Carrièremanagement: Mieke Hullebroeck

Career Management

The employee’s Rough GuideTM

Mieke HullebroeckStrategic Human Capital Manager

Vlerick HR DayJune 8, 2011

What do you like most?

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Agenda

1. Intro

1.1. Why career management: HR & business strategy

1.2. Why career management: Employee satisfaction survey

1.3. Self management – career management as the Rough GuideTM

2. Positioning of Belgacom’s Career Management and it’s building blocks

2.1. Personal Support

2.2. Training & Change

2.3. Career Centre & Talent Profile

2.4. Mobility Framework

3. Deliverables 2011

4. Storyline Career Management

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IdentityCustomer-centric, responsible and innovativeWe strive to maintain a consistent corporate identity every day, in everything we do

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Belgacom focuses on Customer Centricity, Responsibility and Innovation

Innovation

• Belgacom TV is one of the three fastest-growing and most innovative IPTV services in the world

• Investing in transformation: almost 10% of Group revenue• 2009 innovation award for fixed network infrastructure • Top 5 in the world for fiber-optic deployment

78% of our products did not exist 15 years ago

Responsibility

• Top Employer 2010• Official partner of UNICEF• Exclusive sponsoring of sports (wo)men• -70% CO2 by 2020

Focus on health, access and a greener society

Customer Centricity

• Belgacom takes a step forward from convergent products to convergent services

• Belgacom wants to improve the end-to-end customer experience from purchase to billing, through installation and repair, but also during key moments

Our customer is king

What does the employer want?

Business Strategy, SWP, Succession

Management

What does the employer want?

Business Strategy, SWP, Succession

Management

What does the employer offer?

Coaching Culture, Job families & Career Paths,

Broad banding Remuneration, Training, Work-Life Balance, EVP

What does the employer offer?

Coaching Culture, Job families & Career Paths,

Broad banding Remuneration, Training, Work-Life Balance, EVP

What does the employee aspire?

Professional aspirations, Goals, Ambition, Values

What does the employee aspire?

Professional aspirations, Goals, Ambition, Values

What does the employee offer?

Skills, Experience, Competencies,

Knowledge

What does the employee offer?

Skills, Experience, Competencies,

Knowledge

CAREER MGMT

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Satisfied and engaged employees drive

customer satisfaction

1.1 Why Career ManagementHR & Business Strategy

YES50%

Maybe28%

NO22%

Career development remains the lowest scoring dimension • Only 60% says to be satisfied on career development• Compared to 2009 there is a slight improvement in 2010• Yet, Career development remains the TOP1 priority on group level and appears in the Top3

priority domains to work on in all Business Units

1.2. Why career management ?Input from Employee satisfaction survey

53%

20%

11%

12%

4%

Mobility aspirations of our employees

keep working incurrent job

ready forpromotion

promotion withfurther supportand trainingwant to movehorizontally

leave Belgacomgroup

Would you take into consideration to have an interview with someone other than your manager (N+1)?

1.2 Input from Employee Satisfaction Survey Employees who are satisfied about career mgmt:

Mention the following TOP 6 Motivators:

• Relationship with N+1, trust

• The amount of feedback they get from their boss about their functioning and growth potential

• Be able to continue to grow in job and to learn

• Diversity of tasks

• Have the perception that they can influence their own career

• Are happy in their actual job

Employees who have the perception that they can influence their own career –that they have their career in hands - are more satisfied

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Career self management

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Career Management as ‘The Rough GuideTM

’ for our employees

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Travel

• I choose a country• I plan my journey• I get a framework (places to visit, info on public transport, ...)• I compose my own path with these building blocks (which cities, which activities, adventurous, easy going, ...)

• I have the feeling of freedom, but yet, I end up with the same people in the same bars

Career

• I choose a company• I reflect upon my career aspirations• I get a framework: company’s strategy and objectives, what competencies are required for which function (career paths, career principles, carousel of functions), HR framework,...

• I compose my own path with these building blocks

• I have the feeling of freedom, but yet, I’m in line with company’s objectives

Career Management as ‘The Rough GuideTM

’ for our employees

Career management is about creating the internal capabilities and culture and

offering the right tools and resources to empower our people to proactively reflect and

act upon their own career development

The self reliance of the employee, eliciting the person’s own solutions and resources,

is a key principle in our approach. We however realise that this is not possible

without a thorough training of our team leaders,and a clear definition of the process.

2. Positioning of Career Management within Belgacom

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2. Belgacom’s Career ManagementBuilding a Coaching Culture

TrainingPersonal support Career Center

Formal learning to build coaching

capabilities(employees and

team leaders)

Team leaders are first line, career

consultants second line for support

towards employees

24x7 access to online coaching resources (tools, literature, Talent

Profile)

How will we create this?

The 4-pillar career model

Embedded in our HR framework and processes(e.g. Job families with broadbanding, PMP with more focus on development, ...)

It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others.

