mats pettersson, ncc - a single view of talent

NCC AB 1

HR Tech Europe Amsterdam 25th of October 2013

Mats PetterssonSenior Vice President Human Resources NCC

2013-10-23

A single view of talent – HR transformation

2013-10-23 NCC AB 2

Creating future environments for working, living and communication

Sales of SEK 57.2 billion 2012

18,200 Employees

Operations in the Nordic region, Germany, Estonia, Latvia and St. Petersburg

Thousands of projects, both large and small

Equal opportunities

External challenges and possibilities

2013-10-23 NCC AB 4

Globalization Lack of labor Generation shift

DiversityCareer development

Internal challenges – From a holding company to One NCC

2013-10-23 NCC AB 5

Construction and civil engineeringIndustrial Development

≥ 2 times GDP growth ≥ 2 times GDP growth ≥ 7,000 housing units

Profitable growth

Customer focus Marketleading Cost One NCC Housing Sustainability

NCC AB 6

NCCstrategy

Leadership RewardsCompetence

supply

One NCC – values, leadarship profile, common processes, HR shared service center

To become the preferred employer

The HR transformation program

Health & safety

How do we meet these challenges in HR?

2013-10-23

NCC AB 7

Background to the

HR Program

2013-10-23

The financial crisis 2008 status around personnel basic data

Misallocations of HR-resources

Mismatch between the HR support and the business needs within:

• long term resource planning

• salary and bonus systems

• competence development

• recruitment

• leadership development

NCC AB 8

HRLön

38 HR functions

As it was...

2013-10-23

No common processes

Over 60 system solutions

Admin.

Strategic

Operational

Heavy administration

HR and payroll shared-service

center

HR transformation

2013-10-23 NCC AB 9

Common processes

Common IT-system

NCC AB 10

Old systems – low cost, but

risky

No common processes

Lack of common data-base

Already efficient HR organisation

Business case?

2013-10-23

Hard to get a business case that worked!INVESTMENT IN THE FUTURE

NCC AB 112013-10-23

One NCC – HR Program Goal

Strengthen managers, employees and HR’s ability to support, develop and challenge NCC’s business short and long term

NCC AB 12

One NCC – HR Program Target

2013-10-23

• Control over facts and figures related to our employees

• Employees take more responsibility for their own development

• Managers actively support and drive employee performance and development

• HR proactively support the organization and work with topics of more strategic character

This is done through:

• High performing group common HR processes

• Common HR Talent Management system

• A clear delivery model that supports a more efficient HR

• Changed responsibilities, behaviors and ways of working

HRstrategy

Businessstrategy

Delivering Value to NCC

2013-10-23 NCC AB 13

Organizational management

Talent acquisition

Talent planning and

evaluation

Total rewards

Healthand safety

Learning and development

HR Expert Areas

One NCC HR Program

Goal and Targets

Enabling the HR Strategy

2013-10-23 NCC AB 14

Common processes and policies

New HR Delivery Model

Redefined roles and responsibilities

Integrated HR Talent Management System

Ongoing work within HR

Other HR Projects

BusinessstrategyBusinessstrategy

Business management

Employees

NCC HR Delivery Model – NCC Group

2013-10-23 NCC AB 15

HR Director and Group HR ExpertsSetting the Strategy

Group HR Process Owners & Business Solution Manager:

Architecting the solution

HR Services: Delivering Transactional and Enabling Services

Technical Infrastructure & Applications

HRS(e.g., Phone, E-Mail)

HRS Case Workers

• HR Admin

• HR Process Drivers

• Solution Specialist

Group HR Process

• Owners

• Business Solution Mgr

• HR Specialists

Self-Service and Portals

LineManagers

Designing and building human

capital

Senior HR Business Partners

HR Business Partners

Tier 0 Tier 1 Tier 3Tier 2Local HR Generalists: Delivering Consultative Services

Local HR Specialists: Delivering Local Transactional and Enabling Services

NCC AB 16

Demands on a new

HR system

2013-10-23

Cover all our markets

One system or as few as possible

Core data and defined processes within talent management

Scalable and development of the system

Easy to use

Infor Talent Management System

Met our requirements

Wide range of products

Use S3-system within Finance

Ranking

Some modifications needed to be able to meet NCC needs

New LMS module

2013-10-23 NCC AB 1717

2013-10-23 NCC AB 18

The way forward

18

Country roll-out core-data

step 1

Change management!

Keep track of costs and

benefit realization

Struggle with finding the

right resources

Develop and roll-out

processes step 2 and 3

2013-10-23 NCC AB 19

NCC AB 20

What will we get?

2013-10-23

Control of facts and figures – short and long-term resource planning

Track of what competencies: today and in the future

Appraisals logically connected to: • performance reviews

• development plans

• succession planning

• salary setting

• bonus plans

Tools for managers and for employees development

Visibility of competencies – use the right resources in the right time and place

HR will focus on the right issues

15% less time spent on administration

Faster recruitment processes

NCC AB 21

HR Leadership Team Success Factors

04/13/2023

Shared commitment

Quality and speed of decision-making

Mindset for success

Business performance

Active Engagement

Guiding Principles

2013-10-23

Buy-in from the Business Maintain

Commitment from Business

and HR

Organize Leadership

and Sponsorship

Manage One Global HR

Establish Self Service Culture

Achieve Compliance to New Ways of

Working

Manage the Business Partner

Challenge

Prove the Value

Critical Success Factors

2013-10-23 NCC AB 22

2013-10-23 NCC AB 23