Strategic development of corporate executives at Lufthansa (extract)
Transcription
Strategic development of corporate executives at Lufthansa (extract)
Strategic development of corporate executives at Lufthansa (extract) 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Agenda • Lufthansa – Facts and Figures • Talent Management at Lufthansa 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Der Lufthansa Konzern und seine fünf Geschäftsfelder Passage Airline Gruppe Die Fluggesellschaften des Konzerns gehören zu den führenden Airlines der Welt. Logistik Lufthansa Cargo – zählt zu den Marktführern im internationalen Luftfrachtverkehr. Technik Lufthansa Technik – weltweit führender ziviler Anbieter luftfahrttechnischer Dienstleistungen. IT Services Lufthansa Systems – Einer der weltweit führenden IT-Dienstleister für die Airline- und Aviation-Branche. Catering 07. December 2010 Markus Bergrath LSG Sky Chefs – weltweit größter Anbieter von Dienstleistungen im Bereich Airline-Catering und Inflight-Management FRA PU/E-S - Strategic Development Corporate Executives (extract) Ein „ganz normaler“ Tag bei Lufthansa • Wir starten und landen mehr als 2.445 Mal täglich. • Wir befördern täglich rund 209.500 Fluggäste sowie über 4.690 Tonnen Fracht. • Wir versorgen unsere Kunden mit mehr als 1,1 Mio. Essen weltweit. • Wir beantworten täglich rund 27.400 Anrufe im Service Center Verbund. • 07. December 2010 Markus Bergrath Wir betreuen täglich über 1.000 Flugzeuge. FRA PU/E-S - Strategic Development Corporate Executives (extract) Die Mitarbeiter im Lufthansa Konzern: Facts & Figures • Zum Ende des Jahres 2009 beschäftigte der Konzern 117.521 Mitarbeiter weltweit. • Mehr als 35.000 Mitarbeiter sind in Frankfurt/Main tätig. • In Deutschland arbeiten Mitarbeiter aus 117 Nationen. • Weltweit arbeiten Menschen aus insgesamt 149 verschiedenen Ländern für den Konzern. 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Agenda • Lufthansa – Facts and Figures • Talent Management at Lufthansa 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) What is Personnel Development…. „Control your destiny or someone else will!“ will!“ Jack Welch CEO General Electric (1981(1981-2001) Personnel Development aims at enhancing the performance and competencies of managers and executives in organisations. organisations. 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) „Strategic Talent Management“ is about giving answers to the Business Markus tell me: • „In which areas do we lack talent - worldwide?“ • „Shall we cooperate with Bucerius Law School or with MIT?“ • „What happens if XYZ suddenly leaves the company?“ • „How big is the risk in our succession plans?“ • „Do we have the resources on board to staff the integration project…?“ • „Does your investment in Leadership-Training really meet the business requirements?“ or even worse: „Do you know the business requirements at all?“ 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Talent Management is no „Rocket Science“! But you have to do it orderly and personnely. Systematic Tools A n a ly s is : W i th o u t t a k in g a c tio n a s ig n ifi c a n t s h ift o f th e a g e -c u r v e is e x p e c te d b y 2 0 1 5 ( b a s ic c o n d itio n s p re s u m e d t o b e c o n s t a n t ) TThh aatt re re ssuullts ts in in tthh ee fo fo llo llo w w in in gg cc oonn ssee qq uu eenn cc eess :: N etz m an ag em en t .. w av elik e 77 , 3 % 11% % 2 3, 3 % P R u n d K o m m u n ik a t i on 3 6, 4 % b is 30 31 -35 36 -40 41 -45 46 -50 69 , 8 % 51 -55 5 0, 0 % 50 , 0 % S e c u r it y 4 0, 0 % 50 , 0 % S e rv ic e 2 9, 4 % 1 0, 7 %. 2 00 8 5 .2 P U /E -- -- -- Summe Medicals Security Recht Einkauf -- management -- Infrastruktur - -- 21 -- 1 07 LE C 613 68 , 2 % S m me e SS Su uu um m mm m m ee D e m o g r a p h ic R isk 80 38 46,7 47 45,1 3 ,8 % 0 3% 67 131 89 4 6 ,4 4 4 ,4 70 59 4 7 ,3 4 5 ,8 37 4 3 ,8 32 14 4 3 ,4 4 2 ,9 21 4 0 ,8 22 20 4 2 ,7 4 6 , 5 15 15 18 4 5 ,7 4 9 ,6 50 10 3 74 1 0 - A ge p e r J o b fa m ily . . w h e re i s t h e o f f s p r in g ? R e s ig n a t io n - R is k P ag e 24 -- LE B 61 , 2 % 2 1, 9 % T h e o ff s p r i n g i s h a v in g a h a rd t i m e ! LE A In t e r n a l T a le n t - S it u a t io n 71 , 4 % 69 , 9 % 3 0, 2 % G esa m t 6 1-65 63 , 2 % P a g e 23 2 0, 2 % V e rt r ie b 5 6-60 54 , 5 % Age R ec h t S tr a t e g i e & B u s in e s s D e v e lo p m e n t 2% 1% 0% T e c h n ik .. c o n s tan t 9% 76 , 2 % 4% 9 ,1 % O p e r a t io n s - F lu g b e t r ie b U p to 5 % U p to 1 0 % 1 1 % a n d m o re 5. 