mastering talent development: leadership is everything - sharedserviceslink.com

© Vattenfall AB

2009-03-19

Leadership is EverythingMagnus Hasselgren, Head of Service Area ServiceVattenfall Business Services Nordic

© Vattenfall AB 22

Agenda

Vattenfall in briefVattenfall Business Service Nordic (VBSN) in briefLeadership in Vattenfall and VBSNCase study – HR-ServiceQuestions?


© Vattenfall AB 33

Vattenfall in brief – Key figures and fact*

• Europe’s fifth largest generator of electricity and the largest producer of heat

• Net sales 2008: EUR 15,041 Million

• Operating profit: EUR 2,733 Million

• Operations in Sweden, Finland, Denmark, Germany, Poland and the UK with a total of 6 Million customers

• More than 32,000 employees

• Vattenfall AB is wholly owned by the Swedish state


* 2008 years figures

© Vattenfall AB 44

Vattenfall in brief – Challenges

• CO2-emissions – Making electricity clean– Climate neutral operations by 2050

– Carbon Capture and Storage – CCS

– Wind and Wave power

• Merger with Nuon – from Q2 2009

• Investments in operation – approx EUR 20 Million during 2009–2013


© Vattenfall AB 55

VBSN in brief – Key figures and fact*

• Shared Service in Nordic countries

• Economy of Scale or Competence Center

• Cost centre – zero result

• Mandatory – deliver services only inside Vattenfall

• Benchmark – Cost efficiency and Quality

• Total revenue 1,3 Billion SEK

• No. of employees – 610

• No. of locations – 25

• No. of handled invoices – 500.000(Accounts payable)

• No. of recruitments – 1.300 (700 external)

• No. of users in Work Force Adm – 10.000


* 2008 years figures

© Vattenfall AB 6

VBSN delivers services within

HRWork Force Adm,

Payroll, Recruitment, Health and Rehabilitation

Education, Work environment

Facility ServicesOffice equipment, Mail office,

Archive and Documents, Switchboard and reception, Coffee machines, Security

ITInfrastructure

Information & IntegrationBusiness applicationSupport application

Real EstateProperty services,

Property development, Strategic real estate issues

Shared Service inVattenfall Nordic

Purchasing


CommunicationEditorial office

EventAnalysis

AccountingInvoicing

Accounts payable, Accounts receivable

General ledger

© Vattenfall AB 77

Leadership is Everything – short introduction

• Is it more difficult to be a manager in a Shared Service unit compare with a Business unit?

• If, yes – why?


© Vattenfall AB 88

Leadership in Vattenfall and VBSN

• Vattenfall educate all managers regularly in leadership skills– VCMP – 12 days

– VAMP – 9 days

– VEMP – 9 days

• All managers are evaluated yearly via employee survey – My Opinion

• Vattenfall evaluate all managers yearly via Talent View of Performance

• In VBSN we have introduced our “leadership fellow” – concrete example on VBSNs expectations on you as a manager

• We have introduced LEAD as a tool for all our managers and employees


© Vattenfall AB 9

Leadership in VBSN – “Leadership fellow”

Performance orientation

Wide perspective

Communicative skills

People Orientation

Business Competence

Leadership Competence

Professional Competence

Social Competence


© Vattenfall AB 1010

Leadership in Vattenfall and VBSN

• Vattenfall educate all managers regularly in leadership skills– VCMP – 12 days

– VAMP – 9 days

– VEMP – 9 days

• All managers are evaluated yearly via employee survey – My Opinion

• Vattenfall evaluate all managers yearly via Talent View of Performance

• In VBSN we have introduced our “leadership fellow” – concrete example on VBSNs expectations on you as a manager

• We have introduced LEAD as a tool for all our managers and employees



Case study – HR-Services

BackgroundVision – World class shared serviceResultWhy a success storyHas it been an easy journey Next step



