BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? Welkom. 15 oktober 2012

BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? 15 oktober 2012

Welkom

BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN?

 Inleiding door An Bels, Hudson

 Resultaten Federgon/Vlerick onderzoek door Veroniek De Schamphelaere, Vlerick

 Case 1: Arseus door Céline Caveye, Arseus

15 oktober 2012

 Case 2: BMT door Ilse Van der Henst, BMT

 Panelgesprek gemodereerd door Serge Gommé, Hudson

 Afsluitende receptie





15 oktober 2012








15 oktober 2012




REKRUTERING & SELECTIE: TENDENSEN EN UITDAGINGEN (#TRENDSR&S) “GOING BEYOND BUSINESS AS USUAL” DIRK BUYENS, VERONIEK DE SCHAMPHELAERE, JASMIJN VERBRIGGHE, SARAH VERHAEGHE

@VDSCHAM

OVERZICHT

I. II. III. IV.

6

Uitgangspunt Over het onderzoeksproject Uitdagingen Tendensen & Take-aways

© Vlerick Business School

R&S: Tendensen en Uitdagingen

I. UITGANGSPUNT

• R&S in volle evolutie • Externe context als katalysator • Hoe effectief rekruteren en selecteren anno 2012?

Onderzoeksvragen: 1. 2. 3. 4. 7

Hoe verloopt het R&S-proces van A tot Z? Wie zijn de actoren in het proces? Welke elementen hebben een impact op succes? Hoe wordt het proces geëvalueerd en verbeterd?



II. OVER HET ONDERZOEKSPROJECT • Focusgroepen met vertegenwoordiging van 100 Belgische bedrijven

• Gekozen op basis van organisatiegrootte, regio en sector

• Input leden Federgon

8



III. UITDAGINGEN • • • • •

9

Overkoepelende uitdaging: verschil in visie Uitdagingen gelinkt aan R&S-activiteiten Uitdagingen gelinkt aan het R&S-proces Uitdagingen gelinkt aan de R&S-stakeholders Uitdagingen in het definiëren van succes in R&S



1. OVERKOEPELENDE UITDAGING: VERSCHIL IN VISIE

• Twee visies: • R&S als kost: “sourcingfabriek”

“De top staat er veel te ver van af, het wordt bekeken als een fabriek. Zo stellen ze: ‘Zorg dat je op dat moment 1000 man hebt’. Terwijl R&S 25 jaar geleden zeer gepersonaliseerd was, is dit nu uitgelijnd als eender welk aankoopproces.”

• R&S als investering

“Ik heb proberen te overtuigen dat R&S veel meer is dan ‘het plaatsen van mensen’. Ik wou meer geïntegreerd HR denken introduceren... Dit omdat mensen echt wel het verschil maken, het is het belangrijkste werkmiddel. Onze concurrenten werken met dezelfde machines als ons, maar met de mensen kunnen we het verschil maken.”

10



2. UITDAGINGEN GELINKT AAN R&SACTIVITEITEN

11

•

Start van R&S vaak nog reactief

•

Realiteit noodzaakt sterke focus op rekruteren vandaag

•

Ruimte om rekruteringsaanpak in te bedden in een rekruteringsstrategie

•

Spanningsveld tussen zeer gestructureerd selectieproces en buikgevoel

•

Beperkte selectie door tijdsdruk versus gebruik van testen als langetermijn investering

•

Socialisatie hoort in veel bedrijven niet tot het R&Sproces



3. UITDAGINGEN GELINKT AAN HET R&SPROCES • Weinig expliciete validatie van de aanwervingsbeslissing • Weinig reflectie van het proces • Door gebrek aan evaluatie nog niet ten volle een ‘Decision Science’

12



4. UITDAGINGEN GELINKT AAN R&SSTAKEHOLDERS

• R&S wordt meer en meer een zaak van experten • Kennis van R&S-business maakt het verschil

• Omvangrijk proces, maar beperkt aantal R&S-medewerkers in praktijk • Inhuren van competenties of aanwerven van competenties?

