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Taskforce Arbeidsmarkt . Taskforce Arbeidsmarkt. Programma Management. Werving Professionals Strategic resource planning - Kwantitatief - Kwalitatief. Werving Starters Onderwijs, professionals en stagiaires. Employer Branding Employer Branding voor Technici.

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taskforce arbeidsmarkt
Taskforce Arbeidsmarkt

Taskforce Arbeidsmarkt

Programma Management

Werving ProfessionalsStrategic resource planning- Kwantitatief- Kwalitatief

Werving StartersOnderwijs, professionals en stagiaires

Employer BrandingEmployer Branding voor Technici

Boeien & bindenInzetbaarheid medewerkers

Diversity

In – door - en uitstroom

informatiebronnen voor strategische personeelsplanning
Informatiebronnen voor strategische personeelsplanning
  • Conjunctuurprognose: CPB, CBS
  • Arbeidsmarktprognose: NOA (Nationaal Onderzoek Arbeidsmarkt), ROA(The Research Centre for Education and the Labour Market)
  • Verloopcijfers
  • Ziekteverzuim-, productiviteitscijfers
  • Leeftijdsopbouw, beoordelingsresultaten
  • Medewerkerpotentieel, MD programma, trainees
  • Engagement survey resultaten
in en uitstroomgetallen
In- en uitstroomgetallen

Bij een gelijkblijvende situatie

Gemiddeld verloop Siemens NL (2010 – 2011)

(zonder pensioneringen, bij gelijkblijvende markt):4,5% 96 medewerkers

Uitstroom en vervanging per jaar(!) door

natuurlijk verloop verwacht(pensionering)44

Totale gewenste instroom (ervaren en starters)140medewerkers

Alle gewenste verdere veranderingen leiden tot extra instroom

arbeidsmarkt analyse 1
Arbeidsmarkt analyse (1)

Jaar

Leeftijd

15 tot 25

25 tot 35

35 tot 45

45 tot 55

55 tot 65

2000

1873

2449

2530

2287

1590

2003

1921

2281

2589

2279

1834

2007

1957

2022

2574

2364

2047

2008

1973

1984

2533

2391

2089

De beroepsbevolking vergrijst:

De potentiële beroepsbevolking neemt af

  • In 2008: 27,9% van de werknemers in de Metalektro gaat binnen 5 jaar met pensioen

(x 1000)

Bron: CBS

Siemens Nederland: 17%

arbeidsmarkt analyse 2
Arbeidsmarkt analyse (2)
  • Relatief weinig werkloosheid onder technici:Werkloosheidspercentage technici: +/- 2%Landelijk werkloosheidspercentage: 5,4% (2011)
  • Weinig technische studenten (zie grafiek)
  • Ongeveer 45% van de technische studenten start in een niet-technische functie
strategic workforce planning complements existing approaches
Strategic Workforce Planning complements existing approaches

StrategicWorkforcePlanning

Resourceplanning

Competencymanagement

  • Five-year horizon (incl. yearly breakdown)
  • Focus on role shifts within selected "job families"
  • Quantitative scenario approach for demand and supply side
  • Definition of levers and key actions to close gap
  • One-year horizon
  • Focus on selected competences/”job families”
  • Qualitative analysis
  • Staffing of projects/activities
  • Identification of competency gaps
  • Qualitative analysis (individual competencies, competency portfolio)
  • Definition of measures to close individual competency gaps
strategic workforce planning in business target agreement
Strategic Workforce Planning in Business Target Agreement

HR Business Partners/Champions

plan implementation with stakeholders

HR Active in

BTA process

New

Forecasts

StrategicWorkforcePlanning

Resourceplanning

Competencymanagement

international job structure 2011
International Job Structure 2011

International Job Structure (1st level)

Job Family

Sub Job Family

Job Family

Sub Job Family

-General Estate-Purchase & Sales-Building Solution Management-Asset Management-Facility Management & Services

  • Commercial Law - Contract Management-Special Law - Compliance

Legal & Compliance

Real Estate

Manufacturing

-General Marketing-Production-Production/Material Planning & Control-Industrial Engineering & Launch Management-Maintenance

Research & Development

-General R&D -Software Development-Research -System Development/-Intellectual Property Integration-Mechanical Design -Verification/Testing-Hardware Development

Marketing

-General Marketing-Event Management/Promotion-Market Research/Analysis-Outbound Marketing-Pricing

Sales

-General Sales -Sales Support/-Key Account Mgm. Administration-Sales Consulting

-General Project -PM Coordination Management -Special Project Management

PM@Siemens

SCM-Procurement/Logistics

-General Procure- -Order Management ment/Logistics -Strategic Procurement-Planning -Operational Sourcing-Distribution/Transport -Export Control &-Warehousing Customs

-Product Life Cycle Management-Inbound Product Management-Requirements Engineering

ProductManagement

-General Strategy-Business Development-Portfolio Management-M&A-Consulting

Strategy

-General Quality-Quality Assurance-Quality Management

Quality

international job structure 2011 job family sub job family descriptions
International Job Structure 2011-Job Family / Sub Job Family Descriptions

International Job Structure (1st level)

Job Family

Job Family

Sub Job Family

Short description

Sales

  • Includes jobs mainly focusing on the transactional part of the selling process, such as Sales Representative and Sales Manager who are responsible for the sales in an area/region, a defined portfolio or a cluster of customers.

General Sales

Definition:

Responsible for the realization ofsales and profit targets consistentwith business strategy.

Tasks include managing accountsand customer relationships,developing sales proposals,negotiating and closing deals, actingas voice of the customers internally.

  • Includes jobs responsible for the account penetration of one or max up to 5 nominated customers. This comprises connecting the whole of the Customer Organization with the whole / parts of Siemens, professionalization of client relationships, creating value for the customer by utilizing the power of Siemens.

Key AccountManagement

  • Includes jobs related to analyzing a specific customer need to build customer specific value propositions based on solutions offered.

Sales Consulting

  • Includes jobs related to the support of the sales force and Key Account, e.g. with back-office support, Offer Management, LoA Process, Contract Management as well as from a Business-Unit perspective covering sales planning & pricing approval.

Sales Support /Administration

how do we close the gap
How do we close the gap?

This identifies new hires from outside the division/headcountConsider:- How many are required?- What timescales are they required for?- Will the hire be temporary/permanent or entry level?- What are the micro/macro economic factors?

BUY (Hire)

Filling demand gaps through competence and performance changes:- Developing incumbent Siemens staff- Senior appointments filled through the succession planning processes

BUILD (Develop)

Employ flexible resourcing strategies:- Opportunities may exist to second employees from other Siemens areas

BORROW (Balance)

BORROW (Balance)

Opportunities to meet supply strategy through alternative- Consider outsource strategy- Separation

BUMP (Outsource)

BUMP (Outsource)

Impact of strategic supply options on incumbent employee talent base:- Consider retention strategies for key risk areas

BIND (Engage)

BIND (Engage)

samenvatting
Samenvatting
  • Basisinformatie aanleveren
  • Argumentatie aanleveren aan Raad van Bestuur
  • “Buy in” en “commitment” Raad van Bestuur
  • Ken de businessprocessen van de onderneming
  • Zorg voor een pragmatische aanpak