Bundesverband der Deutschen Industrie e.V.
Wuppertaler Kreis e.V. Bundesverband betriebliche Weiterbildung
Carl Duisberg Gesellschaft e.V.
Internationalisierungsstrategien
im Mittelstand - Erfolgsfaktor Personalentwicklung
Tagung am 11. Dezember 2007, Berlin
Erfolgreiche Personalarbeit in der Globalisierung Markus Dinslacken Manager Global Human Resources Henkel KGaA, Düsseldorf
Kurz-Thesenpapier zum Vortrag
„Successful HR management - creating value through HR”
Markus Dinslacken, Corporate HR Key Account Manager Purchasing
Henkel Gruppe am Standort Düsseldorf
+49 – 211 – 797 3888
Kurzbeschreibung:
Henkel als globaler und weltweit agierender Konzern in der Konsumgüterindustrie teilt sich auf in drei große Bereiche: Home Care, Personal Care, Adhesives Technologies:
Successful HR management - creating value through HR Markus Dinslacken, Human Resources Seite 1 von 2
Quality with Brands & Technologies
Home Care
Adhesives Technologie
PersonalCare
Die Unternehmensbereiche werden unterstützt durch Funktionsbereiche (Finanzen, HR, IT), zu denen auch der globale Einkauf gehört. Ähnlich einem eigenständigen Unternehmen versorgt der Einkauf übergreifend alle Bereiche mit den benötigten Waren und Leistungen (die Palette reicht von indirekten Materialen, wie z.B. der Beschaffung von Bleistiften, bis zur Beschaffung der benötigten Rohmaterialien zur Herstellung von bspw. Waschmittel).
Am Beispiel des Einkaufs wird die Präsentation aufzeigen, wie Henkel den Schritt von einer guten, zum Teil dezentralisierten Organisation hin zu einer exzellenten, weltweit zentralisierten Einheit vollzogen hat.
Dabei wird der Fokus auf den folgenden Punkten liegen:
• Henkels Visionen und die Bedeutung für das Personalmanagement
• Die Einbindung des Personalmanagements in den Henkel Einkauf
• Die Situation des Einkaufs aus HR Sicht im Jahre 2006
• Ziele und Maßnahmen zur Verbesserung
• Die Situation, wie sie sich heute darstellt
Successful HR management - creating value through HR Markus Dinslacken, Human Resources Seite 2 von 2
Successful HR management -creating value through HR
Markus Dinslacken
2Henkel / HR / M Dinslacken
Markus DinslackenCorporate HR KAM Purchasing /
Personalleiter Einkauf
Working @ Henkel:01.09.2000 – 31.01.2004: IT System Engineer, Düsseldorf
01.02.2004 – 30.04.2006: HR Recruitment, Düsseldorf01.05.2006 – 30.06.2007: HR Director in Scottsdale, Arizona
Since 01.07.2007: Corporate HR KAM Purchasing, Düsseldorf
3Henkel / HR / M Dinslacken
Agenda
• About Henkel
• KPI‘ s
• Vision and Values / Strategy
• HR as Business Partner > Purchasing
• Where come from
• Targets
• Where we are today
4Henkel / HR / M Dinslacken
Agenda
• About Henkel
• KPI ‘s
• Vision and Values / Strategy
• HR as Business Partner > Purchasing
• Where come from
• Targets
• Where we are today
5Henkel / HR / M Dinslacken
Fiscal 2006
12.7 bill. €Sales
1.3 bill. €
Operating profit(EBIT)
+ 14.5 %
Return on capitalemployed (ROCE)
+ 12.6 %
Earnings per preferred share
+ 6.0 %
Organic salesgrowth
871 mill. €
Net earnings
6Henkel / HR / M Dinslacken
Overview of our Top Brands
Cosmetics/Toiletries
Laundry & Home Care
AdhesivesTechnologies
7Henkel / HR / M Dinslacken
Business PortfolioSales and EBIT per Business Jan. – Sept. 2007
EBIT: 1.021 Mio. Euro
EBIT- Prozentzahlen ohne Corporate
Umsatz: 9.888 Mio. Euro
CorporateKosmetik/KörperpflegeAdhesives TechnologiesWasch-/Reinigungsmittel
2 %
32 %
22 %
44 % 32 %43 %
25 %
EBIT Unternehmensbereiche: 1.104 Mio. EuroEBIT Corporate: –83 Mio. Euro
8Henkel / HR / M Dinslacken
Sales and EBIT per Region Jan.– Sept. 2007
Regional Portfolio
EBIT: 1.021 Mio. Euro
Corporate
Umsatz: 9.888 Mio. Euro
LateinamerikaAsien/Pazifik
Europa/Afrika/NahostNordamerika
EBIT- Prozentzahlen ohne Corporate
2 %
8 %
5 %
65 %
20 %
5 %4 %
70 %
21 %
EBIT Regionen: 1.104 Mio. EuroEBIT Corporate: –83 Mio. Euro
9Henkel / HR / M Dinslacken
Innovations – 3. Quartal 2007
Umweltfreundliches Konzentrat, das Gewicht spart und leichter zu handhaben ist. Auch die Inhalts-stoffe entstammen der Natur.
