Cees Speur

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• Cees Speur

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Missions

• Close Pyramid process in the Netherlands
• Adequate Hr practices aligned with the business
  strategy.
• Three business units in the Netherlands
• Total number of employees 295 plus 140
  subcontractors.

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Goals 1

• First of august all former NS connectivity
  employees ATT Netherlands.
• Post closure HR plan role out.
• Transitional services as a solution for
  infrastructure HR
• Basics in six areas
• Concept of account management.

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Pre closure

• Local Strongly segregated activities between
  international and national activities.
• management strong focus on retention minimization
  and communication
• IBM dedicated Project Office to manage work
  council including all Terms and Conditions
  setting

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Pre closure situation 2

• Business operations is connected to a skill and
  competency engine SKILL V 3
• IBM Netherlands had reengineered the HR concept
  into the Skill center concept Northern region

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Some concerns

• Staff , many fresh hires, still in an
  introductory stage.
• Management team no proper alignment
• Only one experienced HR skill center Manager,
  instead of four
• No continuatiation of business focus

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Some concerns 2

• Small presence of ATT in the Netherlands
• No in - country general support structures
  Finance, GRE, Hr and IT.
• No easy access to ATT information

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HR Strategy

• Pre and post closure activities.
• Two alternatives IBM model versus ATT model.
• Pro and Con of each model.
• Assess on effectivity, efficiency, and
  flexibility

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Pre closure HR activities

• Put the basics in place.
• TSA for most key Areas (see Model).
• Support in team development and communication in
  three Areas

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Basics in Place

• Pay roll and HR systems.
• Skill and competencies management.
• Training, Learning and development.
• Staffing and recruitment
• Compensation and benefits
• Industrial relations and works councils

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TSA agreement

• TSA for major activities in relation to finance,
  procurement, IT , GRE and HR payroll.
• HR pay roll and systems Project team established
  payroll process.
• HR pay roll systems still connected HR operation
  database Interpress

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Team development and communication

• Six weekly team session focusing on team building
• Planning overall employee orientation programs
  Scott Perry visit, Duinrell activity.
• What magazine.

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Post closure HR activities

• Hr operations infrastructure
• Introduction of the account management model
• Hr communication plan
• Internal labor market development
• Recruitment strategy
• Competency and skills mapping.

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Hr operations infrastructure

• Back office and Front office operation
• Back office all interfaces to payroll, HR
  management information and headcount reporting.
• Front office facing off for three expertise
  areas external learning and development
  recruiting , internal labor market and Hr
  communication.

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account management model.

• Account manager aligned with future structure
  ratio 1 on 100 employees
• Account manager has relevant knowledge in all
  earlier mentioned basic area of operation.
• Account manager has in one area professional
  expertise .

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Hr communication plan

• Hr communication is using all means to inform all
  employees , coaches and manager in various HR
  subjects.
• Also Hr communication update the employee
  community for all new comers and leavers and
  gives attention to most relevant news items
  anywhere else within the worldwide HR community
• Hr contributes to the bimonthly whatt Magazine
• Hr uses the HR Netherlands website to give update
  in all relevant HR policies and practices.

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Internal labor market development.

• Increasing internal career growth opportunities
  by actively addressing internal job openings
• Additionally developing skill enhancement
  programs for scare skills .
• Proactive career growth planning taking large
  influx of new hires during 1998 and 1999

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Recruitment strategy.

• Utilizing IBM knowledge for labor market strategy
• Selecting preferred agent for subcontractors
• Leveraging on the Multec campaign for solution
  ICT network operators and engineers
• Repositioning of ATT on the Dutch labor Market
  for ICT professionals.
• Estimated influx around 50 professional 2000

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Competency and skills mapping.

• Integrated into learning and development
  approach.
• User friendly self assessment database tool
• Part of the subcontractor skills replacement
  drive.
• Career planning and job profiling.
• Pan-european skill exchange programs

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HR Skill center Management
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Hr Structure Account MGT
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Hr Models reviewed.

• Skill center model ratio 1 to 50 , Skill center
  manager continiously work skill development, line
  management strong business focus , competency
  gaps strongly addressed.
• Account management model ratio 1 to 100 ,
  Business manager take resource ownership, HR
  provide quality tools for performance
  improvement.

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More Pro and Cons Account MGT Model.

• Personal development for key skills less
  professionally monitored.
• Lack of strong first line MGT , weak people
  manager, potential area of attrition.
• Lack of natural pressure from a business
  perspective
• No continuation of current IBM practice ,
  disruptive change.
• Competency database updating additional workload
  for line MGT

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More Pro and Cons Skill center MGT Model

• Line Manager only get limited people management
  responsibility
• Matrix conflict between HR tooling and skill
  center MGT
• No common ATT practice.
• No major knowledge development on HR critical
  areas recruitment strategy, learning and
  development, career planning and compensation and
  benefits.

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Recommendations.

• Account management HR strategy most fit for
  future use
• More ATT integration, opportunities for European
  organization leverage.
• Less costly, no internal conflicts HR serves more
  clients but has one chain of command.
• Implementation timeline and plan

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Implementation Plan Time line

• Step 1 review local MGT.
• Step 2 Buy in international HR
• Step 3 Dutch work council advice
• Step 4 Integrating work council recommendation
• Step 5 HR communication Plan regarding new
  operating structures
• Step 6 project team announcement reviewing all
  major implementation risk.