13



4. UITDAGINGEN GELINKT AAN R&SSTAKEHOLDERS: MAKE OR BUY? Insourcen

Efficiëntie Kost Controle over het proces

Authenticiteit Expertise Knelpuntberoep Strategische positionering

Investering

Kost Snelheid

Operationele en financiële flexibiliteit

Focus op kernactiviteiten

Efficiëntie

Visibiliteit

Snelheid

Knelpuntberoep

Outsourcen 14



5. UITDAGINGEN IN HET DEFINIËREN VAN SUCCES IN R&S

“…kost van rekrutering en selectie moet naar beneden…”

snel ingevuld worden…” “…Hoe beter je de ‘besluitvormers’ kent, “…alles moet

hoe beter je je preselectie kan doen en dan scoor je bij de lijn…” “...R&S moet

beschikbaar

zijn op alle momenten…”

realistisch

“…zo mogelijk trachten de jobinhoud weer te geven aan de kandidaat…”  Nood aan een overkoepelend raamwerk 15



5. UITDAGINGEN IN HET DEFINIËREN VAN SUCCES IN R&S: KOSTENDRIJVERS

Gaan naar beurzen

TijdsinvesteringScreenen lijnmanager van CV’s Voeren van interviews

Administratieve opvolging Aankoop van testen

Verloop in eerste maanden

Aankoop ATS-systeem

Aanwerven ongeschikte kandidaat Opleidingskost

Vergoeding externe partners

Advertenties

Loonkost recruiter

Job die vacant staat

Productiviteitsverlies nieuwe medewerker

16



5. UITDAGINGEN IN HET DEFINIËREN VAN SUCCES IN R&S: KOSTENDRIJVERS  Human Resource Replacement Cost-model Directe kosten Acquisitiekosten

Indirecte kosten

“We rekenen 5.500 à 6.000 euro voor een rekrutering van nieuwe medewerkers. Hier houden we rekening met het bekend maken van de advertentie, de eventuele search-opdracht en selectieactiviteiten. Hieronder rekenen we niet de loonkost van de recruiter.”

?

Opleidingskosten

?

?

Separatiekosten

?

?

 Totale aanwervingskost? 17



V. TENDENSEN & TAKE-AWAYS 1. Wees bewust van de Total Cost of Employership 2. Creëer Candidate Ambassadorship via Candidate Intimacy 3. Hire the will, not the skill 4. Uniqueness 5. Manage je relaties 6. Creëer nieuwe toegevoegde waarde, bestendig huidig toegevoegde waarde

18



1. WEES BEWUST VAN DE TOTAL COST OF EMPLOYERSHIP Behoed jezelf en anderen van cognitieve fouten via een besluitvormingskader

Treed in interactie met topmanagement: wat zijn de kritische succesfactoren gelinkt aan het R&S-proces? Gebruik meetindicatoren om op geregelde tijdstippen procesverbeteringen door te voeren

19



2. CANDIDATE AMBASSADORSHIP VIA CANDIDATE INTIMACY

Source ook passief: bouw actief een relatie op, ook met mensen die niet naar een job op zoek zijn Sta stil bij de candidate experience Manage bewust je kandidatenpoel als een flexibele schil van potentiële medewerkers rond je organisatie

20



3. HIRE THE WILL, NOT THE SKILL Denk verder dan het op korte termijn invullen van een vacature via job sculpting en inzetbaarheid Besteed voldoende aandacht aan het oriënteren en socialiseren van nieuwe medewerkers Verruim je blik door ook evoluties op de arbeidsmarkt op te volgen

21



4. UNIQUENESS

Zet meer in op het creatief omgaan met nieuwe technologieën en social media Anticipeer op de verwachtingen en noden van nieuwe generaties op de werkvloer

22



5. MANAGE JE RELATIES

Kies je partners in het verlengde van je eigen uniqueness

Stel jezelf voldoende open voor de externe partner/klant Veel hangt af van de individuele R&S-medewerker, handhaaf dus voldoende continuïteit naar je klant