2 .2 0 08 4% Kommunikation F ro m 2 0 2 5 t o 2 0 3 0 : re t ire m e n t o f th e „ s tr o n g “ a g e -g ro u p 10% 60 , 0 % 5% 0 ,0 % PR & 75 , 6 % 9% 1 0, 0 % Marketing p ttiotinlls a b o u t 2 0 2 0 , J a m o f re p la c e m eo n a ft e r w a rd s e xe c u tiv e -t ra in e e s ru n n s h o rt • 80 , 0 % 1 2% 0% 1 1, 51 % L o g is t ik M a rk e t in g Netz- 2 0, 0 % IT - M a n a ge m e n t .. n o n e Logistik A v e ra g e A g e : R is e fro m 4 5 to 5 2 E x tern al y e a rs R e c ru it in g - • management D o u b le d p ro p o rt io n o f th e e m p lo y e e T s ha g ld ea rl th 4 5 fo r a c tio n is a p r o d u c t o f re c r u it in g ris k , d e m o g r a p h ic c h a n g e r is k a n d e ead cotu n aene d ( fro m 4 3 %r e tos 8ig5 % n a) tio n r is k . • Controlling 70 , 9 % In f ra s t ru k t u rm a n a ge m e n t 200 5 Service 2 1, 81 % 5% Anteil Share .. r i s i n g 201 5 20% Strategie & Business Devel opment H u m a n R e so u r ce M an ag em e n t 81 , 0 % 19% Vertrieb 68 , 3 % 2 0% HR Management • 2035 71 , 4 % 2 3% 1 9, 0 % 2 2, 2 % Flugbetrieb 26% 2 5% 1 4, 3 % Operations- 3 0% 2 9% 2 0 20 E in k a u f F in a n z e n u n d R e c h n u n g s w e s e n IT-Management 3 0% 07 J o b f a m i lie s C o n t ro l lin g Technik 3 5% R e s ig n a ti o n s … Finanzen & RW T h e d e m o g ra p h ic s ta t u s d iffe rs b e tw e e n th e J o b F a m ily a n d is c o n s id e re d f o r th e ta le n t r e te n tio n a n d s u c c e s s io n p la n in g 5 ,3 % 4 ,5 % 1 ,4 % 1 ,7 % 5 ,4 % 0 7 ,1 % 9 ,5 % 0 0 6 ,7 % 6 ,7 % 0 a c c u m u la te d R e s ign a t io n s 2 00 5/ 0 6 p e r J F P U /E 5.2.2008 P age 38 P U /E BB aacckk Talent Management Individual dialogue 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Who is responsible for Talent Management? Employee Opportunity to evolve (become) into an executive manager or expert through well-defined development paths Talent Talent Management Management Supervisor HR Department Task to identify and develop/assist high potentials (Potential evaluation, 360°Feedback, target agreements) Exemplify leadership Bringing together the „right“ people Defining and delegating the „right“ task aspects Ponder and offer development options Allocation of tools and processes for the systematic acquisition of competencies within the concern For each business area Corporate wide through FRA PU Offer of development options within the context of succession planning with consultation of supervisor Only „acting in concert“ assures concern-wide talents 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Common values and beliefs give us the opportunity to work together + Passenger Airline Group There are many different corporate cultures within Lufthansa Group. LHT Catering Logistics ... IT Services Corporate Culture(s) Values Company-wide values exist. They are not written down. Tools 07. December 2010 Markus Bergrath Our competence model, the Aviation Leadership Compass reflects these values and positions them actively into Performance Measurement and Executive Development Tools. FRA PU/E-S - Strategic Development Corporate Executives (extract) The Lufthansa Competency Model and the Lufthansa Brand Values fit together Aviation Leadership Compass Entrepreneurial Leadership Problem Solving Entrepreneurial Leadership - Driving Innovation - Strategic Thinking - Achievement Orientation - Customer Focus Lufthansa Brand Values Problem Solving - Analytical Thinking - Comprehensive Approach - Cooperation - Complexity Management Reliability Communication and Persuasion Communication and Persuasion Leading People Attitude and Drive - Effective Communication Social Sensitivity Conflict Management Assertiveness Quality Promise Leading People - Developing People - Managing Performance - Inspiring People - Managing Change Leadership Claim Attitude and Drive Functional Competence - Self Awareness Acting with Integrity Self Management Commitment Individual Caring Functional Competence Strategic Longterm Steering 07. December 2010 Markus Bergrath - Depth of Expertise - Range of Expertise - Business Context Knowledge FRA PU/E-S - Strategic Development Corporate Executives (extract) Innovation The Aviation Leadership Compass bears in mind cultural diversity, nevertheless it is mandatory and is the basis for all MD tools and HR processes Aviation