bp-centro case final presentation hseba mikkeli 21. june 2001
TRANSCRIPT
BP-CENTRO CASE
Final Presentation
HSEBA Mikkeli 21. June 2001
Agenda
Team 1 Vision
Team 2 Organizational Structure
Team 3 Planning Needs
Team 4 Top-Management
Team 5 Middle-Management
Agenda
Team 6 Recruitment
Team 7 Selection
Team 8 Training
Team 9 Appraisal
Team 10 Compensation
BP-CENTRO-Finland
Objectives and Policies
Joanne Ooi Po Ean
Faradila Tokshim
Heidi Honkanen
TEAM 1
21 June 2001
Mission Statement S M A R T
Specific
Measurable
Actionable
Relevant
Time-based
21 June 2001
GoalsORGANISATIONAL GOALS:ORGANISATIONAL GOALS:
•Company's long term performance goals
•Manage globalization changes - proactive manner
•Commitment towards TQM
•Top shopping complex developer & operator
•Development of sufficient human capital
•Penetrate the new emerging markets
21 June 2001
Goals
CORPORATE CULTURE & IMAGE:CORPORATE CULTURE & IMAGE:
• Integrated common corporate culture
• BP’s brand name and products
SOCIAL RESPONSIBILITY:SOCIAL RESPONSIBILITY:
• Financial performance and value to shareholders
• Environmental aspects
21 June 2001
Principles & Values•Result of globalization:Result of globalization:
- high quality
- enhanced core competencies
- difficult to imitate by competitors
•Image and perception:Image and perception:
- standard image at all facilities
- customer friendly services
- top quality products
•Reliable employees:Reliable employees:
-homogeneous staff
-knowledge workers 21 June 2001
Code of Ethics
ethical behavior
competent performance
management excellence
innovative practice
equality of opportunity
social justice
unity of purpose
sustainable development
21 June 2001
PoliciesInternal PoliciesInternal Policies
- high standard of professional conduct
- commitment towards changes
- embrace new technology - HRIS
- comparable worth - prevent discrimination
ExternalExternal•Abide government regulations:
- Health Regulations and Rights
- Sexual harassment at workplace
- Uniform Guidelines on Employee Selection
- Taxation (Proliferation of new laws)
21 June 2001
Policies
Management StyleManagement Style• common management policies - applicable market wide
Cultural BiasesCultural Biases• official language - English • multi-linguist • multinational employees• recreational activities - develop harmony
21 June 2001
PoliciesEmployment and PromotionEmployment and Promotion
- practice of EEO and AA
- recruit from within
- job rotation
- internship programs
- outsource, below mid-management level
WagesWages• escalator clauses• pay grades• pay equity
21 June 2001
PoliciesCompensationCompensation
- expatriate incentives
- annual bonus
- workers compensation insurance
21 June 2001
Visions• headquarter to centralize:
- operation coordination
- direct communication
- foster corporate culture
• reduction in organizational layers
• strong multi-cultural HRM team
• work closely with:
- franchisees
- local business owners
21 June 2001
Visions
•Long-term focus in the Baltic, Russia and other Central Europe market:
- regional manager for each region
- country manager to supervise regional managers
- develop new contact and local networks regional transportation and distribution channels
•Respect local cultural differences
21 June 2001
Vision
• Focus on:
- customer loyalty
- brand recognition• effective marketing strategies • advanced technology • respond towards market• costs minimization
21 June 2001
Sin-Hwa Yoon Hanna Perälä
Johanna Hautala Tapio Pallasvirta
Human Resource Management
TEAM 2TEAM 2TEAM 2TEAM 2
• Matrix
• Teamwork Orientated
• Efficient and Proactive
• Importance of communication and
coordination between different levels
OrganizationOrganization
Human Resource Management
Human Resource Management
HQ
Finland,CEO
HQ
Finland,CEO
HQ UK
CM FINLAND
CM RUSSIA
INTERFACERMRM
FaMFaM
A.FaMA.FaM
CM BALTICS
OPERATING OPERATING FMFM
FINANCE FMFINANCE FMHRM FMHRM FM
MARKETING MARKETING
FMFM
• Importance of openness, communication,
coordination
• Distribution of responsibility
• Flexible organization
• Build management potential
• Consistent with policies and objectives
Human Resource Management
Structure AnalysisStructure Analysis
Board of DirectorsBoard of Directors
