not invited to the christmas party

WELCOME TO THE SEMINAR:“NOT INVITED TO

THE CHRISTMAS PARTY”

NOT INVITED TO THE CHRISTMAS PARTY

2

Keeping sustainable company values

and competence with increasing use

of external competence providers

3

Welcome

CARL-VIGGO ÖSTLUND

Chairman, Pause Sholarship Foundation

INGALILL HOLMBERG

Professor, Department of Management and Organization,

SSE

Leading a mixed workforce

EDIN COLAK

MSc, SSE and Recipient of the Global Village/Pause

Scholarship 2015

International patterns in leading

external providers

ELLEN MONTÉN

BSc, SSE and Recipient of the Global Village/Pause

Scholarship 2015

PROGRAM

Multiple HR systems for mixed

workforce

PERNILLA BOLANDER

Assistant Professor, Department of Management

and Organization, SSE

Scania case

SOFIA VAHLNE

Lawyer, Manager, HR, Scania

Discussion and concluding remarks

INGALILL HOLMBERG

Professor, Department of Management and Organization,

SSE

Lunch and mingle

4

CARL-VIGGO ÖSTLUND

Chairman, Pause Sholarship Foundation

INGALILL HOLMBERG

Professor, Department of Management

and Organization, SSE

5

EDIN COLAK

MSc, SSE

Recipient of the Global Village/Pause

Scholarship 2015

HAPPILY EVER

AFTER? How the use of temporary

employees

affect standard and nonstandard

employees’ attitude and behavior

towards organizations

Pause Scholarship foundation

Edin Colak

16-11-2015

THE HETEROGENEOUS WORKFORCE IS

HERE TO STAY

• What is contingent work?

• Contingent work one of the most spectacular and important evolutions in Western working (cf. De Cyuper et. al., 2008 )

• How does the use of temporary employees affect both standard and nonstandard employees’ attitude and behavior towards the organization?

– Employee perspective: coordination, learning, and shared values among the workforce

– Organizational perspective: strategic flexibility, cost structure, ability to adapt to changing market conditions

16-11-2015 7

DEFINING TEMPORARY EMPLOYMENT

• Contingent, temporary, non-permanent, casual etc.?

• “Work done on a fixed schedule – usually full-time – at the employer’s place of business, under the employer’s control, and with the mutual expectation of continued employment” (Kalleberg, Reskin & Hudson, 2000: 258).

• Standard employment agreements (SEA) differ from nonstandard employment arrangements in three dimensions– Permanency and continuity of employment

– Employees under SEA work at employer’s workplace, on the employer’s premise and under the employer’s supervision as compared to their counterparts

– Benefits and entitlements

16-11-2015 8

PSYCHOLOGICAL CONTRACTS FOR

UNDERSTANDING EMPLOYEE BEHAVIOR

• “Idiosyncratic set of reciprocal expectations held by employees concerning their obligations and their entitlements” (cf. McLean et. al., 1998: 698)

• Transactional and relational psychological contracts

• Type of psychological contract affect how employees perceive factors related to their working environment

– Work stress

– Social comparison and social exchange

16-11-2015 9

FOUR GENERAL PSYCHOLOGICAL

OUTCOMES EVOKED

• Job satisfaction

– Low job satisfaction believed to evoke unfavorable attitudes and behaviors

– In general results are inconclusive

• Organizational commitment

– High organizational commitment should result in more favorable attitude and

behavior

– Scattered results both supporting and opposing theory

16-11-2015 10

FOUR GENERAL PSYCHOLOGICAL

OUTCOMES THAT ARE EVOKED

• Well-being

– Linked to perceived uncertainty and is believed to be high when uncertainty is

low

– No greater evidence for any major conclusions to be drawn

• Productive behaviors

– Productive behaviors are believed to be favorable in cases of high level of job

security, organizational commitment and well-being

– No firm conclusions can however be drawn in regards to employees’ productive

behaviors from research

16-11-2015 11

GROUP HETEROGENEITY TO

UNDERSTAND PSYCHOLOGICAL

OUTCOMES

• Consequences of group heterogeneity depend on the relative

proportions of majority and minority sub-group members

• Greater portions of minority members will evoke increasingly

negative psychological and social reactions among members of the

majority

• Temporary employees are seen as a minority group affecting

psychological reactions among group members toward their

supervisors, peers, and work groups

16-11-2015 12

MANAGERIAL IMPLICATIONS

• Contingent work must fit into the organization's overall business

strategy if it is to be successful

• Transparency behind the aims of using contingent work towards all

parties is key if capitalization is to be optimal

• Employees need to feel as, and be, one team if high productivity and

good results are to be obtained

16-11-2015 13

THANK YOU!

14

15

ELLEN MONTÉN

BSc, SSE

Recipient of the Global Village/Pause

Scholarship 2015

Ellen Montén I November 2015

Temporary employees and outsourcing:

Dos and don’ts from international examples

How should a leader act to make sure that hiring temporaryemployees and/or outsourcing does not affect the organisation and current employees in a negative way? What are the main risks one should be aware of when implementing these changes?

27 interviews 5 mini cases

1/14

Ellen Montén I November 2015

Background

Outsourcing Temporary Employees

o Outsourcing is present in-house

o What is outsourced is changing

o Problem area: Relationship

between provider and customer

o Increasing in the Nordics

o Increased number of part-time

and temporary jobs in the EU

o Full-time will become less of a

standard

o In 2013 close to 700 000

temporary employees in Sweden

2/14

Ellen Montén I November 2015

Background

3/14

Ellen Montén I November 2015

Background

4/14

Ellen Montén I November 2015

Background

5/14

Ellen Montén I November 2015

Background

25% 76%

6/14

Ellen Montén I November 2015

Background

What we think

organisations look like…

What organisations

will look like…

Dual loyalties? Harder to work in

close teams? Not invited to the

Christmas party?