23



6. CREËER NIEUWE TOEGEVOEGDE WAARDE, BESTENDIG HUIDIGE TOEGEVOEGDE WAARDE

Een groeiende toegevoegde waarde ligt meer en meer op vlak van rekruteren Laat testen ook het verdere ontwikkelingstraject van medewerkers vormgeven Weet dat je aan het stuur zit om veranderingen mee waar te maken

24



MET DANK AAN…

• Opdrachtgever Federgon • Leden van Federgon • 100 bedrijven die mee deze studie mogelijk maakten

25



BEDANKT VOOR UW AANDACHT! Q&A





15 oktober 2012




Recruitment @ Arseus © 2010-2011 Arseus. All rights reserved.

Céline Caveye Gent, 15 oktober 2012

Founded

2007

Headquarters

Rotterdam (NL)

Waregem (B) CEO

Ger van Jeveren

CFO

Jan Peeters

Turnover 2011

€ 492 million

Countries

26

FTE

2,500

Four Divisions

Fagron - One-stop-shop for pharmaceutical compounding - Global market leader - Active in 22 countries in Europe, North- and South America, and

China - 2011: Sales € 242.9 million, REBITDA € 49.5 million, 1,200 FTE

31

Arseus Dental - Partner to all professionals in the dental market - Focus on dental cabinets and dental labs - Market leader in selected segments in Belgium, the Netherlands

and France (active in five European countries) - 2011: Sales € 163.2 million, REBITDA € 7.3 million, 637 FTE

32

Arseus Medical - Innovative solutions to support medical professionals to deliver

superior care to their patients - Focus on doctors, hospitals and rest homes

- Market leader in selected segments in Belgium and the Netherlands - 2011: Sales € 51.9 million, REBITDA € 5.2 million, 176 FTE

33

Corilus - Total ICT-solutions for medical professionals - Market leader in Belgium, also active in the Netherlands and France

- 2011: Sales € 34.3 million, REBITDA € 10.1 million, 210 FTE

34

Cost control

R&S process

Recruitment @Arseus

Partnership Tools 35

Explore your

future

in

healthcare





15 oktober 2012




BMT Group Hudson Lighthouse 15/10/2012 Ilse Van der Henst

History

“Usines et fonderies de Baume & Marpent” was founded in 2 locations in Belgium & France.

Under impulse of SMH, reference shareholder in BMT and OMCO, both metal related companies merged to create synergy in their activities.

1882

SMH NV purchased all listed BMT-shares. BMT becomes a privately owned industrial holding. Restructuring of the group into divisions starts.

Streamlining & simplifying into 2 self supporting divisions: - GLASS - GEARS

2004

1984

2009

1981

1991

2007

A major part of the BMT shares of the Lambert family were transferred together to an industrial partner (SMH) and the Regional Investment Company for Flanders (GIMV).

Start of a great expansion strategy, acquisition of companies with activities in the metalworking sector and by the foundation of foreign divisions.

Further restructuring by the creation of several legal entities and a separate aerospace division.

Key Figures

History – some of our plants

Our mission, vision & strategy Mission

Vision

Strategy

Mission Mission

Vision

Strategy

BMT Group is an industrial family-owned holding which participates in companies throughout the world that are active in high-precision machining of gears and transmissions on the one hand, and the manufacture of moulds for hollow glassware and the design and setup of flat-glass lines and glass furnaces on the other. BMT Group identifies opportunities in these sectors and ensures diversity within the group’s portfolio. The holding offers support to the different divisions in the field of human resources, management and legal and financial aspects, and facilitates the companies’ growth on an international level. In addition, BMT Group forms the link between the different divisions within the group, and sees to it that the Management Board’s decisions are implemented in a correct and well-structured manner. BMT Group’s aim is to achieve continuous profitable growth of all its divisions.

Vision Mission

Vision

Strategy

BMT Group seeks to support its divisions in order to become the global reference in the high-precision machining sector. Through these divisions, BMT Group aspires to be the best provider thanks to its advanced technological knowledge in two niche markets (manufacture of high-precision gears and engineering & manufacture of glass moulds & flat-glass lines / glass furnaces). They strive for this position by monitoring these markets, by investing intelligently in companies with high potential, and by further refining existing technologies, so as to optimise the products for the divisions’ customers.