Human Resource Management
• Report to the BP UK headquarters
• Members
• Tasks : Directs, supervises, generally advises and takes care of the relations
• CEO also runs the operations, i.e. communicates with Country Managers and with Functional Managers
• Members : CEO, Functional Managers and
Country Managers
• Tasks : To set overall strategy, visions and values
• Cross-functional operations
Human Resource Management
Top-Management TeamTop-Management Team
FUNCTIONAL MANAGER
FUNCTIONAL MANAGER
Organizational RelationshipsOrganizational Relationships
Human Resource Management
COUNTRY MANAGER
COUNTRY MANAGER
CEOCEO
REGIONAL MANAGER
REGIONAL MANAGER
FACILITY MANAGER
FACILITY MANAGER
ASSISTANTFACILITY MANAGER
ASSISTANTFACILITY MANAGER
CEOCEO
Human Resource Management
• Reports to the HQ UK and to the
Board
• Communicates with Functional
Managers & Country Managers
• In charge of the countries’ operations
and functions
FUNCTIONAL MANAGERSFUNCTIONAL MANAGERS
Human Resource Management
• Report to CEO• Cooperate with the Country Managers and
Regional Managers• Managers in four fields of business:
1) Operating (Purchase & Logistics)2) Finance3) HRM4) Marketing
• Controlling of outsourced logistics
• Import Activities
• Purchasing Domestic Products
PURCHASE & LOGISTICS FMPURCHASE & LOGISTICS FM
Human Resource Management
• Budgeting
• Financial Reporting
• Planning
• Taxation and foreign exchange
• Accounting information systems
FINANCE FMFINANCE FM
Human Resource Management
HUMAN RESOURCE FMHUMAN RESOURCE FM
Human Resource Management
Employee
Development
Employee
Development
Compensation
&Employee Benefits
Compensation
&Employee Benefits
Human resources planning
Human resources planning
RecruitmentRecruitment
Labor relations
planning
Labor relations
planning HRM
• Creating the overall marketing policy
• Giving support in local marketing efforts
• Consistency in marketing
• Responsible for PR and advertising
• Participating in franchisee training
MARKETING FMMARKETING FM
Human Resource Management
• Report to CEO
• Communicate with Functional Managers, Regional Managers
• Every country has its own
• Responsible for the operations in the country, such as outsourced activities.
COUNTRY MANAGERSCOUNTRY MANAGERS
Human Resource Management
REGIONAL MANAGERSREGIONAL MANAGERS
Human Resource Management
• Report to Country Managers
• Work closely with the franchisees
• Supervise and control Facility Managers
• Responsible for openings and site locations
• Implement local level marketing strategies
• Report to Regional Managers
• Day-to-day management
• Responsible for the complex as a whole
• Training employees
FACILITY MANAGERSFACILITY MANAGERS
Human Resource Management
• Report to the Facility Manager
• Assist the actual Facility Manager
• Maintenance of buildings
ASSISTANT FACILITY MANAGERS
ASSISTANT FACILITY MANAGERS
Human Resource Management
Planning Needs TeamTeam 3
Anna Suominen
Jenni Jokela
Wolf-Marten Borgmann
Key jobs
CEO
• In charge of Finland, Russia and Baltic
• Controls the whole operation
• Reports to HQ in UK
• Operates in Helsinki, Finland
Key jobs
Functional managers
• 4 managers: marketing, finance, HRM, and operating
• Report to CEO in Finland
Key jobs
Country managers
• There are three country managers
• Report to CEO in Finland
Human Resource Descriptions
Regional managers
• Responsible for openings and site locations
• Implement local level marketing strategies
• Supervise facility managers
• Report to the country manager
Human Resource Descriptions
Facility Manager/Assistant Facility Manager
• Day-to-day management
• Facility specific marketing and promoting
• Report to the regional manager
Outsourcing
• All functions below the middle-management
• p.ex.: cleaning, security, maintenance
no job description
Promotion
• Employees are mainly promoted within the company
• Facility managers Regional managers
• Regional manager Country manager
• Eventually send abroad
Entry Level Jobs
• BP Centro hires principally educated and/or experienced professionals
• Entry level employees could be:
- Assistant facility managers
- Middle management trainees
• Former interns
Job Analysis Planning
• Improve organizational performance and productivity
