Human resource Management

UndercoverBeaumont Group - Petrochemical, raw materials for polymers

Lyondell Basell Needs:

• MACRO - Enhance brand identity at uni level
• Outline effective selection attraction tool for young talents through specific pilot project
• MICRO - Top performer, process engineer: global application

Process engineer recruitment, HOW:

1. Database check
2. Application check
3. Phone interview
4. Evaluation based on experience

Engage all best university in Europe to introduce and preselect according to our grades their graduates, of the year, previous or graduate to be. Build a marketing strategy on company for this purpose. Marketing techniques were used:

• Potential market: university
• Segmentations: best qualified courses and real ground experience for graduate
• Reason why to attract and potential career of selected people
• Mix and match, not only top score, but soft aspects, like international experience had during the career path

Go into universities and introduce the company.

they didn’t know; connect to career office of uni. Define best access point to highlight opportunities to students, using internal social media of uni, direct mailing, career days,

Build a large database of candidates, application check of spontaneously applications (project was effective). recruitment Is a matter of numbers, you need a large number of candidate to start with.

Preliminary screening on the large basin, based on soft skills (previous exp, international exp…); certain number of question for those individuals; build a web platform for them to answer the questionnaires.

Then technical people of the company to select and assess them of their actual technical skills. For experienced candidates one2one interview.

Hr did soft skills assessment, individual interview in the universities -> identify a certain number of people supposed to be assessed on their technical knowledges. Line managers had the technical knowledge to assess correctly individuals, starting interview.

BG

Competency models

Concept of competencies

Three types must be distinguished:

• Knowledge: what you know
• Key skills: the things you are able to do by applying your know-how;
• Behaviours: how you act and impact

HR finds methods and processes to measure the behaviours, harder to measure than technical skills. In the past competencies models were full technical skills, now with the technical skills, also the behavioral part is considered.

IMPORTANCE OF COMPETENCIES MODELS

To give company the opportunity to select excellence to support business growth. Competencies model isn't just an HR model but a business model: what skill, know-how and behaviours are needed in the business to grow. Competences are connected to company value: the behaviors

We want from our people are behaviors connected to the values of the company.

Defining performance expectations: which kind of performance I need? Which kind of skills do I need people to develop? Which kind of behaviors do I want?

Giving value to people development and plan career paths. I need to know what competences are important for people to be improved. About careers, I have to think about the performance of people but also about the opportunity that I have to develop their competencies in order to make them able to cover different roles with more complex responsibilities.

COMPETENCES OF AN ORGANISATION

MUST BE ALIGNED TO ITS STRATEGY

1. Start with the Business strategy, in order to understand which kind of competencies I want to measure and develop.
2. Then organisational capabilities: to obtain strategic results and to be consistent with strategic direction, I need to understand which kind of organizational capabilities (not individual!) do I need? we need to have as strong factors in order

To reach strategic results, we need to focus on strong factors in our organizational processes, supply chain, and sales administration processes.

Not only do we need strong factors, but we also need to improve weaknesses. Improving organizational capabilities requires people's competences. People's competences are the element that can cover the organizational capabilities. The people's competencies that are important for my company are those that will enable us to reach strategic results.

GLOBAL HR MODEL

We have organizational aspects ("hard", green) and people aspects ("soft", yellow). For example, when we speak about roles and jobs, we are speaking about organizational aspects. When I am talking about recruitment, training, and performance measurement, I am talking about people aspects (what is important for people to cover the role?).

How can I decide which kinds of methods and processes to use in my company? Having a competency model connected to what

The organization needs in order to have an improvement. So, the competency model will be connected to recruitment, compensation system, career development system, training, etc. to everything. So, it is very important that a company has its own competency model.

Two categories of competency models:

Core competencies have to be less than 10: the same competencies for everybody are the priorities in order to change something in the company. When we speak about core competencies we are talking about behavioural competencies, because obviously technical competencies are different role by role, while strategic behaviours (for someone to have or to improve) need to be the same for everyone in the organization; if everyone improve these 5/6 core competencies, the company will improve its results.

HOW TO DEFINE CORE COMPETENCIES EXAMPLES OF ORGANIZATIONAL CAPABILITIES

• Analysing business strategy
• Supply Management
• Defining organizational capabilities
• Customer service

effectiveness

• Assessing organizational capabilities
• Cost controlling
• Understanding Company values
• Innovative systems
• Giving priorities to competencies
• Attract, retain and develop connected with values and to the most employees
• Product standardization
• Customer partnering

Core competencies are:

The chain between business strategy and people strategy. It is always important to understand:

1. what's the business strategy of the Company?
2. which organizational capabilities in order to reach the business strategy?
3. which competencies people need in order to strengthen the organizational capabilities?

Role competencies are connected to a specific role or family of roles (finance, mkt, etc.); usually they are more technical, more linked to skills and know-how, and are different. They are useful in order to measure and evaluate the consistency of a

person with a role (the so-called "role coverage"). Role competencies can be defined with BEI (behavioural event interviews) or with profiles defined with Functional Managers. BEI have the aim to identify the characteristics of best performers in the roles and to define profiles linked to these characteristics.

If I think about potential assessment or career core competences are more important than role ones, how people can cover different or more complex roles in my company.

When we hire people, we analyse some role competencies but also core to understand if one person is suited to my company and its culture. Common example: communication is a core competence, but it is not strictly connected to one role, it is for everybody. While, negotiation is important for the purchasing office, sales people, but not for everybody (it's a role competence).

Key objectives of competency model

Scaling competencies with behavioral anchors is a critical step in the process:

Competency models

can serve as a valuable tool for integrating talent management programs Ferrero

Is competency model still alive in the modern companies? It seems that the first real competency model was created in 1970s, so it may be perceived as old-fashioned. In the 1970s: people were trying to understand what and where to look motivation. David McClelland tried to apply his theory of motivation to several job profiles creating the first job capabilities catalogue.

Today's managers. Behaviours. In the 70s people 'walked the talk'; behaved as they were thinking. Concrete behaviour made the difference, theory goes with practice. McClelland focused on people behaviours, not on job tasks. People develop a competency if its intent is understood and they only learn if they have enough motivation. People are in the centre of the paradigm.

Those people in the 70s, the hippies, became today's company managers and had to match their background and experiences with this theory and

studies. What's best of these two aspects of the same historical period? "Walk the talk" (do what you say): people in that exact moment behaved in the way they thought- was the right behavior (coherent). With concrete behaviors is possible to make the difference, change directions and create strong foundations to support ideals and values accordingly. Focus on people behaviors, not on job tasks: both of them worked on people behaviors. In one case, they follow ideals and thoughts, in the other case he applied theory to behaviors not tasks, explain to people why they have to have a certain behavior so that they will well perform -> people develop a competence if its intent is understood. We have people in the middle of the reason why we do something, we are human beings we follow not only processes but our motivation.

CHECK LIST TO BUILD A COMPETENCY MODEL

Six steps must be at least checked when I design a competency model.

Consistent competency model has a to offer to