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PEOPLE, PROFIT, PLANET Herausforderungen an die Personalentwicklung Bonn, 26 March 2009 Oliver Maassen Executive Vice President Head of Human Resources, UniCredit Group, Corporate Division
PEOPLE, PROFIT, PLANETHerausforderungen an die Personalentwicklung
Bonn, 26 March 2009
PEOPLE, PROFIT, PLANETHerausforderungen an die Personalentwicklung
Oliver Maassen
Executive Vice President
Head of Human Resources, UniCredit Group, Corporate Division
UNICREDIT GROUP AT A GLANCE
Employees: ~180.000
Branches: ~ 10.200
Banking operations in 22 countries
International network spanning ~50 countries
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Employees: ~180.000
Branches: ~ 10.200
Banking operations in 22 countries
International network spanning ~50 countries
PEOPLE - PROFIT - PLANET in der Krise ?!
§ Herausforderungen aufgrund der Konjunkturkrise
§ Darstellung einiger Thesen
§ People Engagement als das erreichbare Ober-Ziel
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§ Herausforderungen aufgrund der Konjunkturkrise
§ Darstellung einiger Thesen
§ People Engagement als das erreichbare Ober-Ziel
STICHWORT
"The crisis has erased the classical HR job –new challenges & new needs ask for
completely new competencies(solutions!?)"
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"The crisis has erased the classical HR job –new challenges & new needs ask for
completely new competencies(solutions!?)"
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THESEN
KOSTENDRUCK
KRISE
55
HERAUSFORDERUNGEN !?
Mitarbeitermotivation sinkt kontinuierlich
Steigende Individuelle Arbeitsbelastung
Trainings- und Marketingkosten sind
die beliebtesten Schnellsparschüsse
Abbauprogramme ohne Nachbesetzung
behindern Personalentwicklung
Akademische Warteschleifen führen zu Absolventenwelle
„on hold“
Veränderung der Gehaltssysteme und Erfolgsbeteiligungen
(deferral)
Sinkende natürliche Fluktuation bei gleichzeitigem Kostendruck
TO DO's
Recruiting Generalisten vs. Spezialisten
Fokus auf internen Job
Markt
Employer Branding
Nachhaltigkeit vs. Cost Cutting
Einbeziehen der Mitarbeiter
Persönlichen
Dialog fördern & fordern
Lead
ersh
ip
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Mitarbeiter-Entwicklung
Weiterentwicklung vs. Budget-
Mangel
Persönlichen
Dialog fördern & fordern
TalentförderungJob Rotation
Job Enlargement
Job Enrichment
Top Talents binden
STÄRKUNG des PEOPLE ENGAGEMENTS
Lead
ersh
ip
ENGAGEMENT: A STRATEGIC LEVERAGE
VALUES CENTRALITY
PEOPLE CENTRALITY
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n People are our greatest asset and they are, with their behaviors, the main interpreters of our Values
n Colleagues engagement becomes, thus, a strategic leverage to spread out our value heritage and reach sustainable goals in the medium/long term period.
n With this regard, our Group has been committed in the development of an engagement culture since 2003, by supporting our people during UniCredit changes and organizational evolutions.
ENGAGEMENT AS A STRATEGIC LEVERAGE
THE DEVELOPMENT OF THE ENGAGEMENT
2)ACTION
WORKING ON ENGAGEMENT MEANS PURSUING A CONTINUOUS PROCESS:
Listening is the mainstay of this process;
Action is the direct consequence of listening: specific initiatives are developed to answer to the emerged needs;
Monitoring allows us to verify the effectiveness of the undertaken actions and it is the starting point for the following listening moment.
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3)MONITORING
1)LISTENING
2)ACTION
Listening initiatives towards colleagues:n People Surveyn Integrity Charter – Restorative Justice Systemn Internal Customer Satisfaction
Listening initiatives towards other stakeholders: n Local committees n European Work Council n Customer Satisfaction interviews
THE “LISTENING CULTURE” IN UNICREDIT
INTEGRITY CHARTER
Our set of shared Values:
The moment for sharing Values:
Integrity Charter Day
Systems for our Values application:
Restorative Justice System
Ombudsmen Network
2003 2005 2006 2007 2008 2009
§ Fairness§ Freedom to act§ Respect§ Reciprocity § Transparency§ Trust
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§ Launch of “Values Laboratory”, a project to define our set of Values
§ Set-up of our “Integrity Charter”
§ First Integrity Charter Day in Italy
§ 1° Integrity Charter Day at Group level (Austria, Germany and CEE countries included).