Mobility

Increase and revalue mobility

opportunities within Belgacom

context

Based on self reliance of the employee

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2.1. I’m an employee wanting to reflect on my career...

The process

Support Team leaderBuild a coaching culture

Career ConsultantCareer counselling approach for specific need or question

Career Centre OnlineWith Talent Profile

Assessments and inventoryof personal aspirations

Supported by a Mobility Framework that enables career moves 14

2.1. I’m a team leader having to deliver support... What do we foresee?

Support Team leaderBuild a coaching culture

Career ConsultantCareer counselling approach for specific need or question

Career Centre OnlineWith Talent Profile

Assessments and inventoryof personal aspirations

Supported by a Mobility Framework that enables career moves

Training for Team leaders on quality conversations and the career management process

Team leader finds informationon Career Centre

and has insight in the N-1’sTalent Profile

If I can’t deliver further support, I can count on the career consultants

to help me and/ or the employee

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2. Belgacom’s Career ManagementBuilding a Coaching Culture

TrainingPersonal support Career Center

Formal learning to build coaching

capabilities(employees and

team leaders)

Team leaders are first line, career

consultants second line for support

towards employees

24x7 access to online coaching resources (tools, literature, Talent

Profile)

How will we create this?

The 4-pillar career model

Embedded in our HR framework and processes(e.g. Job families with broadbanding, PMP with more focus on development, ...)

It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others.

Mobility

Increase and revalue mobility

opportunities within Belgacom

context

Based on self reliance of the employee

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Continuous progess review& rapid feedback

Continuous progess review& rapid feedback

2.2. Building the internal capabilitiesHR moments of truth versus employees

Jan Feb Mar Q2 Q3 Q4

Eoy 2010

Set Goals MYREoy2011P

erfo

rma

nce

Ca

reer

Co

mm

Talent Profile Go

Live

Vision Career Center Review DevelopmentProgress

CareerCounselling

JobFa careerpaths

Tra

inin

g

•Importance of obj setting• How to set & cascade goals•Core comp

Teasing on how to review & give feedback

• How to do a good MYR• Focus on Careerdiscussion & developmentplan

Teasing on how to review & give

feedback

• How to evaluatecontributions• Translate into careeractions

Team-up forResults N & N+1

1 2 3 2 4

Training Career Consultants

Creating a culture of quality conversations

E-learning

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E-learningE-learning E-learning

2.2. Building the internal capabilitiesTraining as support - How?

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Results

4 e-learnings throughout the year:

• Objective setting• Giving feedback• Career conversations• End of year evaluation

Company-wide training on:

• Sensitisation• My role• Skills• Divisional roll-out• 1200 employees and team leaders in 2011

But remember, training doesn’t resolve everything...

(movie)

Culture does!

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Belgacom’s HR Strategy: Career Management is a key building block in the roadmap

towards a supportive people environment

2. Belgacom’s Career ManagementBuilding a Coaching Culture

TrainingPersonal support Career Center

Formal learning to build coaching

capabilities(employees and

team leaders)

Team leaders are first line, career

consultants second line for support

towards employees

24x7 access to online coaching resources (tools, literature, Talent

Profile)

How will we create this?

The 4-pillar career model

Embedded in our HR framework and processes(e.g. Job families with broadbanding, PMP with more focus on development, ...)

It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others.

Mobility

Increase and revalue mobility

opportunities within Belgacom

context

Based on self reliance of the employee

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2.3. Career Centre

CAREER CENTRE

CAREER PATHS & PRINCIPLES -

COMPETENCIES

CAREER COUNSELING

CAREER MGMT WITHIN BGC

DEVELOPING YOURSELF

TALENT PROFILE

CAREER TESTS

• The career centre (Intranet) offers 24/7 support in the employees career reflection process and gives full access to online coaching resources• It is one of the requirements to be able to speak about self reliance of the employee and serves as a career compass• It is a such the “Rough Guide” for career development at Belgacom•Also contains the Talent Profile, the personal career related information an employee wants to share with the company.

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=

2.3.1. Talent profile (1/4)

• A self-owned dynamic tool within the Career Centre

• Is the Personal Picture an employee wants to share with his/her manager and the HR community.

• Gives an overview of the past achievements, the current strengths and weaknesses (competencies) and the future career aspirations of an employee.

Multiple goals:

- Personal reflection tool

- Tool to assess competencies, skill and learning gaps

- Tool for Talent screening

� Impact on career development, employee engagement and alignment with future organisational needs (functions of the future, critical paths)

HR SPACEFeedback on

conversations

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2.3.1. Talent Profile (2/4)Experiences

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• Simplification of existing tools (my CV)

• Overview of past experiences, projects, education, and acomplishments

2.3.1. Talent Profile (3/4)Competencies

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• Facilitates reflection and makes aspirations concrete• Shows gaps

• N vs N+1• Now and vs aspired functions

• Basis for open discussions• Link with training catalogue

Functional competencies based on Strategic Workforce Planning & business exercises

This overall input from the Talent Profile will be structurally

embedded in HR processes such as Talent Review (to facilitate career

moves), Recruitment and in specific Project searches (to detect the best adequate profile in the company)

2.3.1. Talent Profile (4/4)Aspirations

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The tab ‘Aspirations’ will give the employee the possibility to indicate his personal career aspirations:

• Readiness to move• Where to• How

2. Belgacom’s Career ManagementBuilding a Coaching Culture

TrainingPersonal support Career Center

Formal learning to build coaching

capabilities(employees and

team leaders)

Team leaders are first line, career

consultants second line for support

towards employees

24x7 access to online coaching resources (tools, literature, Talent

Profile)

How will we create this?