Die innovative System-lösung für Hochglanz-Folien. Dieser einkomponentige reaktive Klebstoff zeichnet sich durch eine niedrige Aktivierungstemperatur und hohe Wärmestandfestigkeit aus.
Der neue Kaviar-Protein-Komplex wirkt wie eine Frischzellenkur und verbessert die Zellerneuerung um bis zu 40 Prozent.
Purex UltraCon-centrate Natural Elements
Diadermine Age ExCellium
DORUS FD 150/6 LS
10Henkel / HR / M Dinslacken
Employees 2006
Employees (as of December 31, 2006)Total number of employees : 52,292
Europe / Africa / Middle East Latin AmericaNorth America Asia - Pacific
14.4 %
8.2 %
64.7 %12.7 %
11Henkel / HR / M Dinslacken
Management Board Henkel KGaA
Hans Van BylenCosmetics/Toiletries
Alois LinderAdhesives
Technologies
Friedrich StaraLaundry &Home Care
Kasper RorstedVice Chairman of the
Management Board andresponsible for Human Resources/
Infrastructure Services
Ulrich LehnerChairman
Lothar SteinebachFinance/Purchasing/
IT/Law
12Henkel / HR / M Dinslacken
Agenda
• About Henkel
• KPI‘ s
• Vision and Values / Strategy
• HR as Business Partner > Purchasing
• Where come from
• Targets
• Where we are today
13Henkel / HR / M Dinslacken
Our VisionHenkel is a leader with brands and technologies that make people's lives easier, better and more beautiful.
14Henkel / HR / M Dinslacken
Our Values
• We are customer driven
• We develop superior brands and technologies
• We aspire to excellence in quality
• We strive for innovation
• We embrace change
• We are successful because of our people
• We are committed to shareholder value
• We are dedicated to sustainability and corporate social responsibility
• We communicate openly and actively
• We preserve the tradition of an open family company
15Henkel / HR / M Dinslacken
Henkel Human ResourcesVision
We make Henkel a world class company because of the quality and commitment of its people
Strategy
We create a competitive advantage by building a world class organisation and by attracting, developing and retaining best performing and diverse people
We provide the best tools and processes to enhance the Human Capital of the company
We deliver operational excellence at low cost
We foster the Henkel “Vision and Values” by ensuring compliance with high ethical standards
Principles
Partnering with the businesses to deliver value added services that are accurate, reliable and efficient
Driving change and developing a culture of leadership excellence and employee empowerment
Fostering a learning organisation and acting as a change agent
Creating an atmosphere of open, honest and timely communication
Setting the standard for ethical behavior and integrity
16Henkel / HR / M Dinslacken
Henkel Human Resources
We make Henkel a world class companybecause of the quality and commitmentof its PEOPLE
Vision
17Henkel / HR / M Dinslacken
Change of HR Organization
Comp. & Benefits
HRC Corporate Policies
Reporting & BI
LearningMgmt.
