Post on 25-Dec-2015
transcript
Bayer Corporation
HR Mission
We live LIFE by
being a respected partner to our leaders
being a true employee advocate
fostering a performance-driven, diverse and inclusive culture
• HRLT Meeting - Jan 2015
Bayer Corporation
HR Mission Being a respected partner to our leaders Being a true employee advocate Fostering a performance-driven, diverse and inclusive culture
Continuously simplify/ standardize/ automatize HR policies and processes to also improve employee usability (e.g. recruiting model/ process, sales compensation, global mobility set up & services, Excellence in Training)
Foster HR Archetype in countries Further enhance HR Dashboard and HR
data quality
Portfolio Efficiency
Foster One HR Behaviors – focus on stakeholders– Increase focus on stakeholder and
employee advocate role
– Continuous improvement and innovation mindset
– Increase collaboration within the HR community to provide better contribution to the business
Upgrade HR Capabilities via the HR Academy with special focus on:– Business acumen
– Consulting Skills
– Organization Development and Change Management
Strengthen HR Marketing/ Communication
Set up and anchor M&A and PMI capabilities in the HR Community
HR Leadership
Foster Excellence in Talent Development (competency implementation, career path models across functions / businesses, excellence in POC & succession planning)
Strengthen Bayer Employer Brand by implementing a consistent brand strategy
Enhance leadership and functional excellence by further roll-out Bayer Academy incl. GLC target audience
Further promote leading across cultures and genders
Foster employee engagement / innovation culture
Support business growth in emerging and developing countries
Improve quality in everything we do
KPI: Employee Engagement (Bayer employee survey)
KPI: Budget and efficiency targets KPI: Stakeholder satisfaction with HR (Support function survey)
HR Roadmap 2015 (Global)
• HRLT Meeting - Jan 2015
Bayer Corporation
US HR Roadmap
Talent Strategy
Retain our top-performers Track employee satisfaction and
address concerns Link employee engagement to
employee satisfaction surveys
Enable businesses to further build a high performance culture
Identify and develop high potential employees
Provide meaningful learning and training opportunities
Move talent across borders, subgroups, and / or BUs
Articulate career growth paths
Attract external talent based on our skill-gap
Fill positions based on current needs and future potential
Smoothly and quickly integrate new hires
Build meaningful experiences for new employees
Diversity & Inclusion
Operational Infrastructure(HR Excellence)
Acquisition and Onboarding Performance and Development Retention and Engagement
Leadership
Create an efficient (speed and cost), effective (accuracy and quality), compliant and globally aligned HR service delivery infrastructure
Create a diverse and inclusive workplace through a targeted U.S. D&I framework aligned to the global D&I strategy
Enhance pay-for-performance and align to market competitiveness Harmonize compensation and benefits strategy across subgroups
Compensation & Benefits
• HRLT Meeting - Jan 2015
Bayer Corporation
The Hacket Study and US Strategy kicked off HR Excellence which is being further driven by Continuous Improvement
Drivers for ChangeHR Excellence
Continuous Improvement Culture
Targeted Improvements
Strategic improvements identified and agreed to by HRLT and Country Council
3 year roadmap of projects and initiatives
Driven by HRLT and PMO
Workforce steering its own success
Employee engagement at all levels of the organization
Self identification of solutions and new ways of working
Promoting success and embracing failures
• HRLT Meeting - Jan 2015
Bayer Corporation
Phases of HR Six Sigma ProjectProject progress and next steps
II - Opportunity Assessment and 6σ Events
III - Roadmapplanning
I - Status Quo Analysis
HR Services pain point analysis
Interviews summary and findings
Waste identification Change management
enablers Priorities definition by
area
Process map with VA/NVA activities
Identification of sources for variability
Kaizen events summary and follow up
Fully Deploy Six Sigma at HR Services
Implementation of improvement ideas from Value Added/Non Value Added mapping
Kaizen events follow up Continue with change
management activities
• HRLT Meeting - Jan 2015
Bayer Corporation
Payroll Administration
Time Attendance
Develop and implement a process for business travelers to comply with withholding laws
Identify and implement process improvements to reduce overpayments
Continue to drive process improvements across payroll inputs/outputs
Conduct cost-analysis associated with time policies migration/harmonization
Automation of remaining hourly nonexempt time collection process
Where agreed, migrate sites to harmonized time policies.