Case study – HR-Services – Background

• November 2005 – decision to implement HR-Service within the Shared Service concept

• 50 employees – consulting approach, trying to sell their services to Business Units inside and outside Vattenfall

• Low self confidence and reputation

• Unclear role and responsibility

• Fear that harmonization and standardisation would reduce creativity

• Some areas had low utilization rate – overcapacity and to high cost level

• Did not feel appreciated from Business Units

• Some employees questioned why a new business model and new leaders would change anything



Case study – HR-Services – Vision

• Vision – World Class Shared Service– Employee dialogues - comparison with athletics

• Focus only on Shared Service deliveries – Common could be shared

• Clear roles and responsibilities for each team



Case study – HR-Services – Result 2008

• Commitment – 91 out of 100 in our yearly employee survey. 2005 commitment was 76

• Recruitment – employees from BU´s call HR-Service and ask for a position

• Feedback – get´s daily positive feedback from top management

• Benchmark – top quartile or best in class in all areas that we benchmark



Case study – HR-Services – Why a success story

• Visible leaders – coffee and employee meetings, monthly newsletter, walk around

• Eat, breath and live Shared Service – you are the role model

• Visionary leadership

• Focus and get one or two areas up to speed

• Involvement of BU´s HR-Managers and Head of HR Nordic

• Communicate all success – it´s about selling and celebrate the success

• Have trust in your co-workers and managers

• Follow up – deliver what you have promised



Case study – HR-Services – Has it been an easy journey

• Difficult to get middle management to accept Shared Service and still is

• Rumours and other signals

• Not all employees accept the Shared Service concept

• A strong Shared Service challenge Business units

Stick to your vision – change take time



Case study – HR-Services – Next step

• Professional interface – Consulting approach in a Shared Service concept– Attitudes and behaviours

– Leadership on all levels

• Communication – Talk and Listen

• Continuously feedback both internally and to our orderer

• Walk the talk

• Big heart



Questions?


© Vattenfall AB 20

Performance Orientation

• Commitment for results and prognoses

• Follow-up on ongoing activities

• Be a role model – live as we learn

• Support decisions – even if it gets “windy”


Wide perspective


People Orientation

Business Competence



Social Competence

© Vattenfall AB 21

Wide Perspective

• Customer knowledge across VBSN including other countries than your own

• Basic Vattenfall and VBSN knowledge

• General objectives and strategies Vattenfall and VBSN

• Helicopter-view• Self awareness


Wide perspective


People Orientation

Business Competence



Social Competence

© Vattenfall AB 22

Communicative Skills

• Use our Newsletters, not only your own, as part of your coaching

• Stimulate dialogue• Give and take feedback• Clear and straight

communication even when a difficult issue turns up

• Communicate even if you don’t have any news


Wide perspective


People Orientation

Business Competence



Social Competence

© Vattenfall AB 23

People Orientation

• Cross-unit networking• Know your employees• Put individuals in the

spotlight• Conflicts and burn-out

situations are to be solved directly


Wide perspective


People Orientation

Business Competence



Social Competence

© Vattenfall AB 24

Business Competence

• Keep your promises to customers and employess

• Never be satisfied −continuous improvement


Wide perspective


People OrientationBusiness

Competence



Social Competence

© Vattenfall AB 25


• Each employee should have a clear role and responsibility

• Leaders that both inspire and challenge our employees

• Perform development discussions

• Set clear targets that are measurable and not to many


Wide perspective


People Orientation

Business Competence



Social Competence

© Vattenfall AB 26


• Continually develop yourself in professional and leadership skills

• Be up-to-date about what is going on in the business

• Ability to take decisions


Wide perspective


People Orientation

Business Competence



Social Competence

© Vattenfall AB 27

Social Competence

• Be visible• Be available• Participate in employees

activities• Give of yourself• Creating a well

functioning team


Wide perspective


People Orientation

Business Competence



Social Competence