Strategy Mission

Vision

Strategy

BMT Group’s objective is, within five years, to inform all potential customers in the three niche markets of the advantages which BMT Group’s divisions offer and, by providing facilitating services for BMT Group’s divisions, to offer customers the most competitive product. BMT Group continues to follow up and inform its existing customers so that they get to know all products that are relevant to them. For this reason, BMT Group wants to have a global presence through its divisions and will maximize its production and service by starting up a production site in every part of the world. BMT Group divisions will focus more on their core business in the niches in which they are currently active rather than on the creation of new markets. Within this scope it is essential to respond to market demands. To bring about the growth of the BMT Group holding, support will be provided for the activities of all divisions throughout the world.

Our divisions GLASS

GEARS

Glass engineering 3 companies in 3 countries

Glass processing 1 company in 1 country

Glass moulds 9 companies in 9 countries

Aerospace 4 companies in 3 countries

Industrial gears & transmissions 4 companies in 4 countries

Turnover

BMT only operates as a Corporate Centre for the GEARS and GLASS divisions and support activities include assistance on Strategy and Merger & Acquisitions, Institutional Management, Finance and Audit, Risk, Legal, Talent Management as well as Environmental Issues.

Group structure

Glass division GLASS

GLASS Glass engineering 3 companies in 3 countries



Glass division GLASS ENGINEERING

CNUD-EFCO International nv – Belgium As world market leader, CNUD-EFCO offers you state-of-the-art technical solutions in terms of both engineering and equipment for forming and annealing glass.

CNUD-EFCO Romania srl. – Romania F.I.C (UK) Ltd - UK


Solar glass


Annealing lehrs

Glass division GLASS MOULDS

OMCO International nv - Belgium Leading manufacturer of glass container moulds for the glass packaging industry 7 mouldshops worldwide that make moulds for container glass as well as for pressed glass (Austria, Belgium, Croatia, Romania, Turkey, UK, USA)

2 foundries in Belgium & Slovenia which supply glass mould castings to the OMCO Groups, as well as mechanical castings to the off-road automotive industry and the machine-tool industry 1 trading office in Russia


Glassware, tableware, kitchenware


Hot glass handling

Glass processing GLASS PROCESSING

Kite Glass Ltd. - UK Supplier of toughened and laminated safety glasses in the architectural glazing industry. Kite Glass was started in 1987 as Efco Glass processing and in 1988 invested in a toughening plant to support the sales efforts (as a demonstration plant) of the sister business. Kite Glass prides itself on its reputation for “On Time Delivery” and “Quality Products”. The markets we service command a High Degree of Quality, Technical backup and Excellent Consistent service.


Agriculture


Specialities

Gears division

GEARS



Gears division AEROSPACE

BMT Aerospace International nv – Belgium BMT Aerospace provides global aerospace companies with solutions to meet expectations in today’s business environment. They aim to be a market leading gear and gearbox supplier specialised in leading edge devices, complex actuations, turbine engine and helicopter drive systems. European Aerospace Company nv (Eurair) BMT Aerospace USA Inc – USA BMT Aerospace Romania srl – Romania

– Belgium


Rotorcraft


Accessory gearbox

Gears division INDUSTRIAL GEARS & TRANSMISSIONS

IG Watteeuw International nv – Belgium

In house design, engineering, sales, project management, production of components, assembly and service for the supply of gears & transmissions Unique ground gears and component solutions for leading customers in all main markets of both developing and mature economies IG Watteeuw CR sro – Czech Republic IG Watteeuw (Suzhou) Co Ltd. – PR China IG Watteeuw Romania srl – Romania


Components


Components

Worldwide activities

•USA • •

EMCO USA LLC BMT Aerospace USA Inc

•Belgium

•UK • • •

F.I.C. UK Ltd OMCO UK Ltd KITE Glass Ltd

• • • •

•Czech Republic

•Slovenia •

OMCO FENIKS Slovenija doo

•

IG Watteeuw CR sro

• •

BMT Group nv BMT Aerospace International nv OMCO International nv CNUD-EFCO International nv EURAIR nv IG Watteeuw International nv

