Developing HR Partners Journey to Great Nordea - Tiina Käsi Head of HR, Group Functions. Northern European Exchange Meeting May 6th 2011 Stavanger
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Developing HR Partners Journey to Great Nordea Tiina Käsi Head of HR, Group Functions. Northern European Exchange Meeting May 6th 2011 Stavanger
Nordea’s position
Diversification in products and geography
Sweden Financial centres Finland
Branches 326 International branches in Branches 329
Customers 4,023,000 Frankfurt, London, New York, Customers 3,391,000
Employees, FTEs 7,800 Singapore and Shanghai. Employees, FTEs 7,600
Total lending EUR 76.9bn Representative offices in São Total lending EUR 52.7bn
Market rank 2-3 Paulo and Beijing Market rank 1
Norway Russia
Branches 118 Branches 50
Customers 897,500 Customers 58,500
Employees, FTEs 3,600 Employees, FTEs 1,710
Total lending EUR 47.9bn Total lending EUR 4.8bn
Market rank 2 Market rank 22
Denmark Estonia
Branches 295 Branches 21
Customers 1,758,000 Customers 122,200
Employees, FTEs 8,600 Employees, FTEs 400
Total lending EUR 75.4bn Total lending EUR 2.8bn
Market rank 2 Market rank 3
Int’l Private Banking Poland Lithuania Latvia
Customers 12,000 Branches 203 Branches 21 Branches 22
Total AUM EUR 10bn Customers 656,000* Customers 136,000 Customers 102,450
Market rank 1 Nordic in Employees, FTEs 1,700 Employees, FTEs 300 Employees, FTEs 450
Luxembourg Total lending EUR 5.7bn Total lending EUR 2.2bn Total lending EUR 2.8bn
Market rank 14 Market rank 4 Market rank 3
2 Figures end-Q3 2010.
Building Great Nordea
The journey to Great Nordea
Middle of the
Profitable organic growth Prudent growth
road
Great
07 08 09 10 11 12
Nordea
Next level strategy based
Organic growth strategy
on stronger position
Building the
New Values, foundation Talent Management,
Leadership, Performance Succession Planning
Employer Branding, Management Coaching Leadership
Coaching Development Employer Branding
3
Building Great Nordea
Strong customer-oriented culture and values
A Great European bank,
acknowledged for its people, creating superior
value for customers and shareholders
Great customer experiences It’s all about people One Nordea team
Foundation: Profit orientation and prudent cost, risk and capital management
4
Building Great Nordea
Values becoming part of Nordea’s DNA
Nordea “Living the values*” score
78
77
76
74
2007 2008 2009 2010
5 * “Living the values” measured through the yearly Nordea employee satisfaction survey.
We are clearly Good but not Great yet
Our vision is ambitious… … but we are not Great yet
• We can live the values even
more
”A Great European bank,
• We can take leadership to the
acknowledged for its people,
next level
creating superior value for
customers and shareholders”
• We can improve our technical
platforms, products and
processes
66
What is Great leadership
"Great leadership at
Nordea is the ability to
engage and motivate
people to reach out for
our vision and the ability
to create the right team
to make it happen“
77
What HR will do to support Great Leadership
"Great leadership at Nordea is Continue to
Develop one
the ability to engage and support and
operating
motivate people to reach out for communicate
model for
our vision and the ability to best
people
create the right team to make it practices on
processes
(APR, PDD) happen“ values and
leadership
Ensure people
discussions are elevated
to GEM and
consequences are taken
8
HR Strategic programme
Talent
APR process
Management
HR Yearly Cycle
PDD
Competence
Development
9
People Management Year Cycle
4Q 1Q
• Consolidated APR Reports (levels 2&3) • Performance and Development Dialogues
• Salary Review and VSP target setting
• Employee Satisfaction Index (ESI)
• ESI communication and action- planning
• Business Objectives and People Strategy • APR process planning and kick- off
planning
3Q 2Q
• APR Follow- up in QRM • Manager- HR Partner APR Dialogues
• Follow- up of ESI action plans , • Strategic People Planning Sessions
development plans
• Development plans from APR and PDD-s.
• Talent Management Initiatives: Young
Significant Talent (YST) and Group TM
• Employer Branding and Staffing, relevant recruitments
• Competence and Leadership Development (e.g. training, coaching, job rotation)
• Mobilising, Differentiating and MotivatingHR: From foundation to natural partner
2011
2010
2009
Strategic partner
Natural choice for
Strategic people
sessions on all
Foundation levels
Creating new
value
Building on
new People
StrategyPeople Strategy
Focus Area: Develop and grow
KPI/Target: 100% of employees have PDDs;
ESI development index increased
Q1 results Value to Business Q2 plans
Focus Area: Leadership
KPI/Target: ESI indexes and PDD scores of leadership competences according to set targets;
succession plans for key positions done
Q1 results Value to Business Q2 plans
12HR: From partner to enabler
HR Academy, a visible framework
To further strengthen the competencies within 2013
HR and by that enable HR to deliver on
Value adding
business needs. contribution proven
To focus on core HR competencies needed
within the HR value chain. Enable Nordea to
To make development possibilities visible and be Great
clear Learning is
To create academy environment on SharePoint. something
we all do every day!Learning at HR Academy
70-20-10 @ Nordea
The ‘70-20-10’ expression builds on the reasoning many people make about The Learner
different arenas where they learn to performance at work:
I do it myself
70% from real life on the job experience, trial and error, problem solving,
direct feedback someone is
supporting me
20 % support learning coaching, network, learning from role models
10 % formal learning a learning process that is time-bound, and where the It is designed for me
progress is designed on the basis of pedagogy to
meet learning objectives. Formal learning is also led by an
instructor. We think that formal training only gives people a platform
for learning – it provides skills and knowledge, but formal learning
in itself never translates directly into mastery
By informal learning we mean the many and different forms of learning that takes place
independently from instructor-led programs; books, self-study programs, performance I make the decisions
support materials and systems, coaching, networks, communities of practice (CoP)
and expert directories etc.HR Academy on Sharepoint
The APR
New structure training Current structure
material will be
taken from “HR
yearly cycle”
HR academy
HR Partners
-ARP training material
-Relevant training offers - list
HR Operations
-Relevant training offers - list
Group Wide HR processes
-Relevant training offers - list
Competence Development
-Relevant training offers - list
Process +system support
-Relevant training offers - list
15 28 March 2011 HR academy on SharePointYou can also read