7/14

Ellen Montén I September 2015

International best and worst practices

1 Young professional from Spain

o High unemployment

o Outsourcing and temporary

employees seen as a threat Biases, lack of

information/education

8/14

Ellen Montén I September 2015

International best and worst practices

2 Business student from South Korea

o Loyalty is central

o Dual loyalties = Risk Clear communication, moving

slow

9/14

Ellen Montén I September 2015

International best and worst practices

3 Young entrepreneur from Ghana

o Sharing resources and

employees

o Familiar approach to employees Personal connections used to

limit risk added by dual loyalties

10/14

Ellen Montén I September 2015

International best and worst practices

4 Student from Egypt

o Personal story – no

communication

o Drastic loss of initial employees There is a negative

reputation, work against it

11/14

Ellen Montén I September 2015

International best and worst practices

5 Marketing student from Hong Kong

o Personal story

– the startups do it right

o Open work place

= Inclusive business One team, even if employees

comes and goes

12/14

Ellen Montén I September 2015

Key words: Communication,

Inclusion, Pace, Connecting, Biases

Let’s dwell on that…

Setting the pace

Communicating

Handling the biases

Including the employees

Connecting Motivation

Building a team where

people feel needed and

where temporary

employees can come

and go with ease.

13/14

Ellen Montén I September 2015

Q&A

Thank you!

14/14

Report available at pause-stiftelse.com/stipendiater

30

PERNILLA BOLANDER

Assistant Professor, Department of

Management and Organization, SSE

MULTIPLE HR SYSTEMS FOR A MIXED

WORKFORCE

31

Pernilla Bolander

Department of Management and Organization

Stockholm School of Economics

Retention

management

Competence

development

HR policies, processes and practices

Human Resource

strategy

Business

strategy

Recruitment and

induction

Performance

management

HR SYSTEM

Knowledge

management

Change

management

SOME QUESTIONS RAISED

• Who is responsible for introducing new employees to the organization

in an adequate manner?

• How are different employee groups developed? Who makes sure

they have the right competencies?

• How is goal alignment achieved throughout the whole organization?

• How to secure knowledge that is created in interaction between

different employee groups?

• How to create loyalty among different employee groups?

• How can unified change be achieved in organizations with different

employee groups?

33

Retention

management

Competence

development

Recruitment and

induction

Performance

management

Knowledge

management

Change

management

MIXED WORKFORCE

• From core and peripheral employees…

• … to a more complex mix of internal full-time

employees, temporary employees, contract workers,

interim managers, employees at off-shore sites, consultants on long-term contracts working side-by-

side with internal employees, and so on

34

MULTIPLE HR SYSTEMS FOR A MIXED WORKFORCE

35

HR

system 1

HR

system 3

HR

system 2

MULTIPLE HR SYSTEMS FOR A MIXED WORKFORCE

36

ALLIANCE

Collaborative HR system

DEVELOPMENT

Commitment-based HR system

CONTRACTING

Compliance-based HR system

ACQUISITION

Market-based HR system

High uniqueness

Low uniqueness

High valueLow value

Source: Lepak & Snell (1999)

MULTIPLE HR SYSTEMS FOR A MIXED WORKFORCE

37

HR

system 1

HR

system 3

HR

system 2

38

SOFIA VAHLNE

Lawyer, Manager, HR, Scania

39

Partnership driven leader in the shift towards

sustainable transport systems

40

Strategy – focus on customer profitability

Scania’s offering

Provider of sustainable

transport solutions

Long-term commitment

Premium product and

services

41

Provider of transport solutions

Heavy trucks

Heavy buses

Engines

Workshops

Service agreements

Parts

Driver training

Scania Assistance

Scania Rental

Operational leases

Financial leases

Hire purchase

Insurance solutions

Products Services Financing

More than 1,600 sales and service points

globally – 1,000 in Europe

Sales and service network

Non-captive

Captive

Scania’s Core values

QualityRespect for the individualCustomer First

Scania’s core values permeate its entire corporate culture and

influence its day-to-day work. Customer first, Respect for the

individual and Quality are closely linked and apply in unity. They

constitute the starting point for all business development.

44

Respect for the individual

Recognising and

using all employees’

knowledge

Ideas and inspiration from

day-to-day operations

Example temporary work – production Sweden

Why:

Flexibility

Increased job security for

individuals

Only way in to employment

How:

Agreement with union

Partnership with suppliers

Implementation project – three parties

Continous improvement

What:

Equality in salary, work clothes, competence

development, job rotation etc

45

Example consultants / development assignments – R&D/IT

Why:

Flexibility

Competence

Volontary – one of

recruitment bases

How:

Consultants on site

Outsourcing / development assignments

What:

Equality in values

General guidelines

Aim transfer of competence

46

Success factors and challenges

Values apply to everyone working at Scania

Corporate culture integrated in partners

Transparency and involvement

Sustainability in the supply chain

Future?

Global minimum requirements with local variations

Prioritising – long term vision / daily business

47

Activities at Scania

Skill Capture – mindset journey, collect best practice,

aggregate corporate HR activities

Sustainability integrated into leadership trainings

Improving global HR guidelines – ex labour relations,

flexibility

48

Scania Labour Relations – why?

51

0

20,000

40,000

60,000

Produced vehicles/year

1995 2014

Vehicles produced

per employee80,000

100,000

0.0

2.0

4.0

6.0

8.0

10.0

3.5

6.5

1. Scania core values

2. Continous

improvement –

capturing the skills

3. Compliance

52

53

DISCUSSION AND

CONCLUDING REMARKS

Moderator: Ingalill Holmberg

THANK YOU

54