Leadership Compass Entrepreneurial Leadership Problem Solving Human Resource Processes MD-Instruments Leaving • Potential Survey • Management Diagnostic Communication and Persuasion Leading People • Corporate Management Grading (CMG) • 360°Feedback (ALF/APF) • LH-Bonus Attitude and Drive Develop & Retain Selecting • Appraisal Talks • Training Functional Competence • Management Programs Tactical Mid-term Steering Strategic Longterm Steering 07. December 2010 Markus Bergrath Attracting FRA PU/E-S - Strategic Development Corporate Executives (extract) Corporate Talent Grading Process (CTGP) • Systematic LH-wide process to evaluate the talent situation regarding potential and performance of staff / management below Level C • Basis for tailor-made management programs, individual development plans and succession planning • Structured monitoring (LH-wide) with the help of SPECTRUM, the potential data base used by HR Development • Basis for short-, mid- and long-term planning of management resources 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Potential Analysis – how do we do it? • The grading follows a top-down approach through all management levels Executive ExecutiveBoard Board Level LevelAA//BB Level LevelAA//BB Level LevelCC Level LevelCC below belowCC 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Potential Analysis – how does it look like? The CMG is the corporate-wide tool of Deutsche Lufthansa AG for periodical evaluation of potential- and performance-data. It is a key instrument for identifying and monitoring talents. Performance-Potential-Matrix Move-or-Stay The performance and the potential of the employee are assessed. The outcome is shown in the Performance-Potential-Matrix (PPM). Here the superior declares if a rotation is supported when organizational reasons are considered. P o t e n t i a l ready for vertical rotation (short-term: 0-1 year) F potential for vertical rotation (medium-term: 1-3 years; exception, if PT: 1-2 years) E potential for extended responsibilities on current level D good fit to current level C some competencies need to be improved B demands of current level can not be met A High Potentials Best Performers Is a rotation possible within the next year? no yes If no, please estimate how long the employee should remain in his/her current position? 1-2 years 2-3 years min. 3 years Job Families-Assessment: 1 2 3 4 5 below expectations of current level satisfactory fully meets expectations of current position exceeds expectations of current position outstanding It is possible to select different Job Families. They indicate into which Job Family the employee could rotate. horizontal Performance vertical Priority Accounting and Revision Controlling Purchasing Finance ALC-Profile Flight Operations The potential of the employee is rated on basis of the ALC-Profile. It illustrates which competencies the employee showed within the last year. HR-Management Infrastructure Management IT-Management below level in between both levels current level in between both levels above level Ground Operations and Service 1 Entrepreneurial Leadership 2 Problem Solving Marketing 3 Communication and Persuasion Medical 4 Leading People PR and Communication Legal Department 5 Attitude and Drive Security 6 Functional Competence Strategy & Business Development Maintenance Repair and Overhaul Cooperation Management Logistics Network Management Sales 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Succession planning by positions: Via Job Families and pools • Based on the results of the Corporate Management Grading „Pools“ are filled for the different management levels and positions horizontal • These pools are clustered after the 20 different Job Families vertical Priority Accounting & Revision Controlling Purchasing Finance Flight Operations HR-Management Infrastructure Management IT-Management Ground Operations and Service Cooperation Management Logistics Marketing Medical Network Management PR and Kommunikation Recht Security Strategy & Business Development Maintenance Repair and Overhaul Sales 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) CMG and CTGP is the starting point for Talent Management made by LH Spectrum Database LH Konzernfunktionen LH Systems A LH Technik A LH Cargo A B B LH Passage B A B CA BC BC C B C BC C C Here is evaluated if a rotation is possible when organizational reasons are considered. ready for vertical rotation (short-term: 0-1 year) F potential for vertical rotation (medium-term: 1-3 years; exception, if PT: 1-2 years) E potential for extended responsibilities on current level D good fit to current level C some competencies need to be improved B demands of current level can not be met A A If no, please estimate how long the employee should remain in his/her current position? 