§ 2° Integrity Charter Day at Group level (extended to Capitalia, ATF and Ukrsotsbank)
§ 3° Integrity Charter Day at Group level
§ 4° Integrity Charter Day at Group level: in pipeline
§ Creation of the Ombudsmen Network and the Restorative Justice System, to solve internal conflicts
§ 1°Ombudsmen road show
§ 2° cycle of “Incontri a Palazzo”: in pipeline (Milano, Roma, Palermo)
§ 1° cycle of “Incontri a Palazzo”: Ombudsmen meet colleagues (Bologna, Verona, Genova, Perugia, Milano)
2003 2005 2006 2007 2008 2009
PEOPLE SURVEY
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2003 2006 2008 2009§ 1° People Survey onlyin Italy
§ About 40,000colleagues involved
§ 22,500 compiled questionnaires
§ 56% of respondents
§ 1° People Survey at Group level
§ 112,511 colleagues involved
§ 72,859 compiled questionnaires
§ 65% of respondents
§ 2° People Survey at Group level with the ”new comers”
§ 176,139 colleagues involved
§ 140,000 compiled questionnaires
§ 80% of respondents
§ 3° People Survey at Group level
§ 156,189 colleagues involved
§ 120,655 compiled questionnaires
§ 77% of respondents
THE MEASUREMENT OF ENGAGEMENT
People Survey allows us to verify the effectiveness of the undertaken initiatives and measure the engagement level of our colleagues, both by means of an internal Group historical comparison and also in comparison with external benchmarks.
UNICREDIT SINCE 2006Ø The Group is the result of several
acquisitions occurred in the last yearsØ Specific initiatives have been developed to
promote people engagementØ UniCredit Group commitment in this field is
confirmed also by quantitative figures: the level of people engagement in UniCredit is pretty high compared to companies that are similar to us in terms of size
ENGAGEMENT
> 70%
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Ø The Group is the result of several acquisitions occurred in the last years
Ø Specific initiatives have been developed to promote people engagement
Ø UniCredit Group commitment in this field is confirmed also by quantitative figures: the level of people engagement in UniCredit is pretty high compared to companies that are similar to us in terms of size
* ETC indicates “Early Trasnformation Companies”, that is companies in the process of unprecedented or particularly significant structural and/or cultural change
Ø The level of people engagement in UniCreditis even more significant if compared to companies that, like UniCredit, have gone through outstanding organizational transformations
ENGAGEMENT
> 70%
ENGAGEMENT
64%
ETC* 2008
PEOPLE ENGAGEMENT INITIATIVES
OUR COMMITMENT IS OUR STRENGTH
Ø UniCredit Group wants to give a tangible sign of our intention to be close to the Italian families and companies during this negative market phase.
Ø “Our commitment is our strength" is the common denominator of a series of initiatives developed by the Group to support the economy: “Insieme 2009” and “Impresa Italia”.
ONEGATE
Ø OneGate is our Group intranet portal
Ø OneGate allows the connection of all the nodes of our business network, informs all our
colleagues about the strategic goals of the Group and gives them updates on our activities
Ø As of today, OneGate contains more than 3.500 pages in 3 languages (English, Italian and
German)
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Ø UniCredit Group wants to give a tangible sign of our intention to be close to the Italian families and companies during this negative market phase.
Ø “Our commitment is our strength" is the common denominator of a series of initiatives developed by the Group to support the economy: “Insieme 2009” and “Impresa Italia”.
ANNUAL REPORT CONTEST
Ø Through OneGate, colleagues had the opportunity to express their opinions on the meaning of the sentence “Our commitment is our strength”.
Ø Winners were invited in Milan for a photo shooting and their messages will be published on OneGate and in the 2008 Annual Report.
PEOPLE ENGAGEMENT INITIATIVES
BANKING RELOADED
Ø Leadership Meeting is the annual workshop addressed to the Group Top Manager
Ø In the last meeting held on February 10 and 11, participants discussed the current
financial crisis and its impact on UniCredit Group future
Ø All participants have been involved in a cascading down process aimed at
circulating all messages emerged during the meeting to all colleagues
Ø The messages sharing is a crucial element for the sustainability of our Group
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A DAY IN A BRANCH
Ø The Top Management, colleagues from HQs and colleagues from the network will meet together in the branch to spend one working day
Ø It involves all the Group colleagues
Ø It’s a concrete sign of belonging and listening
Ø Unidea - UniCredit Foundation is a corporate foundation created to give life to the values and ideals of UniCredit Group
Ø Through its activities, it endeavors to promote a culture of voluntary work, civic commitment and charitable donation.
Ø Unidea also serves as a bridge between UniCredit Group employees - interested in directing their energy and skills towards serious and structured volunteer work - and the needs of target communities.
UNIDEA – UNICREDIT FOUNDATION
PEOPLE ENGAGEMENT INITIATIVES
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Ø In 2004 UniCredit Group launched UniCredit & Art, a strategic cultural investment project. Inaugurated in Italy, it focuses on the promotion of emerging talents in the visual arts, music, theatre and literature.
Ø Partnership with long-term projects in all the countries where the Group is present
Ø UniCredit Art Day: the event organized for the Group colleagues and their families who are offered visits to museums of contemporary art.
UNICREDIT AND ART
HR PRACTICES: SOME EXAMPLES
Ø Our first priority is to shift from a multi-local to an international outlook.
Ø A key part of this shift involves the development of the UniCredit Group Leadership Team based on a clearly articulated UniCredit Group Leadership Competency Model.