• Several options: - functional job analysis
- critical incident approach
- position analysis questionnaire system
- job analysis in changing environment
Job Analysis Planning
Recommendation:
Job Analysis in Changing Environment
- fast-moving, global environment
- Russia and Baltic are developing markets
- emphasis placed on successful performers rather than standard jobs and workers
• Launching operation throughout Finland• Opening 5 facilities• Management training in the UK and locally• Expansion to Russia and Baltic States • Marketing Dpt. Implements general marketing strategies
Plan: year 1Plan: year 1
Plan: years 2-4Plan: years 2-4
• Within 3 years all facilities in Finland are open• Baltic starting with Estonia in year 3• Russia starting in year 3 Regional Man.: 6• Domestic growth, gain market share• Implement FJA, future personnel needs• Additional recruiting with expansion• Management training for Baltic and Russia staff
Plan: years 5+Plan: years 5+
• Expansion in Latvia and Lithuania • Expansion to Central Eastern Europe?• HQ in Finland the center of all new markets• Regional managers in Russia: 16
Year 1 Year 2-4 Year 5
Finland 5+15=20 20+60=80 80
Russia ----- 34+102=136 68+204=272
Baltic ----- 3+9=12 10+30=40
Total: 20 228 392
Facility Managers and Assistants needed
Year 1 Year 2-4 Year 5
CEO 1 1 1
Functional Man. 4 4 4
Country Man. 3 3 3
Regional Man. 3 12 22
Facility Man. 20 228 392
Total: 31 248 422
Managers needed
Top ManagementJob Descriptions
JOB ANALYST TEAM:
Anders Thomas
Ria Vatanen
Karoliina Ijäs
Common Requirements (1/3)
•Master’s degree
•5-10 years work experience
•Capable to analyze a set of complex circumstances
•alternatives
•plan of action
Common Requirements (2/3)
•Precise analytical and strong leadership qualities
•Ability to express ideas clearly
•Excellent managing skills
Common Requirements (3/3)
• Languages
• Excellent computer skills
• Broad knowledge of host markets
• Commitment to BP Centro
CEO (1/2)
Overall responsibilityWork closely with:
Other department managers Federal Government bodies Franchisees : “The Mc Donald's”
Hold final decision power
CEO (2/2)
Company representative
Plan and implement future expansion
Providing vision and strategy
VP of Finance (1/2)
• Job Statement:
– Establishes and maintains BP Centro’s financial policies and procedures
– Provides operational and administrative direction
– Ensures soundness of company financial structure
– Manages company relationships
– Reports to the CEO
VP of Finance (2/2)
• Essential Functions:
– Analyzes operating results vs. plans and objectives
– Provides financial operating reports
– Provides procedures and systems
– Custodian of funds, securities and assets
– Conduit of information
VP of Operations (1/2)
• Job Statement:
– Provides strategic and operational direction
– Assists CEO in establishing strategic objectives
– Evaluates results
– Establishes and coordinates responsibilities
– Reports to CEO
VP of Operations (2/2)
• Essential Functions:
– Advises the CEO on strategic business development
– Develops division strategy and organization
– Encourages managers to evaluate and take actions
– Sets performance goals to each division
– Monitors division performance vs. performance goals
– Leads program
VP of Marketing (1/2)
• Annual marketing plan
• Long term marketing strategy
• Overall marketing budget
• New sponsorships
• Execute the advertising strategy
VP of Marketing (2/2)
• Select media
• Product improvements
• Analyze and forecast sales
• Coordinate duties
VP of Human Resources (1/2)
• Strong, effective and respected HR organization
• Programs on staffing, recruiting, compensation and development
• Promote and strengthen the core-values of the company
VP of Human Resources (2/2)
• Market competitiveness
• Training modules
• Employee morale programs and events
• Delegate tasks to HR personnel
MID-MANAGEMENT JOBS
Team 5Heidi Idman
Laura Orenius
Johanna Saarinen
Ethiopia Segaro
Amanda de Wolfe
Organization StructureMiddle Management
CMFinland
RegionalManagers
Facility
managers
CMRussia
CMBaltics
RegionalManagers
RegionalManagers
Facility
managers
Facility
managers
Ass. Fac.
managers
Ass. Fac.
