Strategic Talent Management A.P. Moller - Maersk 26 August 2010 Maria Pejter Senior Director, Group Talent Management Group HR.

Strategic Talent Management A.P. Moller - Maersk 26 August 2010

Maria PejterSenior Director, Group Talent Management Group HR

Who we are and what we do

• The A.P. Moller - Maersk Group is a diversified conglomerate, founded in 1904 by Mr Arnold Peter Møller

• 115,000 employees, own offices and operations in 130 countries

We serve customers worldwide in the shipping, energy, retail and industry sectors, operating in six business segments:

•Container shipping and related activities•APM Terminals•Tankers, offshore & other shipping activities•Oil and gas activities•Retail activity•Shipyards, other industrial companies, interest in Danske Bank A/S, etc.

A timeline of interesting challenges

1997

Maersk Shipping Academy

1999

Warehouse Manager

Warsaw, PL

2004

General Manager, HR

2008

Director, Group Talent Management

2010

Senior Director,

Group Talent Management

Attracted by performance culture and “real” impact

Starting up new project and organization, getting leadership

responsibility

Coaching young high potentials and creating executive development

Tying business and HR strategy together - changing the scope and

infrastructure of talent management

Build a diverse team of highly analytical yet business savvy

people

Working closely with Business Leadership

Preparing for the future;getting ahead of the demographic

curve

The outset - what defines talent?

THE BUSINESS PERSPECTIVETalent delivers the organizational lifting power

required to win in the market place

THE HR PERSPECTIVETalent gives the ability to place the right person, in the right job, at the right time

THE INDIVIDUAL PERSPECTIVETalent opens up for getting the right

opportunities at the right time – constantly feeling challenged

THE GROUP PERSPECTIVETalent is global and independent of gender,

race, culture, age or sexuality

Talent Management – an end-to-end process

1

2

34

5

Attraction

Identification

Development

Deployment

ScenarioPlanning

Right Person,

Right Place,

Right Time

THE GOVERNING THOUGHTS Enabling business strategy and

support senior management

Ensuring leadership and critical functional talent bench strength

Provide infrastructure and facilitate processes

THREE IMPORTANT LEVERS The People Strategy Process

Continuous learning approach

The Diversity Drive

The Positions

Business

priorities

The People

Organizational gaps

The PSS structure

The aspiration of the Development Shop is to provide the right development opportunities to the right people at the right time via the right channels.

Talent Development – Development ShopCONTENT OF THE SHOP

Opportunities can be found

by area of learning

or by type of development

AREA OF INTEREST:

• Communication

• Self Leadership

• People Leadership

• Change Leadership

• Strategy & Business Acumen

• Financial Literacy

• Process & Project Leadership

TYPE OF DEVELOPMENT

• FEE: Books, E-Learning and

Courses

• FREE: Articles, Podcasts and

Webcasts, Learning Partner

Resources

LEARNING CORNER

• Leader & learner guides to

managing development

Talent Attraction – Diversity Drive

The talent pool as we know it, is changing• Women account for over 55% of university graduates and the number is

increasing• Women’s share of the total volume of working hours is correlated to the

presence of women in company tops • 87% of executive candidates reject a job offer due to work-life balance

considerations

... and is decreasing in size• As the smaller generations enter the labor market, the size of the total

workforce decreases• Of the 93% of the women who take career breaks, 74% return to work but

only 40% are working full time • 33% of women work part time compared to 7% of men

The reality for A.P. Moller-Maersk• Gender balanced at entry level, but not at management level. Current

female representation in APMM HQ: GM 17%, Director 9%, VP 4% • The curve breaks around GM level, age 30, and the first maternity

leave • Women do not apply for Director positions - only 7 (10%) internal

applicants for Director positions at HQ in Copenhagen in 2009

Active workforce*(millions)

If the employment rate for women remains constant, Europe can expect a shortfall of 24 million in the active workforce by 2040; if the rate can be raised to the same level as for men, the projected shortfall drops to 3 million

EXAMPLES OF INITIATIVESThe proposed solutions created the foundation for the launched initiatives at HQ-level – and provided clear messages for external press contacts

Maersk leadership diversityGROUP HR SCORECARD

Gender distribution of high performance scores (4-5) in Maersk Directors and General Managers

Female Directors and General managers in PSS High Performer Group (Top 30%)Internal Appl. External Appl.Internal Appl. External Appl.

Female; 67%Female; 75%

Male; 33%Male; 25%

Directors General Managers

Internal Appl. External Appl.Internal Appl. External Appl.

Female; 50%

Female; 83%

Male; 50%

Male; 17%

Directors General Managers

Targets for the number women in JG 56+: Quarterly reporting on GM, Director and VP level to the HR board and on Group HR’s website

The Women’s Leadership Network: 160 invited, 120 signed up. 9 groups meeting to build network and share experiences.2 joined events executed and 2 planned for the fall/winter

The diversity website: Content dedicated to flexibility, networking, career development, role models etc.(write ‘Diverse’ in the intranet URL to see the website)

Mentor Network: a guideline on how to establish and drive a mentor relation

Gender neutral language: a guideline on how to write gender-neutral job-adds and recruiting session

Consistent key messages: consistent messages and key points for communication purposes