•Austria •

OMCO GMA Austria GmbH

•Croatia •

•Turkey

•Romania • • • •

CNUD-EFCO Romania srl IG Watteeuw Romania srl BMT Aerospace Romania srl OMCO Romania srl

OMCO Croatia doo

•

OMCO Istanbul KSvTAS •PR China

•

IG Watteeuw (Suzhou) Co Ltd

Some references

Key values and normes •

BMT is definitely not the first in the world, others are bigger, maybe stronger but never better.

•

BMT’s group spirit and value is to be summarized in a few words : Learning, Innovation, Excellence, Efficiency Responsibility and Win/Win.

•

The groups’ philosophy of “Stronger together in an innovative and green world” will be key for the future.

•

All who is involved in one way or another in the BMT group should be guided by the following principles : Thoughtful Ideology, Global Vision, Strategic Philosophy, Scientific Methodology, Honest Service and Quality First.

•

We need all to be in the future multi-cultural, multi-lingual, multi-tasking, … to summarized it multi-flexible.

HR philosophy BMT Corporate As the aim is to get the BMT group with its various organizations ready for the future on human organizational level, a strong, HR strategy is key.

HR is managed mainly locally but within a groupsframework. As a group, BMT wants : • to help to bring local HR strategies to a higher level • to search for more synergy between the various divisions : a similar and professional approach towards the human capital for all activities and for all countries.

No limitation of the freedom of the local management and the local HR department.

Constraints • CORPORATE (New since 2008) VERSUS LOCAL • • •

Making the corporate role and the local role clear Corporate role NOT directive but supportif Field of tention between local freedom and the need for structure, the search for synergies and the emphazis of BMT on core values and core aimes

• DIVERSITY WITHIN OUR GROUP • • • • • • • • •

4 different business units 15 different countries 20 different cultures Organizations in a different life cycle faze Different company sizes Different organizational structures Different HR structures Different business strategies Different HR strategies

HR framework : HR areas Reward management Organizational requirements

Workforce HR FRAMEWORK

Performance

Career

Learning & development

HR framework : the levels in the BMT group Several levels can be identified in an organization : 1. Blue collars 2. White collars 3. Technical experts 4. Sales management

Blue White Core competences

5. Plant management team (reporting to CEO local)

Plant management team

6. COO local – CFO local 7. CEO local 8. Division management (reporting to Division CEO) 9. Division CEO

Senior management

HR framework : the focus of HR CC Reward management

Organizational requirements CEO


HYPO

SENIOR MANAGEMENT

Performance

PLANT MANAGEMENT HYPO

Workforce

CORE COMPETENCES SALES – TECHNICAL EXPERTS

WHITE BLUE BELGIUM 400 #

INTERNATIONAL 2600 #

Career

Workforce : R&S as shared responsibility

BMT ‘s choice to outsource  Why ? BMT’s diverse structure “micro” Corporate structure Smaller organizations with limited HR staff and more general HR competences War for technical talent in niche environment : employer branding of BMT too narrow

 How ? Not exclusive 1 Strategic partnership on grouplevel Culture fit International On all HR and organizational areas (not only talent)

!! Relationship to be build up on corporate and local level = challenge for the future

R&S

BMT’s choise to structure R&S Organized by local HR with own partners • For blue collar workers • For white collar workers • Administration co-workers • Professional co-workers • Technical profiles : breeding pond • Temporary co-workers Organized by local HR within the BMT framework • Technical experts • Middle management Either with or without the assistance of HR Corporate

Organized by HR Corporate within the BMT framework • Top Managment • International profiles

Blue

White

Core competences

Plant management team Senior management

R&S

BMT’s choise to monitor R&S •

Standard reporting tool on all R&S activities from the external providers on a global level creating overview, transparency, gathering data on costs, conditions, ...