managers
Ass. Fac.managers
InternshipPrograms
Country Manager Responsibilities
Co-operates with the VPs Defines the “big picture” of the countrySupervises Regional ManagersManages the country budgetOversees quality of overall service
Country ManagerQualification
Master’s degree (equivalent)Experience of 8+ years Excellent leadership skillsExcellent communication skills local
language plus EnglishAbility to work under pressureExcellent computer skills
Regional ManagerResponsibilities
Supervises Facility ManagersManages the regional budgetResponsible for the regional
developments/activitiesPerforms related duties assigned by the
Country ManagerMakes contracts with franchisees
Regional ManagerQualification
Bachelor’s degree (equivalent) Experience of 5+ years Excellent leadership skills Excellent contract management Good communication and interpersonal
skills Language skills: local language plus English Good computer skills
Facility ManagerResponsibilities
Reports to the regional managerSupervises Assistant Facility ManagersTrains employees constantlySupervises the quality of workResponsible for the facility
• Manages day to day operations
Facility ManagerResponsibilities
• Oversee the activities of Maintenance team
• Ensures that all work tasks are performed efficiently
• Ensures the smooth flow of work in the facility
• Flexible and ready to adapt to changes
• Able to lead and motivate employees
Facility ManagerQualification
Bachelor’s degree (equivalent)Experience 3+ years Intiative person and a good team
playerExcellent communication skillsStrong leadership skills with the ability
to demonstrate promotability
Assistant Facility ManagerResponsibilities
• Partcipates in decision making
• Performs related duties assigned by the Facility Manager
• In charge of the facility’s needs
Assistant Facility ManagerQualification
Polythecnic: Degree (equivalent)
Availability 24/7
Prior work experience in the service sector preferred
Internship Programs
• Requirements:– Highly motivated– Enthusiastic with new ideas– Interested in working for the company– Positive attitude and good with people
Job Design
Job Enlargement:Giving more responsibilitiesNew tasks that require trainingAssigning specific tasks
Job Design
Job Enrichment:Monetary compensationPossibility for trainingPossibility to travel and relocate
Job Design
Upward Communication system Job rotationAdjustments in workschedules (flex-
time, 4day work week, job sharing)Employee Involvement Group
Team 6
• Aura Marttinen
• Philipp Messmann
• Elina Haverinen
• Mikko Penttinen
• Heta Ryynänen
What is Recruitment?Finding the best Individual for an open job!
• Who is our human capital ?
• Where can we locate it?
Internal: Locating from within the company
External: Locating from outside the company
Labor MarketThe area from which applicants are to be recruited.
For BPC that means:
• Finland
• Russia
• The Baltics (Estonia,Lithuania,Latvia)
CEOHow: Internally
Chosen from and by the Executive Board of Directors
Why: International Work Experience Within the Company
Thorough Connaissence of the Company
Knowledge of Company’s Culture and Core Competencies
Prior experience of the company’s policies abroad
When: Year 1
Functional Managers (VPs)How: Internally and Externally
Efficiently searched by Executive Search Firms (‘Headhunters’)
Why: Difficult to find qualified applicants only internally
Experience/knowledge from the company preferred
Experience in the functional field (HRM, Finance, Marketing, and Operations)
When: Year 1 Finland
Years 2 to 4 Russia and Baltics
Country ManagersHow: Internally and Externally
Efficiently searched by Executive Search Firms (‘Headhunters’)
Why: Difficult to find qualified applicants only internally
Experience/knowledge from the company preferred
When: Year 1 Finland
Years 2 to 4 Russia and Baltics
Regional ManagersHow: Internally and Externally
Local Newspaper Advertisements,
Online (Intranet and Internet) Job Advertisements
Why: Familiarity with local policies, culture, and language
When: Year 1 Finland
Years 2 to 4 Russia and Baltics
Facility ManagersHow: Internally and Externally
Local Newspaper Advertisements,
Online (Intranet and Internet) Job Advertisements,
Public Employment Agencies, Universities
Why: Familiarity with local policies, culture, and language
Previous work experience preferred
When: Year 1 Finland
Years 2 to 4 Russia and Baltics
F a c i l i t y M a n a g e r
I n s h o r t , B P i s e n e r g y m a d e e a s y . B y A p r i l 2 0 0 1 B P ’ s r e v e n u e s a r e $ 1 4 8 b i l l i o n a n dt h e n u m b e r o f e m p l o y e e s i s 1 0 7 , 0 0 0 . B P A m o c o 1 9 9 8 R e s e r v e s w e r e 1 5 . 2 b i l l i o nb a r r e l s o f o i l a n d g a s e q u i v a l e n t ( 5 0 % o i l , 5 0 % g a s ) . D a i l y p r o d u c t i o n i s 1 . 9 m i l l i o nb a r r e l s o f c r u d e o i l a n d D a i l y s a l e s 5 . 5 m i l l i o n b a r r e l s o f r e f i n e d p r o d u c t s . B P h a s2 9 , 0 0 0 s e r v i c e s t a t i o n s ( U S A 1 7 , 3 0 0 , R e s t o f W o r l d 1 1 , 7 0 0 ) a n d p r o d u c t i o n a c t i v i t i e si n 2 3 c o u n t r i e s .
