Industrial requirements for future engineers – experts career Michael Gruenewald, Airbus Group Innovations Dean of Airbus Group Experts Frithjof Weber, Airbus Head of Knowledge and Competence Management June 13 th , 2014
Industrial requirements for future engineers
– experts career
Michael Gruenewald, Airbus Group Innovations
Dean of Airbus Group Experts
Frithjof Weber, Airbus
Head of Knowledge and Competence Management
June 13th, 2014
• Introduction
• Competence Management
• Experts Policy
• Conclusions
Industrial requirements for future engineers
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
…at a glance
ConclusionsIntroduction Competency Experts
Airbus Group Employees at Different Countries
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Consolidation within Europe
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Given strong growth perspectives in the commercial aircraft market and the need
both to maintain strategic competences and foster innovation in an increasingly
competitive environment, Airbus Group is committed to ensuring a talent pipeline drawing
from all backgrounds.
According to both theTrendence and Universum graduate surveys, the Group was ranked
the most attractive employer amongst French engineering students in 2013.
International HR services company Randstad ranked the Group as the most attractive
employer for experienced professionals in Spain and number three in Germany.
In 2013, the Group recruited 8,823
employees worldwide (11,080 in 2012),
while 4,160 employees left the company
(4,042 in 2012). Overall, the workforce stood
at 144,061 at year-end 2013 (year-end 2012:
140,405). The increase was mainly driven by
the continued industrial ramp-up in the
commercial aircraft business.
Competence Management at Airbus Group
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Why is Competence Management critical for Airbus Group?
Secure our future by:• Identifying, developing, protecting, sharing our key capabilities (such as
system engineering)• Develop new businesses based on our key capabilities (such as Services
or L.S.I.)
Avoid some risks such as:• Loss of critical expertise (retirement, resignations, ,…)• Lack of competencies to deliver our main programs (A 380, A 350,
A400M, NH 90, ,…)• Transfer of key competencies to a competitor• Difficulty to manage risk sharing partners
Anticipate:• Resource planning and mobility of employees to better staff the programs• Future competencies (new programs, technologies, process) for which we
need to invest now• Obsoletes competencies in order to re-qualify employees
Improve synergies:• Cross-divisional actions in R&T, HR, Make or Buy• Improve the learning budget by sharing more training across the Divisions
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Competence Management Framework
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Mapping of employees and positions
Position
Generic/Specific Job
Technical domain (for Engineering jobs)
Product
Role
Competence link to Employee
Each of the 5 different elements are picked up in different catalogues
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Influencing parameters on Airbus Long Term Competence Management
ConclusionsIntroduction Competency Experts
LTC Driver Inputs Providing
context and trends for business
potential global conditions for LTC development
external factors and
constraints
specific studies e.g.
environmental roadmaps
external conditions that could precipitate the need for
change in our products or operations
product stratgey potential disruptive changes to product or product mix
service strategy new business areas
functions strategy (procurement,
manufacturing, etc.)
new industrial structure (e.g. change in scope of our
operations or positioning versus our supply chain
R&T strategynew technologies with forecast timescales for maturity
(typically captured in roadmaps)
R&T plans and TRL reviewsR&T projects generate competency requirements via
TRL process
future market and
global conditionsglobal market forecast
technology
business
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
ConclusionsIntroduction Competency Experts
Mid and Long Term Competence Needs
1. Technical Engineering Disciplines
2. Generic Engineering Disciplines / Systems
Engineering and Technical Management
3. Transversal Disciplines
4. Management, Leadership and Soft Skills
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
LTC process integrated in the product development process
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Expert Policy at AG
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
In a dynamic environment Airbus Group is faced with many challenges – and many
relate directly to the knowledge and expertise of its workforce. It is crucial that we
systematically and efficiently manage our know-how
Expert Policy at AG - rationale
Mature platforms
Transfer of activities
High need for innovations
Need for increased productivity
Increased mobility of workforce
Increased outsourcing / cooperation
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Part of value creation process
Expert Policy at AG
Strategic importance
Part of competency development
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Main accountabilities for Experts
1. expertise …be a resource of expertise
2. advisory …advise on technological developments
3. innovation …impact research & innovation
4. representation …represent Airbus Group in and out
5. knowledgemanagement
…deal with capture & spread of knowledge
6. project work …be involved in specific projects
7. patents …advise on & evaluate patents
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
An overall Experts’ Need Analysis shall be performed by the
Divisions every year to ensure that Airbus Group Expertise
portfolio is adapted to cope with:
• Airbus Group business & HR strategy,
• Emerging Technologies,
• Make or Buy Policy…
The expertise needs analysis will result in a creation and/or
removal of expertise positions and/or Technical Domains as
well as the volume of expert positions.
Experts’ Need Analysis
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Definition of Strategic Expert Positions
• Strategic importance of field of technology
(amount of activity, potential growth,
necessity to lead, etc.)
• Balanced representation of area by experts
and line management
• Establish efficient network within Airbus Group
• Positioning
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Expert Distribution
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
Conclusions• Airbus Group wide mapping of competencies, skills
and positions has been established
• Long term competency needs are identified for
Airbus
• Strategic skills development and training programs
linked with identified needs
• Mobility and hiring programs are linked to
requirements
• Specific expert career path established to secure
technical skills
ConclusionsIntroduction Competency Experts
M. Gruenewald, F. Weber June 2014 ACARE, Brussels
For further information please contact:
F. Weber, Airbus, [email protected]; +49 4215383797 competence mangement
M. Gruenewald; Airbus Group Innovations, [email protected] +40 8960727974 experts policy