driving real change talent management 1 ayo/ june 2012 driving real change talent management 2 vale:...
TRANSCRIPT
6/11/2012
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VALE: GLOBAL EXPANSION IN THE WORLD OF MINING
“BCG says it has created more
value than any other large firm in
the world over the past decade.”
“…Vale has kept its success quiet
is partly an accident of history…”
“Vale relies on iron ore for
65% of its revenue…”
“Iron ore is easy to extract, bulky
and relatively cheap. The trick is to
transport vast quantities around the
globe quickly. At this, Vale excels”
“Vale has plans for organic
expansion in nickel, copper, coal and
potash. Demand for all these
minerals is likely to surge as poor
countries get rich…”
“Rumours suggest that these will
involve capital spending of up to
$100 billion over the next five years –
most of it in Brazil”
SEPTEMBER 25TH-1ST OCTOBER 2010
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VALE HISTORY: PATH TO SUCCESS
1942
1997
1997
2001
2001
2010
2010 ...
Aggressive growth focused on profitability and value creation.
New organizational structure, centralizing corporate services (Purchasing, HR and IT)
Well-defined governance.
Product portfolio expansion, diversification and internationalization.
Implementation of management model based on key performance indicators and strategic
planning process.
• Transition phase focused on operational costs reduction, usually higher on state-owned companies. No growth strategy defined
• Governance issues and conflicts of interests among shareholders
• Net profit in 1997: US$350 million
• Market value in 1997: US$10.5 billion
• High government interference at company’s management and decisions, although lower than that in other state-owned companies
• Strategy focused on iron ore, along with additional investments in sectors considered to be priorities by the government (e.g. pulp and paper)
State-owned company
Privatization
Accelerated Growth
Implementation of the largest project portfolio in the mining sector
Goal to become the best and the largest mining company in the world
The best and most sustainable mining company in the world
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VALE: A DIVERSIED BUSINESS PORTFOLIO
LOGISTICS NICKEL FERTILIZERS IRON ORE
COPPER COAL STEEL MINORITY
INVESTMENTS CLEAN
ENERGY
323 million tons
(2011)
242 thousand tons
(2011)
7.4 million tons of phosphate
rock (2011)
302 thousand tons
(2011) 4.51 / 2.82 million tons (2011)
Operation of ports and ~
10 thousand Km of railroads
2 operations (joint-ventures)
and 3 projects
Hydro Plants in Brazil, Canada
and Indonesia
¹ Thermal Coal 2 Metallurgical Coal
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VALE TODAY: MINING POWERHOUSE
# 1 global Iron ore producer
# 2 world nickel producer
# 2 metals and mining company in the world
# 21 company in the world1
Market cap of US$ 114 bn, on May 07, 2012
20 hours/day of trading: BM&F Bovespa, NYSE, Euronext and HKEx
3rd most traded ADRs in the NYSE in 2011, ranked by trading volume
Revenues (2011): US$ 60.4 Bn
EBITDA (2011): US$ 33.8 Bn
Net Earnings (2011): US$ 22.9 Bn
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101
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20 TECK RESOURCES
MOSAIC
POTASH CORP
GLENCORE
ANGLO AMERICAN
XSTRATA
RIO TINTO
VALE
BHPB
Market capitalization2
US$ bn
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¹ Ranking of the 500 largest companies in the world by market cap – Financial Times 2As of May 07th, 2012
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7 ¹ Vale’s employees including third parties
VALE IN 2012: A GLOBAL COMPANY +135K EE¹ WORLDWIDE
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VALE: AGENDA
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VALE: VALUES
Our Values:
Passion for people: Life matters most, Value our People, Prize our Planet
Excellence: Do what is Right, Improve Together, Make it happen
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VALE: AGENDA
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VALE: HUMAN RESOURCES MODEL
CORPORATE
HUMAN RESOURCES & CoE
Defines global standards in line with HR best practices and strategies in Vale
Focus: Innovation
REGIONAL
HUMAN RESOURCES (HRBP)
Performs HR processes regionally
Focus: Business Relationship
SHARED SERVICES
ORGANIZATION (SSO)
Performs HR transactional processes
Focus: Gains Scale and Scope
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VALE: AGENDA
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VALE: TALENT MANAGEMENT
TALENT MANAGEMENT:
Talent Management at Vale aims to meet the specific needs and support
the strategies of each business through an integrated value chain,
which involves attracting, recruiting, developing and engaging talent, to
ensure that the right people with the right skills are available at the right
time and place.