CorporateRecruiting
Corporate KAM 1
Corporate KAM 2 …
Head of Corporate HR
National KAM 1
NationalKAM 2 …..Head of
HR-COE
Center of operational Excellence
Local / Regional HR Head
...
1 2 3
4
1 Corporate Policies2 Corporate HR KAM3 Reg./Local HR KAM4 Center of Excellence
18Henkel / HR / M Dinslacken
HR as Business Partner
Part ofPurchasing organization
UnderstandsBusiness
needs
Recruit the best
Aware of Business
targets
Acts result-oriented
Implement Henkel HR
tools
TalentDevelopment
Training Assessment
HR contribution to the success of the business:
19Henkel / HR / M Dinslacken
Strategy
Sourcing Organization
People
Four key elements within purchasing
20Henkel / HR / M Dinslacken
•Excellent team of business oriented sourcing experts/ leaders
•Sustainability through a well-filled talent pipeline
•A result and performance oriented culture
•HR is deeply involved in all decisions as part of the global Leadership Team Purchasing
People
We attract, develop, and retain top professionals, performers and leaders to ensure:
People
21Henkel / HR / M Dinslacken
Henkel Human Resources StrategyFocus Purchasing
• We create a competitive advantage by building a world class organisation and by attracting developing and retaining best performing and diverse people
• We provide the best tools and processes to enhance the Human Capital of the company
• We deliver operational excellence at low cost
• We foster the Henkel “Vision and Values” by ensuring compliance with high ethical standards
22Henkel / HR / M Dinslacken
Agenda
• About Henkel
• KPI‘ s
• Vision and Values / Strategy
• HR as Business Partner > Purchasing
• Where come from
• Targets
• Where we are today
23Henkel / HR / M Dinslacken
Results of Benchmarking:
24Henkel / HR / M Dinslacken
Result of Interviews and Benchmarking
Good
Avg.
Poor 1.Procurement
Strategy
5. PurchasingOrganizational
Structure
2. StrategicSourcing
6. SupplierRelationshipManagement
7. People
4. Business Int., Metrics,Technology
3. PurchasingExecution
25Henkel / HR / M Dinslacken
Management Review – Performance and Potential Analysis
PERFORMANCEA (HIGH)
Excellent contributorB (GOOD)
average/Good contributorC (LOW)
Below expectations
POTEN
TIAL
3 (LOW
)N
o more prom
otable2 (M
ED
IUM
)m
in. 1 level1 (H
IGH
)m
in. 2 levels
A3C3 B3
A2C2 B2
A1C1 B1
26Henkel / HR / M Dinslacken
Management Review – Performance and Potential Analysis
PERFORMANCEA (HIGH)
Excellent contributorB (GOOD)
average/Good contributorC (LOW)
Below expectations
POTEN
TIAL
3 (LOW
)N
o more prom
otable2 (M
ED
IUM
)m
in. 1 level1 (H
IGH
)m
in. 2 levels
A3C3 B3
A2C2 B2
A1C1 B1
Too many people in the areas
„Low-middle perfo
rmance“ and
„Low-middle potential w
ithin FP in 2006“
27Henkel / HR / M Dinslacken
Agenda
• About Henkel
• KPI‘ s
• Vision and Values / Strategy
• HR as Business Partner > Purchasing
• Where come from
• What we have done / Targets
• Where we are today
28Henkel / HR / M Dinslacken
People Management
29Henkel / HR / M Dinslacken
People, moved out of HenkelMC Name
MC 1MC 1
MC 2aMC 2aMC 2aMC 2a
MC 2bMC 2bMC 2bMC 2bMC 2bMC 2bMC 2bMC 2b
MC Name
MC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3aMC 3a
MC 3bMC 3bMC 3bMC 3b
MC Name
MC 3bMC 3bMC 3bMC 3bMC 3bMC 3bMC 3bMC 3bMC 3b
30Henkel / HR / M Dinslacken
People, moved internallyMC Name Country
Non - MC AL
2A * GER
2B * GER2B * GER2B EG2B GER2B2B * GER
MC Name Country
3A BE3A * ES3A GER
3B * GER3B * US3B * US
31Henkel / HR / M Dinslacken
Former BU MC Name
UT MC 1
UW MC 2a
MC 2a
MC 2aMC 2bMC 3a
UF MC 2a
UH MC 3aMC 3a
UK MC 3a
UA MC 3aMC 2b
In from Internal
32Henkel / HR / M Dinslacken
In from External2a
2b
3a
33Henkel / HR / M Dinslacken
Early Binding approachInterns as cheap workforce to strategic
to
New approaches“Doing minor” to “doing major”
Top Recruitment EventsAlmost none to regular presence at
Top Student Initiatives Exception to regular engagement with
Target
ProfessorshipsTarget Universities
NEW (personal recruiting)From
New Recruitment Approach
34Henkel / HR / M Dinslacken
Tools
35Henkel / HR / M Dinslacken
Purchasing Campus:
Has been developed tocreate a competitive advantagethrough building best qualified,high performing and motivated
people within purchasing.
