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)