Küsimused? 12
Defineeritud lähenemine juhtimisele Leadership approach ja autentne juhtimine IKEA Leadership statement ja framework Nordea 13
Leadership approach The IKEA Leadership Approach It s an approach, not about the power of the position. It s about: Being passionate about people Our unique leaders Decisions that are based on common sense & simplicity Trust Responsibility Navigating through dilemmas every day 29 14
Kompetentsimudelid IKEA Actavis Milestone Nordea Leadership Capabilities Our six core leadership capabilities Develop the business and deliver results Lead and develop people Inspire and clarify Create togetherness Find better ways Enable change 31 15
16
Juhtide hindamine 360 tagasiside pühendumuse-rahulolu uuringutega talentide hindamine juhtimise indeks 360 Leadership Evaluation Process Stage 7 Establishment of læringsgrupper OUTPUT: Inspiration and support to maintain development areas Stage 1 Leadershipevaluation questionnaire Stage 6 Final feedback to Team regarding development areas OUTPUT: Invitation to support Stage 2 Report Feedback & reflecion OUTPUT: Temporary narrowing down of development areas Stage 5 Preparation of Development Plan OUTPUT: Development Plan Stage 4 Leadership development dialogue (meeting with Director) OUTPUT: Qualification & possible supplementary development goals Stage 3 Dialog-meeting with the employees in each team OUTPUT: Inspiration to work further with development goals Stage 1 = 15-18 June Stage 2 = 21/6 9/7 Stage 3 = 9-23 August Stage 4 = 24-31 August Stage 5 = 1-13 September Stage 6 = 20-24 September Stage 7 = 17
How to assess potential? A high potential demonstrates naturally a higher than average level of aspiration, engagement and ability High Potentials Aspiration The extent to which a coworker/leader: constantly gets involved with responsibility more than defined on his/her profile obtains responsibility of larger scope wants to constantly improve and develop is driven and strives for improvements and better results has the ambition to lead business and/or people get satisfaction from achieving results Aspiration Ability Engagement Ability Intellectual capability: ability to understand, process and learn facts and information fast ability to see the bigger picture and how other areas correlate to his/her own ability to make plans to get to a desired result People skills: natural ability to team-work, understand, influence, inspire & lead others Obtained skills: technical skills and knowledge that come out of training. functional expertise Engagement The extent to which a coworker/leader: shares and believes in IKEA vision, value and has a passion for our product and business believes that staying IKEA is in their best interest for their future growth Is willing to go above and beyond mobility (national and international) 36 18
Arenguprogrammid Bauhaus Nordea 19
Esmatasandi juhtide arendamine Nordeas HR strateegia: näited süsteemsest ärikesksusest Lilja Normak 20
Symphogen s vision is to create superior To create a better everyday life for the many people antibody therapeutics by decoding the wisdom of nature Äri- ja personalistrateegia seos *Milestone *Nordea 21
22
23
Nordea näide 24
25
HR võtmenäitajad 26
27
Levinumad näitajad Haiguspäevad (V: 2,9%; S:3,2%) Tööjõu voolavus (V: 0,5%) Staaž (V: 7,7%; S: 5,6%) Haiguspäevad (5,5%) Tööjõu voolavus (12-18%) Juhtimiskvaliteet (juhtide uuringu põhjal) Pühendumus (%) Juhtimiskvaliteet (%) Töötajate eesmärkide täitmine (%) Tööjõu voolavus (10%) Staaž (47% 3a a enam) Häid ideid Eesti avaliku teenistuse organisatsioonidele mõtted Taani õppereisilt Elina Orumaa Sisekaitseakadeemia personalijuht 07.01.2013, Tallinn 28
Millele mõelda Eesti avaliku teenistuse organisatsioonides? Personalijuhi roll organisatsiooni strateegilise juhtimise juures + süsteemsus vormistaja vs põhitegevuse efektiivsuse võimaldaja? kõik organisatsioonid, nt Actavis, Milestone, IKEA, Nordea Erisuste tunnustamine (diversity) eelkõige ealise, soolise ja päritolust tuleneva diskrimineerimise lõpetamine - IKEA, Aarhusi linnavalitsus, Symphogen, Bauhaus Millele mõelda Eesti avaliku teenistuse organisatsioonides? Väärtuspõhine juhtimine sõnad ja teod kooskõlas ja väljatöötatud koos omanikuga, pigem vähem ja töötajatele selgemad nt Actavis, IKEA, Nordea, Guldmann, Aarhusi linnavalitsus, Milestone Ametnike väärtuspõhine valimine ja pädevuspõhine roteerimine läbi karjääri IKEA, Bauhaus, Nordea, Milestone Ametnike professionaalsuse tõstmise pehme toetamine Aarhusi linnavalitsus 29
Millele mõelda Eesti avaliku teenistuse organisatsioonides? Selge eesmärk silme ees kõik organisatsioonid Töötajate väärtustamine kõik organisatsioonid Soov pakkuda suurepärast teenust nt Bauhaus, Milestone, IKEA Personalijuhi (ja töötajate) kvaliteet haridus, keeleoskus, avatus kõik organisatsioonid TÄNAN! 30