The 4-pillar career model

Embedded in our HR framework and processes(e.g. Job families with broadbanding, PMP with more focus on development, ...)

It is our goal to create a “coaching culture” where coaching empowers our people to proactively develop themselves and others.

Mobility

Increase and revalue mobility

opportunities within Belgacom

context

Based on self reliance of the employee

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2.4. Mobility Framework

Creating a supportive mobility framework by:

1. Carousel of functions

2. Career Paths and Career Principles

3. Talent Review Board

And embedding this into HR-rules, processes and communication27

2.4. Mobility framework2.4.2. Creating transparency on career moves

Career Path Transparency:

“What career possibilities can you envisage within the organisation, given your current role within the organisation”

Career paths are no longer the rigid definition from the company’s perspective, but it is about creating transparency on possible and desired career moves

• Classical career paths

• A view from the trunk

• Vertical path

• Less freedom for employee

• Defining the way to the top

• Career Principles

• A view from the crown

• More based on general principles

• Stimulus for horizontal mobility

• More relevant in the context of ‘boundaryless careers’ and higher levels

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Career principles: Supporting Self Management

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Career Principles – example HR

“You should have experiences in two HR domains before being eligible to become an HR Manager”

Plan your own journey:-Via Recruitment officer-Via HR Business Partner-Via HR Operations-Via Career Consultant-Via Compensation & Benefits

• Places to stay• I know how to get there• I know the price/investment

2.4.3. Talent Review Board (1/2)

Yearly process to discuss certain employees’ aspirations and performance, and to link this with company objectives.

Supporting process for self management and self reflection (in Talent Profile)

Who is being discussed?

• Indicated: Open to move within one year (as indicated in Talent Profile)

• Performance: highest and lowest performers

• High Potentials

• Future gaps (Strategic Workforce Planning: identifying critical functions)

• Succession management

• Input of other Talent Reviews

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CAREER MGMT

PERFORMANCEMGMT

Business Strategy & Strategic Workforce Planning

TALENT REVIEW

SWP, Future skills,Gaps & Excesses

Individual Aspirations

MACRO

MIC

RO

Training Academies

Proactive Sourcing

Structured redeploy.

Internal Mobility

Perfor-mance

Getting the right people at the right place at the right time

2.4.3 Talent Review Board (2/2)Different inputs towards the Talent Review

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READINESS TO MOVE

3. Deliverables 2011

• Include the coaching and career message in the general HR storyline and communication plan

• Develop and roll-out the training “Team Up for Results” (pilot early June)

• Communication on career management concept (recurring!)

• Launch of Talent Profile

• Kick-off of Career Consultants in new role

• Development Mobility Framework

• Career Paths & Principles: exercise with business

• Defining Carousel of Functions

June/July (MYR) 2011

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As from January

Q3 2011

As from June

4. What’s career within BelgacomThe storyline towards our employees

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You are in control, and supported

Together with your N+1

(realistic sounding board & coach)

You are the owner of

your career

Career Consultants in 2nd line

WHO

In it forYOU

Open and constructive

Think about who you are,

what you want

HOW

It’s not easy, and requires your

full commitment

It will give you important

insights

Development actions make

your aspirations tangible

Supported by:• Performance Process (focus on MYR)• Talent Profile• Career centre

• Training of N and N+1• Mobility framework• Talent Review Board

Focus on horizontal

mobility & job enrichment

Development on the job

Matching individual

aspirations with company needs

WHAT

Thank you for your attention

Q&A

Article “Career development in best-practice organisations: critical success factors”Source: Optimum, The Journal of Public Sector Management • Vol. 29, No. 4

(In) Best practice organisations:

1. Top management commitment and support is key

2. Invest in career development

3. Career development is aligned with personal goals as well as corporate objectives

4. Have a culture which values, supports and rewards learning

5. Responsibility for career development is shared

6. There is accountability for career development

7. Give managers training on how to help employees with career development

8. Give employees the processes, information, tools and resources they need to develop their careers

9. Are good at communicating with employees

10. Offer their employees a number of development options

11. Emphasize experiential learning

12. Integrate career management processes into other key human resources processes

13. Identify and give special attention to high potential employees

14. Focus on identifying leadership throughout the organisation

15. Regularly evaluate their career development system35

Direct impact of

Career Management approach

Indirect impact