W e a r e l o o k i n g f o r a d y n a m i c i n d i v i d u a l w i t h s t r o n g a n a l y t i c a l s k i l l s a n d a p r o v e nt r a c k r e c o r d o f s u c c e s s . A r e y o u a n a t u r a l l e a d e r a n d e x c e p t i o n a l i n e v e r y w a y ? W ew a n t t o h e a r f r o m y o u !
B r i e f J o b D e s c r i p t i o n
T h e r e s p o n s i b i l i t i e s o f t h i s p e r s o n w i l l i n c l u d e r e p o r t i n g t o t h e d i s t r i c t m a n a g e r a n ds u p e r v i s i n g a s s i s t a n t f a c i l i t y m a n a g e r s . T h e s e l e c t e d c a n d i d a t e w i l l b e r e s p o n s i b l e f o rt h e f a c i l i t y a n d m a n a g i n g d a y t o d a y o p e r a t i o n s , w h i l e t r a i n i n g e m p l o y e e s c o n s t a n t l y .I n a d d i t i o n , t h e p e r s o n w i l l o v e r s e e t h e a c t i v i t i e s o f t h e M a i n t e n a n c e T e a m .
Q u a l i f i c a t i o n s :
M u s t h a v e t h e f o l l o w i n g : a b a c h e l o r ’ s d e g r e e o r e q u i v a l e n t a n d 3 o r m o r e y e a r s w o r ke x p e r i e n c e . M u s t b e a n i n i t i a t i v e p e r s o n a n d a g o o d t e a m p l a y e r . G o o dc o m m u n i c a t i o n a n d i n t e r p e r s o n a l s k i l l s s t r o n g l y p r e f e r r e d . S t r o n g l e a d e r s h i p s k i l l sw i t h t h e a b i l i t y t o d e m o n s t r a t e r e q u i r e d s k i l l s f i r m l y p r e f e r r e d .
P l e a s e s u b m i t a r e s u m e a s a w o r d a t t a c h e d d o c u m e n t t o B l a k e E d w a r d s a n d i n c l u d es a l a r y e x p e c t a t i o n s . A s e p a r a t e e m a i l w i t h a w o r d o r t e x t a t t a c h m e n t i s p r e f e r r e d .T h a n k y o u !
F o r f u r t h e r i n f o r m a t i o n , c o n t a c t :B l a k e E d w a r d sH u m a n R e s o u r c e M a n a g e rT e l e p h o n e : + 4 5 4 6 7 8 9 0 4 5 2 8 0L a k e w o o d D r i v eL o n d o n , E n g l a n d4 w x 3 3
S e n d y o u r a p p l i c a t i o n s w i t h y o u r r e s u m e t o t h e a d d r e s s a b o v e o r a p p l y o n l i n e .
A d d i o t i o n a l I n f o r m a t i o n P o s i t i o n T y p e : F u l l t i m e
Assistant Facility ManagersHow: Internally and Externally
Local Newspaper Advertisements,
Online (Intranet and Internet) Job Advertisements
Public Employment Agencies, Universities, Polytechnics
Why: Familiarity with local policies, culture, and language,
Previous work experience not mandatory
When: Year 1 Finland
Years 2 to 4 Russia and Baltics
Internship Programs and Job Rotation
3 month Internship programs in every new region for middle-level management
Job rotation executed in a form of semi-annual two week exchange periods in another region/country in a similar position
Correlation
Very poor CEO
CM/FuM
Job Title:Availability:
Poor
Fair
Good
Very good
RM
FaM
AFM
Future Outlook
Shift more from external to internal recruitment
• Employee referrals
• Posting and bidding
• Replacement charts
• Promotions
Team 7
Marjaana Kivioja
Marcos Räisänen
Satu Seppä
Tiina Timonen
Rami Virtanen
Qualifications
• CEO
– leadership, strategy, knowledge about the company, communication, teamwork, analytical and language skills
• Functional Managers
– communication, interpersonal and functional planning skills (HRM, Finance, Marketing, and Operations), ability to work under pressure
Qualifications
• Country Managers– familiarity with local policies, culture,
and language, communication, interpersonal skills
• Regional Managers– familiarity with local policies, culture,
and language, communication, interpersonal skills
Qualifications
• Facility Manager– individual and team work abilities, organizing
and leadership skills, communication
• Assistant Facility Managers– readiness to learn, motivation, team working
ability
Selection process
Initial interview in HR Dep.