•

Monthly meetings with external provider to align

•

No real KPI system in place on the R&S area but based on the data out of reporting tool in the long term to be created.

R&S

BMT’s choise to identify talent (internal or external) in a simular way •

BMT wishes to use 1 partner for the assesments in order to have a simular base for comparison.

•

There are two sorts of assessments : standard assessments at which the profile of a person is discussed in consideration of a certain function and development assessments at which the potential of people is mapped. In order to develop at all times an equal and comparable assessment, the development assessments can only be executed in Belgium.

•

•

For the other assessments the local branch can be consulted with exception of the assessments for functions that are reporting to the Belgian management (or functions that need to communicate with the BMT group to a great extent).

•

On request of the local management or the BMT management, a standard assessment in Belgium is always possible.

R&S

Changing the mindset : investing in people instead of hiring Accent on ...  Quality of candidates  Culture fit  To build up a long term relationship  International attitude and openness towards multicultural environment

Challenges for BMT Corporate on R&S

• Technical skills • Leaders of the future • International mobility

BMT Group Kortrijksesteenweg 1097 B 9051 Sint-Denijs-Westrem - Belgium T +32 9 216 70 30 F +32 9 216 70 39 E [email protected]

History

“Usines et fonderies de Baume & Marpent” was founded in 2 locations in Belgium & France.

Under impulse of SMH, reference shareholder in BMT and OMCO, both metal related companies merged to create synergy in their activities.

1882

SMH NV purchased all listed BMT-shares. BMT becomes a privately owned industrial holding. Restructuring of the group into divisions starts.

Streamlining & simplifying into 2 self supporting divisions: - GLASS - GEARS

2004

1984

2009

1981

1991

2007

A major part of the BMT shares of the Lambert family were transferred together to an industrial partner (SMH) and the Regional Investment Company for Flanders (GIMV).

Start of a great expansion strategy, acquisition of companies with activities in the metalworking sector and by the foundation of foreign divisions.

Further restructuring by the creation of several legal entities and a separate aerospace division.

Key Figures

History – some of our plants

Our mission, vision & strategy Mission

Vision

Strategy

Mission Mission

Vision

Strategy

BMT Group is an industrial family-owned holding which participates in companies throughout the world that are active in high-precision machining of gears and transmissions on the one hand, and the manufacture of moulds for hollow glassware and the design and setup of flat-glass lines and glass furnaces on the other. BMT Group identifies opportunities in these sectors and ensures diversity within the group’s portfolio. The holding offers support to the different divisions in the field of human resources, management and legal and financial aspects, and facilitates the companies’ growth on an international level. In addition, BMT Group forms the link between the different divisions within the group, and sees to it that the Management Board’s decisions are implemented in a correct and well-structured manner. BMT Group’s aim is to achieve continuous profitable growth of all its divisions.

Vision Mission

Vision

Strategy

BMT Group seeks to support its divisions in order to become the global reference in the high-precision machining sector. Through these divisions, BMT Group aspires to be the best provider thanks to its advanced technological knowledge in two niche markets (manufacture of high-precision gears and engineering & manufacture of glass moulds & flat-glass lines / glass furnaces). They strive for this position by monitoring these markets, by investing intelligently in companies with high potential, and by further refining existing technologies, so as to optimise the products for the divisions’ customers.

Strategy Mission

Vision

Strategy

BMT Group’s objective is, within five years, to inform all potential customers in the three niche markets of the advantages which BMT Group’s divisions offer and, by providing facilitating services for BMT Group’s divisions, to offer customers the most competitive product. BMT Group continues to follow up and inform its existing customers so that they get to know all products that are relevant to them. For this reason, BMT Group wants to have a global presence through its divisions and will maximize its production and service by starting up a production site in every part of the world. BMT Group divisions will focus more on their core business in the niches in which they are currently active rather than on the creation of new markets. Within this scope it is essential to respond to market demands. To bring about the growth of the BMT Group holding, support will be provided for the activities of all divisions throughout the world.

