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Monitoring of HR implementation

Monitoring of HR implementation. 1. Status. Extension of management audit to all RBUs. Set-up of a pan-European S&M emerging talent pool and development of a dedicated training program. Redefinition of the S&M training curriculum. Set-up of the trainee program.

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Monitoring of HR implementation

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  1. Monitoring of HR implementation 1 Status Extensionof management audit to all RBUs Set-up of a pan-European S&M emerging talent pool and development of a dedicated training program Redefinition of the S&M training curriculum Set-up of the trainee program Adjustment of approach to the way Development of an “industrial” assessment tool Development and implementation of the Employer Branding Concept Work in progress

  2. LE RESEAU Parly 2 – Différenciant, facilitateur et rassurant DIFFÉRENCIANT Sélection pointue, exclusivités BHV, Designers, marques nouvelles, merchandising renouvelé, Café Presse Déco FACILITATEUR Convivialité, offre segmentée, prix et solutions proposés aux clients, sélection des meilleurs produits du catalogue RASSURANT Sélection de produits de qualité, offre profonde dans les secteurs de leadership du BHV, vendeurs – experts et commerçants en lien avec la clientèle

  3. COMPETENCY CLUSTER Interpersonal Leadership Business/Mgmt. Personal Germany 2.62 2.60 2.34 2.78 2.77 France 3.00 3.06 2.90 3.07 2.98 Spain 2.67 2.79 2.49 2.75 2.65 All employees have been assessed before staffing the 3 new RBUs As-is analysis n = 138 n = 107 n = 133 SUM = 378

  4. 3 facteurs clés de succès doivent être pris en considération pour mener à bien une démarche Lean six sigma B 1 2 3 Définir le bon niveau d'ambition Choisir les processus à fort impact Assurer un ancrage de la démarche • Définir une ambition réaliste et partagée par l'ensemble des parties prenantes sur les axes : • Critical to quality • Critical to cost • Critical to delivery • Critical to Service • Identifier les processus ayant un fort impact sur les objectifs fixés en terme de QCDS et les revoir en profondeur • Eviter de se restreindre de peur de perturber le business • Organiser la certification Green Belt / Black Belt Lean six sigma des acteurs clés de la démarche permettant : • la démultiplication des vecteurs de changement • la génération de nouveaux axes d'amélioration Définition de la cible Redéfinition processus clés Mobilisation interne tout au long du projet

  5. Overall view of key indicators of sales effectiveness Mid  Mid  Retail: Insti: Mid  High  Retail: Insti: Mid  Mid  Retail: Insti: ANNEXE Volume importance Our opinion • Volume is the key figure for both the retail and the institutional market. In the highly competitive institutional market winning market shares is a must to gain a substantial starting position for new RfP processes. In the retail market volume is also the basis for long-term customer relationships since funds are considered a long-term investment by the customers TIME FOR DISCUSSION ! Volume High  High  Retail: Insti: Cross-selling importance • Cross-selling is more important in the retail business. In institutional business the participation in RfP processes is more important. Institutional clients however, are also asking for additional services, such as tailor made reporting Sustainability importance Sustainability X-selling • Sustainability is also a key figure in the institutional business since there are rather few players that are the target of many asset managers. In retail business the key are customers with a higher customer life-time value Profitability importance • Margin is rarely used as key figure for sales effectiveness. Nevertheless a basic profitability is key to be successful in the market and is in common part of the product calculation. In the institutional business is less important but in most cases maintaining a basic profitability is a must for sales staff Institutional business Retail business Profitability

  6. Budget - CA TTC [M€] Scénario de crise – CA TTC [M€] Indice Indice 99,0 99,0 HM 100,0 100,0 NO 85,0 85,0 VW 93,3 93,3 GS 105,6 105,6 Vente 120,0 120,0 Chine NA NA Internet 101,0 101,0 Autres 103,0 103,0 Total Détail du chiffre d'affaires du scénario de crise

  7. One-Step Gentle Exfoliating Cleanser Age-Control Extra-Firming Serum Soin Réparateur Après Soleil Visage 2002

  8. Équipement dont Literie & GEM sur cde Équipement dont GEM Table Table Bricolage Bricolage Culture PEM PEM Culture Chambre & Bain Chambre & Bain Décoration Décoration Rives d'Arcins trouve l'équilibre entre Table, Petit Electroménager et Décoration Rosny reste fort en Equipement et peine à développer la Décoration

  9. Une nouvelle organisation géographique, basée sur 6 régions opérationnelles Géographies France Italie Europe du Nord Méditerranée Europe Centrale & de l'Est Amérique Latine France (yc DOM) Findomestic Allemagne Espagne (yc UCI) Rép. tchèque Argentine BNP Paribas PF Belgique Portugal Slovaquie Brésil Partenariat France Norvège Grèce Hongrie Mexique Pays-Bas Algérie Roumanie Pologne Maroc Bulgarie Suisse Turquie Russie Exception Egypte Ukraine La Chine et l’Inde, nouvelles implantations, pilotées en direct par la DG

  10. Pervasive subsidies are further fueling this demand for new capacity 1 Heavy Subsidization Moderate Subsidization Little or No Subsidization Kuwait Qatar GCC Countries Bahrain U.A.E. Electricity Demand per Capita (kWh/Capita) Saudi Arabia Oman Lebanon Libya Jordan Iran Tunisia Syria Algeria Egypt Morocco Yemen Average Electricity Tariff (USD/kWh)

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