Employment tests
Background investigation
Supervisory interview
Medical examination
Preliminary selection in HR Dep.
Application Review
Hiring decisionNB: an applicant may be rejected after any step in the process
Selection Process
Application Review
Application Review
• Review of applications and resumes
• Put candidates in order of best qualified
• Select the most appropriate applicants
Selection Process
Application Review
Initial interview in HR department
Initial interview in HR Department
• Highly Structured Interview– Questions Based on Job Requirements – Distinct Types of Questions – Sample Good Responses– Multiple Raters– Consistency Applied– Documentation– “Fostered by EEO Requirements”
Types of Interview Questions
WARM-UP QUESTIONS e.g .What made you apply for this position?WORK HISTORY e.g. What special aspects of your work experience have prepared you for this job?JOB PERFORMANCE e.g. Everyone has strengths & weaknesses as workers. What are your strong points for this job? EDUCATION e.g. What special aspects of your education or training have prepared you for this job?CAREER GOALS e.g. What is your long-term employment or career objective?SELF-ASSESSMENT e.g. What kind of things do you feel most confident in doing?MOTIVATION e.g. What is your professional goal?WORK STANDARDS e.g. What are your standards of success in your job?LEADERSHIP e.g. What approach do you take in getting your people to accept your ideas or department goals?
Selection Process
Application Review
Initial interview in HR Dep.
Employment tests
Employment tests
• Perform psychological and honesty tests
• Teamwork ability tests
• Good predictor of job performance
Selection Process
Application Review
Initial interview in HR Dep.
Employment tests
Background investigation
Background investigation
• Check references and work history • Good citizen (criminal record)• Reliability of applicant• Information will be obtained from:
– former employers– school, college, university officials– credit bureaus– individuals named as references
Selection Process
Application Review
Initial interview in HR Dep.
Employment tests
Background investigation
Preliminary selection in HR Dep.
Preliminary Selection in HR Dep.
• Ranking of applicants based on previous processes
• Select the best candidates for “second” round
Selection process
Application Review
Initial interview in HR Dep.
Employment tests
Background investigation
Preliminary selection in HR Dep.
Supervisory interview
Supervisory Interview
• In depth panel interview, behavioral type questions (conducted by closest supervisor, consultant and representative of HR department )
• Multiple opinions
• In depth knowledge about applicants behavior and decision making capabilities
Selection Process
Application Review
Initial interview in HR Dep.
Employment tests
Background investigation
Preliminary selection in HR Dep.
Supervisory interview
Medical examination
Medical examination
• Given to ensure that the health of an applicant is adequate to meet the job requirements
• Test held by professional medical institution
• Protection against possible later law suits
• Can be costly
Selection Process
Initial interview in HR Dep.
Employment tests
Background investigation
Supervisory interview
Medical examination
Preliminary selection in HR Dep.
Application Review
Hiring decision
Hiring Decision
• Goal of the whole application process (most important step)
• Final decision based on all steps of the selection process
Selection Process Tasks: Functional, Country and Regional Managers
Positions
Outsourced
Outsourced
Outsourced
Outsourced
Outsourced
HQ
Outsourced
HQ
Application Screening
Initial Interview
Employment Tests
Background Investigation
Preliminary Selection
Supervisory Interview
Medical Examination
Hiring Decision
Selection Process Tasks
• CEO– elected by Executive Board of Directors
• Facility and Assistant Facility Managers– conducted by closest supervisor and
representative of HR department
Cost
• Partnership with global consulting agency
• Outsourcing selection process reduces personnel needs and expenses in HR department
• Selection methods are designed to reflect the importance of specific position
• Opportunity Cost
Validity and Reliability
• The combination of the different steps in the selection process will assure that each applicant’s characteristics are correctly evaluated
• Reliability– More than one interviewer at supervisory
interview– Standardization e.g. BP employment test
Training and Career Development
Marjo MetsäläRobert PablyJenni Helppi
Hanna Välisalo
Training Layers
• Top management (CEO, VPs, CM)• Regional Managers• Facility Managers• Assistant Facility Managers• Internship Program• Management Trainee Program
Orientation
• Orientation is for all employees– Orientation packet
• Top Management in UK• Lower layers in Helsinki
Top Management - CEO
• Objectives– Create Corporate
Culture, Internalizing Policies and Procedures
– Create Effective Internal Relationships
• Methods– Staff Meetings
– Seminars and Conferences in UK/USA
– Mentoring/ Coaching
Top Management - FuM, CM
• Objectives– Create Corporate