Ø The UniCredit Group Leadership Competency Model addresses four areas and 12 competencies, one of which is “Embrace Diversity, Be Globally Connected”
LEADERSHIP COMPETENCY MODEL
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Ø Executive Development Plan (EDP) and Talent Management Review (TMR) are two annual processes aimed at reinforcing the leadership at Group level.
Ø They guarantee a transparent and common evaluation process all over the Group and, based on our Values and the feedback culture, they are strongly business oriented.
EDP & TMR 2009 – DEVELOPING TOMORROW’S LEADERS TODAY
JOB MARKET
Ø UniCredit helps people find open positions available all over the Group through Job Market.
Ø This tool promotes internal mobility
Ø It fosters professional growth and talents development.
HR PRACTICES: SOME EXAMPLES
UNIMANAGEMENT
ØUniCredit Group designed UniManagement to meet the growing training and development needs of its leaders, who will guide the Group through the demanding challenges of today and, more importantly, tomorrow. Ø Headquartered in Turin, UniManagement is a key initiative that takes a completely innovative approach to achieving one of UniCredit Group’s key objectives: becoming a place where different but complementary entrepreneurial skills and culture come together to develop an exciting and stimulating exchange.
LIFE LONG LEARNING CENTER
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Ø By taking into account costs and environmental sustainability, the aim of the project is to restructure offices focusing on the relations between people, business environment and amenities.
WELLNESS@WORK
Ø In 2008, UPA Technical will launch the Lifelong Learning Center, the aim of which is to develop the technical and linguistic skills of UniCredit Group employees on an ongoing basis.
HR PRACTICES: SOME EXAMPLES
Ø We are developing a new Group strategy of Diversity Management.
Ø Its objective is not only to prevent discrimination within a company, but to emphasize the diversity of its employees and ultimately leverage on this diversity, for example culture and gender, by both creating a work environment where people can fully develop their potential and facilitating organizational effectiveness.
DIVERSITY MANAGEMENT
WOMEN AND LEADERSHIP
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Ø Women and Leadership is an initiative launched at Group level in 2007.
Ø The main focus of the initiative is to foster women’s professional development and to increase the number of women in leadership positions.
Ø The “Global Banking Services: Together in Diversity” project arose from the need for better awareness of the characteristics of the people in the GBS perimeter, to celebrate differencesand identify needs in terms of equal opportunities and work/life balance.
TOGETHER IN DIVERSITY
THE FINANCIAL SCENARIO AND OUR CONSTANT FOCUS ON ENGAGEMENT
Sept 2008 Oct 2008 Nov 2008 Dec 2008 Jan 2009 Feb 2009 Mar 2009
14/15: Investment bank Lehman Brothers files for US Chapter 11 bankruptcyprotection.
25:Failure of a large US savings banks represents largest US bank failure inhistory.
8:In rare concerted action the US Federal Reserve, the ECB and other majorcentral banks coordinate a 50 basis points cut in their respective key interest rates.
3:U.S. Congress finally passes revised $700 billion financial rescue package
6: The European Central Bank and the Bank of England cut rates by 50bp and150bp to 3.25% and 3.00%, respectively.
23:The US government entered into an agreement with Citigroup to provide apackage of guarantees, liquidity access and capital.
4:The European Central Bank and the Bank of England made big cuts in interestrates to shore up economies in the face of ever-bleaker financial news.
12: The Bernard Madoff case
15: The ECB cut interest rates by 50bp to 2.00%, the lowest level in three years.
19: The UK government announced the second round of its bank rescueplan.
28:The US House of Representatives passed President Obama’s $819bn stimulusPlan.
5:The European Central Bank left the refinancing rate unchanged in its governingcouncil meeting.
10:US Treasury Secretary Geithner unveiled the new Financial Stability Plan.
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People Survey 2009
Our Commitment is our strength
Annual Report Contest
EDP & TMR
UC Art Day
Parada Project (Unidea-PS09)
Web ranking 2008
INT
ER
NA
LL
Y
EX
TE
RN
AL
LY
OneGate: “Point of view – Market Scenario” section
Leadership Meeting
Cascading down
Being UniCredit
Job Market
IC Day
8:In rare concerted action the US Federal Reserve, the ECB and other majorcentral banks coordinate a 50 basis points cut in their respective key interest rates.
3:U.S. Congress finally passes revised $700 billion financial rescue package
6: The European Central Bank and the Bank of England cut rates by 50bp and150bp to 3.25% and 3.00%, respectively.
23:The US government entered into an agreement with Citigroup to provide apackage of guarantees, liquidity access and capital.
4:The European Central Bank and the Bank of England made big cuts in interestrates to shore up economies in the face of ever-bleaker financial news.
12: The Bernard Madoff case
15: The ECB cut interest rates by 50bp to 2.00%, the lowest level in three years.
19: The UK government announced the second round of its bank rescueplan.
28:The US House of Representatives passed President Obama’s $819bn stimulusPlan.
SCHLUSSWORT
"The dynamo for solving our existing and further upcoming HR problems in terms of
cost pressure is FLEXIBILITY"
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"The dynamo for solving our existing and further upcoming HR problems in terms of
cost pressure is FLEXIBILITY"
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