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VALE: TALENT MANAGEMENT
BUSINESS STRATEGY
AND PEOPLE
MANAGEMENT
GOALS
PLAN
ATTRACT &
RECRUIT
IDENTIFY &
ASSESS
DEVELOP &
PROMOTE
ENGAGE
&
AFFILIATE EXIT
TALENT MANAGEMENT REQUIRES TAKING CARE OF
EMPLOYEES THROUGHOUT THEIR ENTIRE LIFE CYCLE
Detailed and accurate planning of
our segmented talent needs,
including number of individuals,
timing and qualifications
Vale’s Employer Value
Proposition articulated to ensure
effective attraction and recruiting
of critical talent
Talent identified throughout the
organization, receiving a fair and
constructive assessment and
continuous feedback
Development plans clearly linked to individual assessment
Clear visibility regarding career paths and requirements for promotion
All talent fully engaged and
committed to Vale’s strategy and
goals, with Leaders serving as
role models of our values
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DITD
DIRECTORY OF TALENT MANAGEMENT & PEOPLE DEVELOPMENT
ATTRACTION & ENGAGEMENT
VALER: VALE EDUCATION CENTRE
CAREER & SUCCESSION PLANNING
VALE: DIRECTORY OF TALENT AND DEVELOPMENT
MANAGING
ENTRY AND
RETENTION
MANAGING
TRAINING AND
DEVELOPMENT
MANAGING
CAREER AND
SUCCESSION
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VALE: AGENDA
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ACADEMY OF MANAGEMENT EXECUTIVE(1996)
VALE: DEFINITION OF CAREER
A course of professional advancement; usage restricted
to occupations with formal hierarchical progression, such
as managers and professionals
OLD MEANING
The unfolding sequence of any person´s work
experiences of time
NEW MEANING
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VALE: OUR CAREER DEFINITION
A series of experiments, learning, positions held
and work done throughout one’s life, resulting in a
single career path.
A career involves a series of stages and occurrence
transitions that reflect the needs, motives, aspirations,
expectations and constraints of the company.
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VALE: CAREER MANAGEMENT
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High Performer Solid Performer Lower Performer
High Performer with Potential Performer with Potential Inconsistent Performer
Exceptional Talent Talent Potential Talent
High Performance Solid Performance Low Performance
Solid Performance
with Potential Low Performance
with Potential
High Performance
with High Potential
Solid Performance
with High Potential
Low Performance
with High Potential
COMPETENCY
AT
PO
TE
NT
IAL
-
HIG
H P
OT
EN
TIA
L
(2 L
EV
EL
S)
PR
OM
OT
AB
LE
(1 L
EV
EL
)
PO
TE
NT
IAL
0 – 2,65 2,66 – 3,64 3,65 – 5,00
High Performance
with Potential
VALE: C&S RESULTS OF ASSESSMENT IN 9 BOX MATRIX
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VALE: C&S APPLICATION TOOL
TALENT POOL
TALENT SEARCH
EMPLOYEE PROFILE
(CV, BIO, HISTORY)
ASSESSMENT HISTORY
PERFORMANCE HISTORY
SUCCESSION INDICATION
DEVELOPMENT PLAN (LMS)
OUR CATALYST THAT IS “DRIVING” THIS CHANGE
SUCCESSFACTORS APPLICATION:
ALSO KNOWN INTERNALY AS
“CSP”
A TOOL THAT CONSOLIDATES
CAREER DATA GLOBALLY
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VALE INNOVATION AWARD
VALE: WINNER OF BizX INNOVATION CATEGORY AT THE 2011 SUCCESS CONNECT CONFERENCE
SHARING OUR SUCCESS STORY IN GROWING
GLOBALLY AND PROVIDING EMPLOYEES A UNIFIED APPLICATION FOR THEIR SUCCESS
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VALE: C&S APPLICATION TOOL
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THANK YOU!
VALE VISION
TO BE THE NUMBER ONE GLOBAL NATURAL RESOURCES COMPANY IN CREATING LONG TERM VALUE, THROUGH EXCELLENCE, WITH PASSION FOR PEOPLE AND THE PLANET.