Culture, internalizing policies and procedures
– To develop• communication skills
• interpersonal skills
• functional skills
• Methods– Staff Meeting
– Seminars and Conferences in UK/USA
– Mentoring/Coaching
– Lateral Transfer
– Management Games
– Case Studies
– Behavior Modeling
– Role Play
Regional Manager
• Objectives– Create Corporate
Culture, Internalizing policies and procedures
– Create positive Working Environment
– To develop • Good Communication
Skills• Good interpersonal
skills
• Methods– Job Rotation
– Staff Meetings
– Lateral Transfer
– Mentoring/Coaching
– Case Studies
– Behavior Modeling
– Role Play
– Benchmarking
– Voluntary Courses
Facility Managers• Objectives
– Create Corporate Culture
– Franchisee relations
– To develop• Communication skills
• Leadership skills
• Organizational skills
• Stress Management
• Methods– Job Rotation
– Staff Meetings
– Lateral Transfer
– Mentoring/Coaching
– Case Studies
– Behavior Modeling
– Computer-assisted instruction
– Voluntary courses
– Role Play
Assistant Facility Managers
• Objectives– Create Corporate
Culture, Internalizing Policies and Procedures
– To Develop• Team Work
• Quality Control
• Communication skills
• Methods– Job Rotation
– Lateral Transfer
– Mentoring/Coaching
– Behavior Modeling
– Computer-Assisted instruction
– Voluntary Courses
– Role Play
Internships
• Objectives– To create a
recruitment pool for future employees
– Familiarize future employees with the Corporation Culture
• Methods– On the Job Training
– Mentoring/Coaching
Management Trainee Programs
• Objectives:– Develop
management abilities and knowledge in Practice
• Methods– Job Rotation
– Case-Studies
– In-Class training
– Mentoring/Coaching
Training MethodsCEO FuM CM RM FaM AFM INT MT
Orientation "Kick-off" X X X X X X X X
"Follow-up" X X X X X X X X
On the job Job rotation X X X X
Seminars andConferences X X X
Staff meeting X X X X X
Lateral transfer X X X X X
Mentoring/Coaching X X X X X X X X
Off the job Case studies X X X X X X
Behavior modeling X X X X X
Role play X X X X X X X
Managementgames X X
Voluntary education X X X
Training Schedule
Baltics and Russia
• Orientation – Top Management to UK– Lower layers trained locally
• Training Process – Same as in Finland
Performance AppraisalTeam 9
Niina Saarinen
Helen Jiang
Miia Wahlroos
Laura Malin
Administrative Purposes
• Compensation• HR functions: promotion, transfer,
layoff• HR planning• “Paper trail”• Influences employee behavior
=> improves organizational performance
Developmental Purposes
• Individual development – Feedback and discussions– Possibility to improve job performance,
not only evaluate past
• Eliminate problems
• New goals
• Training needs
Cultural Characteristics
• Appraisal - an unfamiliar concept– Traditionally only hard facts measured– Qualitative sides neglected
• Finns tend to be discrete – Avoid negative feedback– Seldom discuss personal traits
• Russians and Baltics are different from Finns
Rating Methods
• Results Method– Management by objectives (MBO)
• Behavioral Method– Behavioral observation scales (BOS)
Sample Items
• General skills• Management/Leadership skills
Management Skills Actual Requested by position Comments
5 4 3 2 1 5 4 3 2 1 ________-Planning ________-Organization ________-People development ________-Decision making ________-Control ________
Ranking A B C D E
Training of Appraisers
• Explain the objectives• Define the standards• Avoid misunderstanding• Reduce biases• Using the form
– Scales and rankings– Comments serve as references for
interview
CEO Appraisal
• Annually– Self-appraisal– HQ– Functional managers– Country managers
• Semi-annually– MBO
Requirements
• Co-operation
• Objectives easily quantifiable
• The employees can control the process and outcome
• Consistent goals
• Review times specified
MBO Advantages
• Mutual goal setting
• Reward and promotion decisions
• Objectives defined
• Performance improved
• Co-operation improved
MBO Disadvantages
• Time consuming
• Costly
• Some goals difficult to measure
• Hard to get full commitment
Functional and Country Managers
• Annually– Self-appraisal – 360-degree appraisal
• Semi-annually– MBO
Regional, Facility and Assistant Facility Managers
• Annually– Self-appraisal – 360-degree appraisal
360-Degree Advantages
• Comprehensive system
• Quality of information
• Lessens bias/prejudice
• Complements TQM
• Increases employee self-development
360-Degree Disadvantages
• Administratively complex
• Feedback can be intimidating
• Conflicting opinions
• Invalid evaluations
To Ensure Quality and Acceptance
• Assure anonymity
• Use statistical procedures
• Identify and quantity biases
• Make respondents accountable
• Prevent “gaming” of the system
=> Training
Appraisal Interview
• Data analyzing– HR department
• Face to face conversations– Feedback– Training needs
TEAM 10
Presented by•Satu Strömberg
•Maria Rintala
•Laura Hirvonen
COMPENSATION POLICIES• Competitive base salaries• Bonus system 1: MBO
– CEO– Country Managers– Functional Managers
• Bonus system 2: Other bonuses– Regional Managers– Facility Managers– Assistant Facility Managers
COMPENSATION POLICIES(Cont.)
