Carrièremanagement: Nicole Van Autrève

Development Tracks

in GDF SUEZEnergy Benelux & Germany

1Learning & Development @ GDF SUEZ - VLERICK HR Day 2011

Nicole Van Autrève

Competence, Training & Development manager

June 2011

• 218,350 employees in nearly 70 countries

• €84.5 billion in 2010 revenues

• €11 billion in investments annually for the period 2011-2013

• No. 1 independent power producer in the world

• No. 1 buyer of natural gas and importer of liquified natural gas in Europe

• No. 1 network for transporting and distributing natural gas in Europe


Responding to energy needs, by maximising the use of

resources and fighting against climate change

Key figures at year end 2010

Learning & Development @ GDF SUEZ - VLERICK HR Day 2011 3

GROUP GDF SUEZ

6 Business Lines

GDF SUEZ ENERGY EUROPE & INTERNATIONAL (BEEI) with

8 business areas

• 2 European Business Areas: Benelux & Germany and Europe

• 6 Business Areas under the combined IP – GDF SUEZ entity

Core business

• We generate electricity

• We sell electricity, natural gas and

energy products and services


Benelux & Germany

# employees:

• Belgium: 7,200

• Netherlands: 1,200

• Germany: 800

Headcounts approx. 31/03/2011

HR – shared responsibility HR - Organization

5

• HR Partners: Work together with business to set the HR

policy in practice & vice versa.

• Competence Centers: Develop and manage the HR

programs in consultation with the Management and the

HR Partners.

• Service Center: Handle HR payroll and administration

Competence Center

Service Center

HR Partners

• Employees: Responsible for their own

development and career development

Learning & Development @ GDF SUEZ - VLERICK HR Day 2011

Employee segmentation strategy

• Diversified approach (for recruitment, detection and development) according to

different needs of the diverse segments.

6

Key People

Mobility

Employability

Experience

Leadership

• Topex

• Potentials

• Experts

• People Managers

• Supervisors

• Organizational Mobility

• Requested By employee

• International Talent Pool

• Insufficient Performance

• Starters

• Trainees

• 55+


Learning & Development@ Benelux & Germany



Changing environment –

with impact on development

Changing energymarkets –

liberalisation, sustainable

development, renewables

new jobs – new competences

Changing demography

Changing organisations –

mergers

Changing regulations, legislations

Changing technology

Some facts…


2010 – Training hours 449.630 %

Behavioral + Business 75.196 17

Languages 39.547 9

Operational 266.097 59

SSQE 68.791 15

9.610 trained persons, or 52 hours (= +/- 7 days) on average per employee

Some facts…

Continuous Development in Benelux & Germany

Common Competence Management

Common Jobcatalogue / Profession Guide Group

Common Development policy Management of Development offer

New learning methods (e-learning, …)

Build and implement common Development Tracks People managers

Potentials, …



Learning & Development@GDFSUEZ

Balanced Priorities - organisational & individual

Job development – development tracks

mandatory

only jobrelated

Role development – development tracks

mandatory basic program

self learning is stimulated

Career development

own initiative is stimulated CoP / sharing knowledge and expertise

Open vacancy policy

Profession guide

Career interview / Career Focus

Business Aligned Development Tracks

= Regroup development actions and trainings,

planned in a specific order, and linked to a specific job or role

For jobs/Jobfamilies with:

- a lot of FTE‟s

- high rotation rates

- high development needs


Role Development TracksPeople Managers

Potentials

Experts

Role & Job profiles

Competences dictionaries

Job Development TracksIT, Purchasing, …

//WIN.CORP.COM/DFSROOT02/19_0004/14_Training_Devlp_B/B2 Development tracks/05 IT Development Track/Developmenttrack PeopleManagers (2).pptx

//WIN.CORP.COM/DFSROOT02/19_0004/14_Training_Devlp_B/B2 Development tracks/05 IT Development Track/Developmenttrack Exempts.pptx


Job Development Tracks - examples

IT – architect

Business developer


Why?

Obtaining a high, equal standard of resultdriven people management

within the BA - Benelux & Germany

Contribution to a common BA culture

Enlarging mobility and career opportunities within the BA

Sharing best practices and improve synergies

Firstline, middle Senior

Objectives Improve personal excellence and teamperformance through operational people management.To perform and to improve competencies in currentjob. Learn to use skills and qualities in an effective way.

Improve teamperformance through people and bymanaging other people managers.To perform and to improve competencies in current job.

Competencies to be developed

Operational : HR processes, H&S, Financial basics, organizational knowledge Behaviorial : follow & adjust, developing others, planning, forming a team, giving feedback

Operational: Refresh HR processes

behavioral: team coaching, forming a team (multicultural, remote)

Learning methods E-learning, classroom training, 360° feedback, involvement of Manager N+1

Role Development Track

People Manager

15

Advanced Operational

Firstline Management

Middle Management

Senior Management

Topex

Strategic Director

Personal Effectiveness

Supervise

Selfmanagement,

Operational People Management

Managing others

Senior People Management

Managing other managers

Contribute through people

Functional Leader,

Functional strategy, long-term perspective

OperationalIndividual contributor, Personal

Effectiveness

Business Leader, Group Leader,

Long term vision, inspiring

Based on the Leadership Pipeline(Drotter & Charan)

Development Track People Manager



Local delivery, local follow-up,

Self-planning after invitation

Central delivery, central follow up,

fundamentals - group track,

Advanced - individual


People Manager

17

Performance + Priority Personal Qualities

for observation

Based on the segmentation of the Talent Pool LFT program GDF SUEZ

Why?

Obtaining a pool of potentials, employable cross BA, with high equal development

opportunities within the BA

Contribution to a common BA culture

Enlarging mobility and career opportunities within the BA

Supporting transfer of knowledge and skills within the BA

Sharing best practices and improve synergies



Potentials

18

Central delivery, central follow-up, combination group-track and self-planning and steering



Potentials


Some reflexions…

„free shopping‟

a standardtraining offer –

classroom training

vaste mandatory

tracks for all (same roles, samejobs) – classroom

+ e-learning

more balanced

roledevelopment

tracks -organisational /

individualdevelopment

needs

Balancing exercise between push and pull, with respect of budget

20

Last years‟ evolution from „close the competency gap‟…

• Learning portal

• Learning communities

• Experiental learning(simulation)

• Adaptive learning(situational)

• Space and time to learn

… to “creating anexperimentaldevelopmentenvironment”

“The illiterate of the 21st

century will not be those who

cannot read and write,

but those who cannot

learn, unlearn, and relearn”

Alvin Toffler, “Rethinking the future”


Some reflexions…

21

„free shopping‟a standard

training offer

vaste mandatory

tracks for all

more balancedrole

developmenttracks

Last years‟ evolution from „close the competency gap‟…

Questions ?


Thanks for your

attention !


Documents

Carrièremanagement: Nicole Van Autrève