Our divisions GLASS

GEARS

Glass engineering 3 companies in 3 countries





Turnover

BMT only operates as a Corporate Centre for the GEARS and GLASS divisions and support activities include assistance on Strategy and Merger & Acquisitions, Institutional Management, Finance and Audit, Risk, Legal, Talent Management as well as Environmental Issues.

Group structure

Glass division GLASS

GLASS Glass engineering 3 companies in 3 countries




CNUD-EFCO International nv – Belgium As world market leader, CNUD-EFCO offers you state-of-the-art technical solutions in terms of both engineering and equipment for forming and annealing glass.

CNUD-EFCO Romania srl. – Romania F.I.C (UK) Ltd - UK


Solar glass


Annealing lehrs


OMCO International nv - Belgium Leading manufacturer of glass container moulds for the glass packaging industry 7 mouldshops worldwide that make moulds for container glass as well as for pressed glass (Austria, Belgium, Croatia, Romania, Turkey, UK, USA)

2 foundries in Belgium & Slovenia which supply glass mould castings to the OMCO Groups, as well as mechanical castings to the off-road automotive industry and the machine-tool industry 1 trading office in Russia


Glassware, tableware, kitchenware


Hot glass handling


Kite Glass Ltd. - UK Supplier of toughened and laminated safety glasses in the architectural glazing industry. Kite Glass was started in 1987 as Efco Glass processing and in 1988 invested in a toughening plant to support the sales efforts (as a demonstration plant) of the sister business. Kite Glass prides itself on its reputation for “On Time Delivery” and “Quality Products”. The markets we service command a High Degree of Quality, Technical backup and Excellent Consistent service.


Agriculture


Specialities

Gears division

GEARS




BMT Aerospace International nv – Belgium BMT Aerospace provides global aerospace companies with solutions to meet expectations in today’s business environment. They aim to be a market leading gear and gearbox supplier specialised in leading edge devices, complex actuations, turbine engine and helicopter drive systems. European Aerospace Company nv (Eurair) BMT Aerospace USA Inc – USA BMT Aerospace Romania srl – Romania

– Belgium


Rotorcraft


Accessory gearbox


IG Watteeuw International nv – Belgium

In house design, engineering, sales, project management, production of components, assembly and service for the supply of gears & transmissions Unique ground gears and component solutions for leading customers in all main markets of both developing and mature economies IG Watteeuw CR sro – Czech Republic IG Watteeuw (Suzhou) Co Ltd. – PR China IG Watteeuw Romania srl – Romania


Components


Components

Worldwide activities

•USA • •

EMCO USA LLC BMT Aerospace USA Inc

•Belgium

•UK • • •

F.I.C. UK Ltd OMCO UK Ltd KITE Glass Ltd

• • • •

•Czech Republic

•Slovenia •

OMCO FENIKS Slovenija doo

•

IG Watteeuw CR sro

• •

BMT Group nv BMT Aerospace International nv OMCO International nv CNUD-EFCO International nv EURAIR nv IG Watteeuw International nv

•Austria •

OMCO GMA Austria GmbH

•Croatia •

•Turkey

•Romania • • • •

CNUD-EFCO Romania srl IG Watteeuw Romania srl BMT Aerospace Romania srl OMCO Romania srl

OMCO Croatia doo

•

OMCO Istanbul KSvTAS •PR China

•

IG Watteeuw (Suzhou) Co Ltd

Some references

Key values and normes •

BMT is definitely not the first in the world, others are bigger, maybe stronger but never better.

•

BMT’s group spirit and value is to be summarized in a few words : Learning, Innovation, Excellence, Efficiency Responsibility and Win/Win.

•

The groups’ philosophy of “Stronger together in an innovative and green world” will be key for the future.

•

All who is involved in one way or another in the BMT group should be guided by the following principles : Thoughtful Ideology, Global Vision, Strategic Philosophy, Scientific Methodology, Honest Service and Quality First.

•

We need all to be in the future multi-cultural, multi-lingual, multi-tasking, … to summarized it multi-flexible.

HR philosophy BMT Corporate As the aim is to get the BMT group with its various organizations ready for the future on human organizational level, a strong, HR strategy is key.

