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Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change
2-5
AP MOLLER – MAERSK GROUP:
EVALUATING STRATEGIC TALENT
MANAGEMENT INITIATIVES
Retention Initiative
1. Symptoms
a. The increase in Maersk’s Turn Over and worrying
in some areas
b. E.g. in Energy Business (Drilling) risen from 1%-
2% to 5%
2. Framework to be used Employee
Engagement Model e.g. B = f (M,A,E), OHI
McKinsey Beyond Performance, or Aon
Hewitt Engagement Model, etc.
Development Initiative
• Historically:
– Hiring inexperienced individuals
– Providing 2 years (rotated through various functional
groups), extensive training (formal training modules + OJT)
– Guaranteed a two-year placement overseas
– Flexibility to move around in the company (move
horizontally)
• 2005-2006: Emerging Leader program (fast track),
Executive Band Development Program (1% of
Employees) --- Above average Turn Over (the
program was Closed down)
Development Initiative
• 2008: Focus on Leadership Development
Program (focus on 3 competencies:
– Deliver the Results
– A good and Inspiring Leader
– To live the Values of the Organization
• Individual development by using
“Development Shop” open to 2000 individual
employees and 300 top employees for
classroom course.
Conceptual Framework can be integrated with Retention Framework
Integrating Experienced Hires
Elements Pros Cons
Ideas Fresh Eyes and Energy
Hiring strategy Balanced Hiring Strategy Proponent for the old strategy:
(between Build and Buy) promotion from within
Culture To support the Cultural Take a long time to fit in
Change e.g. towards (Culture)
Innovation Culture
Alignment No training and coaching for
experienced hires
BEHAVIOR/
Organizational
PERFORMANCE
Compensation Design
MOTIVATION ENVIRONMENT
Company
Leaders
Job
Rewards
PRICE
MAXIMIZING YOUR RETURN ON
PEOPLE
Human Capital Management
• A system for assessing human capital, predicting
organizational performance, and guiding
organizational investments in people
• Help to assess the monitoring of the HCM
practices
• Core Set of HCM Drivers
– Leadership Practices
– Employee Engagement
– Knowledge Accessibility
– Workforce Optimization
– Learning Capacity
HCM Maturity Level
Level 1
Organization makes little or no attempt to address he stated HCM
area or factor
Level 2
Organization makes cursory, non-systematic attempts to address at
least some component of the stated HCM area or factor
Level 3
Organization demonstrates adequate, or baseline, capability that
forms a good foundation for improvement in the stated HCM area
or factor
Level 4
Organization is beginning to systematically extend capability in the
stated HCM area or factor
Level 5
Organization consistently demonstrates superior capability in
optimizing its human capital management in the stated HCM area
or factor
HCM Maturity Level
• HCM maturity scores are directly linked to a
range of performance outcomes
• Scores are calculated on each drivers and
totaled
– 90 to 100 -- Superior
– 80 to 89 -- Adequate
– 70 to 79 -- Marginal
– 69 and below is poor
• Total is a benchmark to build upon
THE ROYAL BANK OF SCOTLAND
GROUP: HUMAN CAPITAL STRATEGY
A Strategy Map Represents How the Organization Creates Value
Human Capital: 2000 HR People, OD Practitioners play the Role as Change Partner
IC: Integrated Dbase, Survey, Research, Leadership Excellence Profile, Benchmark, etc.
Learning and
Growth
Perspective Organization Capital
Culture Leadership Alignment Teamwork
HUMAN CAPITAL
Forms of Human Capital
Value for the Organization Value for Investors
Acquistion
Intangibles
• Intangibles are the things which are incapable
of being realized or defined
• They are without physical substance, non-
monetary and they cannot be seen or touched
• They behave in a very different way to
tangible assets
What are the differences?
Tangibles Intangibles
••The
Physical
law ofresources
decreasingcan only
returns • Intangibles
•The Network can be deployed
effects mean
be used
means that for
theone
moreactivity at a
a tangible forthe
that various
more purposes at the
some intangibles
time
asset is used, the lower the aresame
used,time
the higher the
• Depreciate
marginal return. with use and get • Have many multiple
return.
• Therefore,
used throughtangible assets so
production, •Best with an ABUNDANCE
applications without any
need to have
they be controlled and of
limited number MENTALITY
reductionto inmanage these
their value and
managed with a SCARCITY
applications (a mental model thatlike
some intangibles assumes
MENTALITY there are always
knowledge opportunities
even appreciate
forand
adding and creating
develop the morevalue).
they
are used
Largely because of these reasons,
intangibles are becoming more important.
Resource Based Strategy
• Resources are an organization’s assets and are thus the
basic building blocks of the organization
• They include tangibles (plant, equipment, finances,
location, human assets) and intangibles assets
(patents, copyright, culture and reputation)
• Capabilities refer to a corporation’s ability to exploit it
resources. They consist of business processes and
routines that manage the interaction among resources
to turn inputs into ouputs. E.g. Marketing capability
can be based on the interaction among its marketing
specialists, distribution channels, and sales people.
Market Value
Once its become scarce
resources, but today no longer
Human
Resources •Focusing HR on business strategy
Adding value •Creating capability to perform now
•Ensuring effectiveness and alignment
Personnel
•Administering HR operations
•Ensuring efficiency e.g. through outsourcing
Value for money
COMPLEX PROCESSES
HCM Value Chain
ACTIVITY
INPUT •Organization OUTPUT
•Organization •Resourcing •Tangible resources
effectiveness •Development •Intangible IMPACT
•Leadership capability •Performance capability: Human •Employer of choice
•Mental models management Capital; •Operations
•Management time •Career Organization •Customers
•HR function capability development Capital; Social •Financial
•Funding •Engagement Capital
•Resources •Talent
management
The Business Strategy Map and The HCM Value Chain
Adding value 5 6 7 8
AV
Primary
Externally oriented focus
(outside-in),
Forward-looking
Value for 1 2 3 4
money VFM
Internally oriented
Primary
(inside-out),
focus
Current state
Value for money Separate approach, Basic people Tangible Resources Restructuring and
– expressed as causal chains management downsizing
data practices
# of employees
Budgets Observable behaviours
Management time Assessable knowledge/
Effectiveness HR functions skills