• Indirect Compensation
• Open Pay Policy
• Non Financial Compensation
FINNISH REGULATIONS•Equal rights law
•No legislated minimum wage (Työsopimuslaki 17 §)
•Right for paid vacation or for vacation compensation
•Parents and family take-off
• Regulated working hours
- overtime agreed with employee
- working hours not subject to business hours
POINT SYSTEM Grade 1 Grade 2 Grade 3 Grade 5AFM FaM RM FuM CM CEO
SKILLScommunication 30 60 90 120 120 150interpersonal 30 60 90 120 120 150language 10 20 30 40 40 50computer 5 10 15 20 20 25leadership 25 50 75 100 100 125contract 5 10 15 20 20 25teamwork 20 40 60 80 80 100working experience 25 50 75 100 100 125education 25 50 75 100 100 125problem solving 20 40 60 80 80 100stress management 15 30 45 60 60 75
RESPONSIBILITIESresponsibility over the entity 30 60 90 120 120 150planning 20 40 60 80 80 100implementation 20 40 60 80 80 100decision making 25 50 75 100 100 125work of others 15 30 45 60 60 75dealing with limitations 10 20 30 40 40 50
JOB CONDITIONSmobility 30 60 90 120 120 150hazards 10 20 30 40 40 50
TOTAL 370 740 1110 1480 1480 1850
Grade 4
RATE STRUCTUREFinland
05000
1000015000200002500030000
1 2 3 4 5
Pay Grade
Wag
e R
ate
Russia
0
500
1000
1500
2000
2500
1 2 3 4
Pay Grade
Wag
e R
ate
Baltic
0
1000
2000
3000
4000
5000
1 2 3 4
Pay Grade
Wag
e R
ate
SALARY RANGES monthly
FIMFINLAND Grade Minimum Midpoint Maximum
1 9 500 11 400 13 6802 12 500 15 000 18 0003 14 500 17 400 20 8804 18 200 22 200 26 6405 27 000 32 400 38 880
Internships 4 800 5 760 6 912Mngt Trainee 9 500 11 400 13 680
BALTIC
Grade Minimum Midpoint Maximum1 2 500 3 000 3 6002 3 100 3 720 4 4643 3 596 4 316 5 1804 4 514 5 417 6 500
Internships 1 200 1 440 1 728Mngt Trainee 2 500 3 000 3 600
RUSSIA
Grade Minimum Midpoint Maximum
1 1 250 1 500 1 8002 1 550 1 860 2 2323 1 800 2 150 2 5904 2 250 2 700 3 250
Internships 600 720 864Mngt Trainee 1 250 1 500 1 800
EXPATRIATES
• Expats are paid according to their home country’s salary range
• Premium paid to cover the host country’s cost of living
BENEFITS
• Flexible benefits package
• Management option program for CEO
CORE BENEFITS
• Apartment guaranteed
• Health care
• Day care
• Cellular phone
• Recreational facilities
• Meal ticket
ADDITIONAL BENEFITS IN FINLAND
• Company car or company bicycle
• Fitness benefits
• Discount on goods and services– purchased from the complex
ADDITIONAL BENEFITS IN RUSSIA AND BALTIC
• Education for children
• Additional health services
• Fitness benefits
• Discount on goods and services– purchased from complex
Have a nice summer-break !!!&
bye, bye, Randy :-)))
HRM class 2001