HR is managed mainly locally but within a groupsframework. As a group, BMT wants : • to help to bring local HR strategies to a higher level • to search for more synergy between the various divisions : a similar and professional approach towards the human capital for all activities and for all countries.

No limitation of the freedom of the local management and the local HR department.

Constraints • CORPORATE (New since 2008) VERSUS LOCAL • • •

Making the corporate role and the local role clear Corporate role NOT directive but supportif Field of tention between local freedom and the need for structure, the search for synergies and the emphazis of BMT on core values and core aimes

• DIVERSITY WITHIN OUR GROUP • • • • • • • • •

4 different business units 15 different countries 20 different cultures Organizations in a different life cycle faze Different company sizes Different organizational structures Different HR structures Different business strategies Different HR strategies

HR framework : HR areas Reward management Organizational requirements

Workforce HR FRAMEWORK

Performance

Career


HR framework : the levels in the BMT group Several levels can be identified in an organization : 1. Blue collars 2. White collars 3. Technical experts 4. Sales management

Blue White Core competences

5. Plant management team (reporting to CEO local)

Plant management team

6. COO local – CFO local 7. CEO local 8. Division management (reporting to Division CEO) 9. Division CEO

Senior management

HR framework : the focus of HR CC Reward management

Organizational requirements CEO


HYPO

SENIOR MANAGEMENT

Performance

PLANT MANAGEMENT HYPO

Workforce

CORE COMPETENCES SALES – TECHNICAL EXPERTS

WHITE BLUE BELGIUM 400 #

INTERNATIONAL 2600 #

Career

Workforce : R&S as shared responsibility

BMT ‘s choice to outsource  Why ? BMT’s diverse structure “micro” Corporate structure Smaller organizations with limited HR staff and more general HR competences War for technical talent in niche environment : employer branding of BMT too narrow

 How ? Not exclusive 1 Strategic partnership on grouplevel Culture fit International On all HR and organizational areas (not only talent)

!! Relationship to be build up on corporate and local level = challenge for the future

R&S

BMT’s choise to structure R&S Organized by local HR with own partners • For blue collar workers • For white collar workers • Administration co-workers • Professional co-workers • Technical profiles : breeding pond • Temporary co-workers Organized by local HR within the BMT framework • Technical experts • Middle management Either with or without the assistance of HR Corporate

Organized by HR Corporate within the BMT framework • Top Managment • International profiles

Blue

White

Core competences

Plant management team Senior management

R&S

BMT’s choise to monitor R&S •

Standard reporting tool on all R&S activities from the external providers on a global level creating overview, transparency, gathering data on costs, conditions, ...

•

Monthly meetings with external provider to align

•

No real KPI system in place on the R&S area but based on the data out of reporting tool in the long term to be created.

R&S

BMT’s choise to identify talent (internal or external) in a simular way •

BMT wishes to use 1 partner for the assesments in order to have a simular base for comparison.

•

There are two sorts of assessments : standard assessments at which the profile of a person is discussed in consideration of a certain function and development assessments at which the potential of people is mapped. In order to develop at all times an equal and comparable assessment, the development assessments can only be executed in Belgium.

•

•

For the other assessments the local branch can be consulted with exception of the assessments for functions that are reporting to the Belgian management (or functions that need to communicate with the BMT group to a great extent).

•

On request of the local management or the BMT management, a standard assessment in Belgium is always possible.

R&S

Changing the mindset : investing in people instead of hiring Accent on ...  Quality of candidates  Culture fit  To build up a long term relationship  International attitude and openness towards multicultural environment

Challenges for BMT Corporate on R&S

• Technical skills • Leaders of the future • International mobility

BMT Group Kortrijksesteenweg 1097 B 9051 Sint-Denijs-Westrem - Belgium T +32 9 216 70 30 F +32 9 216 70 39 E [email protected]





15 oktober 2012








15 oktober 2012




Bedankt voor uw aanwezigheid!

BENT U KLAAR VOOR UW REKRUTERING & SELECTIE VAN MORGEN? Welkom. 15 oktober 2012

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