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„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

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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.

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IKEA

• 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

IKEA facts

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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

The Spirit!

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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

…you as a leader…

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Bauhaus

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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

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Symphogen

Values

• Pioneering

• Teamwork

• Committment

• Diversity

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Watson Pharmaceuticals+Actavis

Watson Pharmaceuticals+Actavis

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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

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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.

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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

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Tänan! Küsimused?

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Defineeritud lähenemine juhtimisele – Leadership approach ja autentne juhtimine – IKEA

– Leadership statement ja framework – Nordea

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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

Leadership approach

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Kompetentsimudelid – IKEA

– Actavis

– Milestone

– Nordea

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

Leadership Capabilities

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Juhtide hindamine – 360 tagasiside

– pühendumuse-rahulolu uuringutega

– talentide hindamine

– juhtimise indeks

360 Leadership Evaluation Process

Stage 1

Leadership-evaluation

questionnaire

Stage 2

Report Feedback & reflecion

OUTPUT: Temporary narrowing down of development areas

Stage 3

Dialog-meeting with the employees in

each team

OUTPUT: Inspiration to work further with development goals

Stage 4 Leadership

development dialogue (meeting

with Director)

OUTPUT: Qualification &

possible supplementary

development goals

Stage 5

Preparation of Development Plan

OUTPUT: Development Plan

Stage 6

”Final” feedback to Team regarding

development areas

OUTPUT: Invitation to support

Stage 7

Establishment of ”læringsgrupper”

OUTPUT: Inspiration and support to

maintain development areas

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 =

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How to assess potential?

Aspiration Engagement

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

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)

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

A high potential demonstrates naturally a higher than average level of aspiration, engagement and ability

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Arenguprogrammid – Bauhaus

– Nordea

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Esmatasandi juhtide arendamine Nordeas

HR strateegia: näited süsteemsest

ärikesksusest

Lilja Normak

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Symphogen’s vision is to create superior antibody therapeutics by decoding the wisdom of nature

To create a better everyday life for the many people

Äri- ja personalistrateegia seos *Milestone *Nordea

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Nordea näide

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HR võtmenäitajad

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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

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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

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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!