1-2 years 2-3 years min. 3 years Job Families-Assessment: 1 2 3 4 5 below expectations of current level satisfactory fully meets expectations of current position exceeds expectations of current position outstanding CNWC NW B Performance B It is possible to select different Job Families. They indicate where the employee could rotate to. horizontal vertikal B B Priorität Accounting & Revision Controlling Purchasing Finance ALC-Profile Flight Operations The potential of the employee is rated on basis of the ALC-Profile. It is specified which competences the employee showed within the last year. HR-Management C Infrastructure Management IT-Management below level 1 NW NW Succession Pools no yes C CNW C NW NW NW NW NW NW B BC Move-or-Stay The performance and the potential of the employee are assessed. The outcomes are presented by the Performance-Potential-Matrix. P o t e n t i a l CNW C NW NW C C NW C C NW NW C C C C NW B C BC C BNW C C C B NW CMG corporate wide Performance-Potential-Matrix Entrepreneurial Leadership in between both levels current level in between both levels above level C C C C C Ground Operations and Service Cooperation Management Logistics 2 Problem Solving Marketing 3 Communication and Persuasion Medical 4 Leading People PR and Kommunikation Recht 5 Attitude and Drive Security 6 Functional Competence Strategy & Business Development Maintenance Repair and Overhaul Network Management NW NW NW NW Sales Talentmanagement (Traffic Light -Chart) Talentmanagement (Job-Families/LE) FR A b d e c k u n g sg ra d : h o ch (4 ,0 ) M e h rfa ch n e n n u n g e n : n ie d rig (1 ,5 ) V ie lse itig k e it: n ie d rig (8 % ) V e rw e ild a u e r: m itte l (4 6 % ) B e w e rtu n g -- -- -- -- -- 23 • • • LE B Summe 109 19 16 14 14 10 8 8 6 6 5 5 5 4 4 3 2 2 C R Z u sa m m e n se tz u n g G e s a m tp o o l 12 d a v o n J o b fa m ilie n w e c h s e l 8 u nd G e se lls c h a fts w e c h s e l 5 u nd A u s la n d s e rfa h ru n g 1 a u s re ic h e n d K a n d id a te n v o rh a nd e n g e rin g e V ie ls e itig ke it A u fs tie g s ka n d id a te n v o n LE B 7 A lte r üb e r 5 0 2 A k tio n lä n g e r a ls 3 J a h re a u f d e r P o s itio n 6 g e zie lte R o ta tio n s p la n u n g u m V ie lse itig ke it d e r K a n d ida te n zu e rh ö h e n u nd B in d un g d e r F ü h ru n g s k rä fte zu s tä rk e n P o s itio n e n im K o n ze rn 3 g e sc hä tz t 1 N o v em b e r 2 0 04 FR A P U /E -K P e rs on a len tw ic klu ng K o n ze rn fun k tion e n S eite 2 K o n z ern w e ite N a c hfo lg eb etrach tu n g V F - Fu n ktio n en S tre ng ve rtrau lic h ! 07. December 2010 Markus Bergrath Hr. A Fr. B. Hr. C A A B C S ta tu s Summe Medicals Recht Security PR & Kommunikation Infrastrukturmanagement Netzmanagement Einkauf Marketing Logistik Strategie & Busin. Development Controlling Service HR Management IT-Management Vertrieb OperationsFlugbetrieb Finanzen & RW Technik L E A Jo b fa m ilie F in a n ze n u n d R e c h n u n g s w e s e n S ta tu s, B e w ertu n g u n d re su ltie re n d e H a n d lu n g se m p fe h lu n g e n LE A Succession Management for Key Positions FRA PU/E-S - Strategic Development Corporate Executives (extract) B Fr. G. Hr. H Fr. I C NW B C C NW Hr. D Fr. E. Hr. F B C C NW C NW The Succession situation at a glance: the „traffic light-chart“ ex a Internal Interne talent situation mpl e Kooperations Summe management Accounting Kooperations und Revison management Accounting Medicals und Revison Security Recht PR & Kommunikation Infrastruktur management Einkauf Netzmanagement Marketing Logistik Strategie & Business Development Controlling HR Management Kabine & Station IT-Management Vertrieb Finanzen Flugbetrieb Technik Externe External Recruiting- option LE A LE B LE C Summe phisches Demographic Risiko Risk 0-age per job family accumulated resignments per JF (%) Risiko Resignment Risk 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract) Thank you for your attention! 07. December 2010 Markus Bergrath FRA PU/E-S - Strategic Development Corporate Executives (extract)