Risk management competency dictionary0

Talent management lpbr

Een kijkje achter de schermen

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GEEN TALENT MAG BRAAK LIGGEN

ORGANIZATION LIFECYCLE

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Market maturity

1

Car Finance

Only

2

Car Operational

Lease

Fleet Advice

3

4

Start-up

Grow

Structure

Profits

Value-added industry

Commoditised industry

Innovate

Streamline

5

CRITICAL SUCCESS FACTORS OVER TIME

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Innovate

Serviceexcellence Start-up

Streamline

Grow

Invest in sales force

Seamless and efficient organisational structure

High quality management (& culture)

Service innovation

Structure

Innovate

Cost excellence

Harmonisation & standardisation

Service differentiation vs. competition

Customer segmentation

Process innovation

Strategy deployment framework

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Vision

Mission

Values

Strategies

(Issues +

Initiatives)

Critic al S

u ccess F

act orsW

hat is crucial to

achieve S

tra tegie

s?

Pro

ject

Por

tfol

i oW

hat

shal

l we

do t

o im

pro

ve t

he

succ

ess

fact

ors?

Strategy Deploy

Strategy Goals Achievement

Stra tegy M

on itoringH

ow w

e can m

onitor CS

F (K

PI s)?

Vision & mission

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To be recognized as the best service provider in fleet management, backed up by a healthy and sustainable growth & profitability

To achieve excellence in service via high level of loyalty, engaged people and efficient processes & procedures

LP VALUES

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LP VALUES

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Leaseplan academy - International Competency Dictionary

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Click to edit textSecond levelThird levelFourth levelFifth level

LPBR strategy

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CustomersProfitability &

GrowthEmployees

Process improvement (GPI) IT platform & software/appl.improvement & Upgrades EEH Penetration & upgrade Internal SLA improvement External SLA improvement Contact Center improvement Introduce Back Office Center Introduce Fuel Card

Improve insurance penetration

Improve insurance penetration Strict Contract management Cost management Risk mitigation measures Step out the nice, introduce and or work out Strategic experiences (BCG report):1. LTR2. LAM3. Elaborate TPL

Professional recruitment Redesign Salary house & Benefits Training on technical and overall business knowledge LP engagement program Management Development Barueri

CSS TRIM index Comp. return % Comp result % Managed fleet

TRIM index

Car remarketing Best in class processes & procedures & management info Maintain & improve existing channel usage CRI fully used /penetrate and train users CARNEXT fully used

Project Phoenix, The sequel

Themes

2010 - 2011

StrategicInitiatives

Marketing Invest in sales support material Close gap customer/driver/LP Dealer network recognition Symposiums (with Banks clients) Image building/Advertisement

HR sTRATEGY

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1. Driving our HR functionProfessionalize and develop a strong HR communityHR roles: networking and share best practices

3. Driving our futureDevelop HRM best practice on management developmentHR roles: knowledge management champion, guardian of

culture and organisation & management development5. Driving our HR procurement & Costs

Develop HRM best practice, focus on global costs and procurement

HR roles: create impact, HR as cost winner instead of cost centre7. Driving & align our HR policies, products & processes

Develop HRM best practices, standardisation, harmonisationHR role: Champion of PP&P

HR sTRATEGY

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DOHR DOF DOC DOPP&P

• Management Development• Talent Development

• Competency management• General business knowledge

• Career planning

Layers of talent

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Click to edit textSecond levelThird levelFourth levelFifth level

Talent identification frameworkPerformance / Potential matrix

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Solid Citizen

‘Plateau-ed’

Well placed

or

‘Workhorses’

High potentials

(HiPos)

or

‘Stars’

Future may be

elsewhere

Needs remedial

Action

Or‘Deadwood”

Future potential

or

‘?’