Undertake improvements in leave of absence process
Automation of salary nonexempt time collection application
Continue to drive process improvements across payroll inputs/outputs
Reevaluate payroll outsourcing opportunity
Drive additional required migration/harmonization activities
Exit Management
Standardize vendor offerings for outplacement services
Voluntary resignation automation / ESS Workflow
Develop and implement severance accrual process
Select vendors for outplacement services and unemployment compensation administration
Automation for involuntary separations process
Benchmark severance and reinstatement policy
2015 20162014
Talent Management
Processes
Enable implementation of talent/compensation key initiatives by aligning and enhancing process and infrastructure
Continue to drive process improvements
2015 Overarching GoalsHR Excellence
• HRLT Meeting - Jan 2015
Bayer Corporation
Policy Harmonization and
Alignment
Labor Relations
Collected all site policies (identified approx. 140)
Clustered site policies to similar HR policies
Harmonized site policies to US HR approx. 35 (also BMS carve out review)
MCC Policy Review and implementation
Acted as SME to US MARGO Policy Committee
Addressing US approach to Tobacco, Dress Code, Cell Phones,, Internship and Fellowship, Contingent Labor Worker, D and I policy implementation
MARGO Privacy and Fair and Respectful Working Conditions
Continue Policy interpretation and alignment
USPRC Meetings
Continued HRDIRECT SME Committee for contract negotiations
Completed assistance with 3 contract negotiations
LR Roundtable Collected all Bayer CBA;s and
updated SP sites Negotiations Prep support for 2015 MCC Effects Bargaining
Continue to drive process improvements and efficiencies in US HR Policies and MARGO Policies
More regular update of policies and legal alignment
Continue USPRC policy review
Continue to identify opportunities to add value to the business and foster union relations
Prep for 2017 LR activities LR Roundtable
Positive Employee Relations
Kansas City Action Plan BHC (R&I) Audit and Action Plan Evaluation Plan additional positive
ee sites for action plan needs Training of front line supervisors Continue Positive EE Roundtable to
drive consistency and leverage best practices
Positive Employee Relations Roundtable
Training on Positive Employee Relations
Site Readiness Response Training Kansas City Audit
2015 20162014
Provide immediate response to site activity
LR Roundtable Continue site evaluations Institute key positive employee
initiative nationwide
• HRLT Meeting - Jan 2015
Continued HRDIRECT SME Committee for contract negotiations (BRKL, INS, Mem)
LR Roundtable Align contracts to provide value for
business needs
2015 Overarching GoalsPolicy/Employee Relations
Bayer Corporation
Execute recruiting strategy* Continue rollout of EB / EVP Improve processes for ERP Initiate fundamental workforce
planning Create Conference & University
strategy and opportunity to integrate across subgroups
Continue rollout of competency model
Acquisition & Onboarding
Performance & Development
2015 20162014
*Initiative scope goes across workstreams **U.S. first to enroll ***Onboarding includes courses (New Hire / New Manager Onboarding and tools/technology)
Evaluate recruiting options and finalize strategy*
Launch Employer Brand (EB)* / Employee Value Proposition (EVP)* to align with global guidelines
Pilot and launch Global Employer Referral Program** (ERP)
Evaluate and enhance onboarding***
across subgroups Roll out competency model* with
global alignment
Implement and look for continuous improvement opportunities for recruiting
Align recruiting with Global Technology Solution
Leverage workforce planning process across the U.S.
Implement and surface continuous improvement opportunities for Conference & University strategy
Implement U.S. wide Learning Council
Continue Talent Exchange Implement and surface continuous
improvement opportunities for Performance & Development
Leverage existing Bayer Academy content to address developmental needs
Identify appropriate talent for Development Programs*
Present state of top talent to U.S. Country Council; create Talent Exchange framework and begin activities
Initiate alignment with learning partners across subgroups
Start identifying and addressing LMS system and course consolidation opportunities
Build learning plans in each subgroup
Create subgroup Learning Councils Develop U.S. wide Learning Council
framework Identify critical international
assignment roles Continue Talent Exchange Continue LMS course
consolidation
• HRLT Meeting - Jan 2015
2015 Overarching Goals Talent
Bayer Corporation
Retention & Engagement
2015 20162014
Execute GES action plans Implement Procurement / Training
harmonization initiatives Drive “A” process consistency
Launch Global Employee Survey (GES), analyze results and start GES action teams
Align with Germany on Procurement / Training harmonization framework
Drive “A” process consistency
Launch GES, analyze results and start GES action teams
Continue to implement Procurement / Training harmonization initiatives
Drive “A” process consistency
Diversity & Inclusion
Implement U.S. D&I framework Revive public and media recognition
for D&I programs Consolidate current offerings and
launch D&I learning curriculum
Adapt global D&I strategy to U.S. specific D&I needs
Determine 2015 public recognition initiatives to participate in
Evaluate D&I learning curriculum and determine U.S. offerings
Implement and look for continuous improvement opportunities for D&I strategy
Introduce D&I scorecards Establish D&I recognition awards
program
• HRLT Meeting - Jan 2015
2015 Overarching GoalsTalent
Bayer Corporation
Compensation & Benefits Strategy
2015 20162014 Execute compensation strategy Align compensation of Platform
groups Formalize guidelines and plan for
future M&A deals
Finalize industry benchmarking to evaluate as-is compensation across subgroups
Develop compensation strategy Align salary, grade and position to
global guidelines; Evaluate compensation of critical roles and refine accordingly
Explore creation of retention plans Refine Benefits strategy and
streamline consultants/vendors
Continue to implement compensation strategy
• HRLT Meeting - Jan 2015
Develop enhanced automation plan of compensation processes
Align benchmarking tool/practices with (SAP) system to provide integrated compensation management
Clean up Job Descriptions; align Jobs as needed
Initiate cost-analysis of pay gap Review compensation policies to
streamline administration and compliance
Continue to implement as required
Drive additional harmonization as needed
Roll out single STI payment plan Introduce U.S. Structural Budget
process/tool Roll-out new Perquisite Program Continue clean-up of Job Descriptions
as required Explore new plan for retention Prepare to roll out harmonized
compensation plans to (Platform) functions
Implement compensation delivery improvement opportunities
Operational Infrastructure
(Compensation & Benefits)
2015 Overarching GoalsComp & Ben