Create organizational excellence!
36Henkel / HR / M Dinslacken
MC IIIMC III
Series 1Target Group: MC III, MC IV
Knowledge for improver
Management Standards3.5 days training
Series 2MC II
Knowledge advanced-breakthrough
Series 3 MC II (CTL, KAM, Country Manager)
Mission Critical Leadership and Teams
Leadership and Teambuilding3.5 days training
Negotiation TrainingMC III/IV and MC II
Basic and Advanced
Advanced Purchasing, Financial, Strategic Impact 3.5 days training
Purchasing InfrastructureNon-MC, MC III/IV and MC II
e.g. PURIS, IPP, SAP
Purchasing CampusLocal
20 + Seminars
• Time Mgmt
• Innovation
• Creativity
• Teamwork
• Communication
• Project Mgmt
• Presentations
Henkel Global
Academy
MC III/IV
Inplacement HiJump
MC II B/A
BasicsAdvanced Strategic
Leadership
IMA
CID
C
Onboarding FPTarget Group: Newcomer within FP
The first 90 days within FP
Globally standardized processFirst 90 days
The purchasing system of learning
37Henkel / HR / M Dinslacken
Henkel Performance Management
The Henkel Performance Management was implemented to ensure that all
employees receive regular and constructive feedback. It also enablesus to measure the results and reward
excellent performance.
38Henkel / HR / M Dinslacken
To develop our global talents, we have to identify strength and development areas of the individual manager:
MCA: Yearly feedback meetings between supervisor and employee
MR: Performance and Potential analysis
IDC/IMAC: Performance and potential analysis with support of external consultant
LD: Leadership Dialogue for superior assessment
Result: Individual Personnel Development plans
Performance Management
39Henkel / HR / M Dinslacken
2B3A
Trai
ning
MC
Getting supportWithin PI
Pers
onal
Dev
elop
men
t
2nd 2007 2nd 2008 1st 20091st 2008 2nd 2009 1st 2010
ResponsiblePurchasing
BENELUX (IMS,PROWEB,....)
Train + followup replacer in realisationReporting Roadmap
Basics HGA
Project responsible BENEFR
Negotiation
Leadership
CPMCertified Purchasing Manager
Member category team (e.g. IT/Fleet)
Category Team Leader
Responsible IMS BENEFR
Responsible Purchasing Infrastructure
or
or
or
Rotation Controlling
Rotation Supply Chain
or
Communication
Personal Development Plans – Purchasing
40Henkel / HR / M Dinslacken
Agenda
• About Henkel
• KPI‘ s
• Vision and Values / Strategy
• HR as Business Partner > Purchasing
• Where come from
• What we have done / Targets
• Where we are today
41Henkel / HR / M Dinslacken
Good
Avg.
Poor 1.Procurement
Strategy
3. PurchasingExecution
7. People5. PurchasingOrganizational
Structure
2. StrategicSourcing
6. SupplierRelationshipManagement
4. Business Int., Metrics,Technology
2006 – 2008
42Henkel / HR / M Dinslacken
Thank you for your attention.