Low Potential High

High

Perf orm

anceLow

Talent identification frameworkPerformance / Potential matrix

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Low Potential High

High

Perf orm

anceLow

Carla

Rosana

Sarah

Jan

Erik

Piet

Yvonne

Ellen

Leo

Patrick

Linda

Martin

Development/Career path identification

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Career path for each individual

Name Future development few characteristics future training Possible future roles (1-3 years)

HIGH POTENCIAL SMART THINKING AND FAST LEARNER

RISK MANAGEMT FINANCE MANAGER

LARGE KNOWLEDGE OF LP BUSINESS AND SYSTEMS FINANCE DEDICATED AND COMMITED STATISTICAL MODELS NEEDS MICRO MANAGEMENT INSURANCE RISK FURTHER ASSET RISK TRAINING

HIGH POTENCIAL

* NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) ASSET RISK SPECIALIST

* AMBISCIOUS AND MONEY DRIVEN MONEY LAUNDERING LEASEPLAN PRODUTCS OVERVIEW ON RISK MANAGEMENT ACTIVITIES AT LPCORP

FUTURE POTENTIAL * SELF MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) SENIOR RISK ASSISTANT

* HIGH COMMITED PHSP PRODUTCS * PLEASURE TO WORK WITH FINANCIAL BASIC SKILLS ENGLISH LANGUAGE

FUTURE POTENTIAL * NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) E-BUSINESS SPECIALIST

* SMART AND FAST THINKEN LEASEPLAN PRODUTCS * NEEDS SPECIAL ATTENTION FINANCIAL BASIC SKILLS ENGLISH LANGUAGE E-BUSINESS SPECIALIST

NEW EMPLOYEE MONEY LAUNDERING

PHSP PRODUTCS OPERATIONAL RISK

N/A COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING)

PHSP PRODUTCS FINANCIAL BASIC SKILLS ENGLISH LANGUAGE

Met elkaar een beeld vormen?

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Goede voorbereiding

Structuur

Minder is beter

Management praat

Sturen

Adviseer

Bewaak & monitor afhandeling

Management is de boodschapper

Rol P&O

Leaseplan academy - International Competency Dictionary

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Click to edit textSecond levelThird levelFourth levelFifth level

Performance & development measures time line

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Monthly MD platformContinuous performance &

development measures

Performance letters linked to strategy

Mid winter dialogue Year end challenge

GROUP MANAGEMENT DEVELOPMENT

Competenceframework

Succession Planning tool

GMDP

Development

Direct Manager assesses

employee, based on competence

framework

Local HR Director provides MD Manager with information for Succ. Pl. tool

MD Manager prepares GMDP

meeting

Group Management Development Platform- Advises on Succession Planning- Discusses development needs

- Nominates for LP Academy programmes

- LP Academy

- Coaching- Other programm

es

Direct Manager checks

development with

competence framework

* MD, FD, S(C)VPs

&expats

The Executive Leadership Programme‘Providing leaders with a broader and deeper perspective, enabling a better

understanding of key company-wide challenges, themselves and their role in it’

Leaseplan academy

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Click to edit textSecond levelThird levelFourth levelFifth level

The Talent Development Programme‘Providing managers with a broader and deeper knowledge, better understanding of strategy and different functions, the challenges

in their corner of the business and their responsibility in it’

Leaseplan academy

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Click to edit textSecond levelThird levelFourth levelFifth level

The People Management Programme‘Strengthen the skills of the participants, so they can lead their teams easier, with expertise,

respect, commitment and passion. Being more aware of their role in the team and the influence of their role. The programme will cover key topics such as self awareness,

communication, developing others, team building and leadership behaviour’.

Leaseplan academy

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Click to edit textSecond levelThird levelFourth levelFifth level

Randvoorwaarden onderneming

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Organisatie ontwikkeling

Maatschappelijke verantwoording

M/L Termijn

Één stem/consistent

Willen/durven investeren

Consequent/Transparant

Stuur op gedrag/voorbeeld

Top down

Strategie als uitgangspunt

P&O de verbinding

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Luister

Ken uw onderneming

Niet voorschrijven/Advies

Visie

Argumentatie/onderbouwing (literatuur, kranten, opinies)

Structuur

Draagvlak

Governance

Van P&O naar lijn, anders?

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Nee/ja

Positivisme

Verantwoordelijkheid

Visionair

Kalm blijven

Cijfers/cijfers/cijfers

De juiste mensen

“Pleasen” Corporation

Ken je talenten

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THANK YOU

QUESTIONS?