Good and right SWP – insights and learnings over the last 5 years 2 nd Strategic Workforce Planning & Talent Strategy Seminar, Brussels, 28 th /29 th May 2015 Dynaplan AG Deutsche Bahn AG Dr. Kai Berendes Dr. Stefan Kotkamp Executive Partner & Head Workgroup SWP ddn Head of Strategic Workforce Planning Deutsche Bahn AG Deutsche Bahn AG | SMP HR | Arbeitsstand 06.02.2013 1 1
Executive Summary Workforce model: Keep it simple and smart Planning for impact: SWP as fundament for far-reaching management decisions in the right direction Process: From project to sustainable implementation and HR routines Deutsche Bahn AG 2
With its nine business units DB is active in all segments of the transport market Passenger Transport : Transportation and Logistics: Infrastructure: Domestic and European-wide mobility Intelligent logistics services via land, Efficient and future-oriented rail services air and the sea infrastructure in Germany DB Bahn Long Distance DB Schenker Rail DB Netze Track Long-distance rail pass. transport 1 European rail freight transport Rail network DB Bahn Regio DB Schenker Logistics DB Netze Stations Regional/urban pass. transport (GER) Global logistics services Traffic stations DB Arriva DB Netze Energy Regional/urban pass. transport (EU) 2 Traction current DB Services 3 Integrated range of services 1 Within Germany as well as cross border traffic; 2 In UK with Arriva- affiliate ‘ CrossCountry ’ also long -distance passenger transport; 3 Business unit is assigned to the Infrastructure and Services division Deutsche Bahn AG 3
DB has about 300,000 employees around the world, of which more than 190,000 are based in Germany Employees by region 100% ~ 295,763 full time equivalent Employees by business unit 100% ~ 295,763 full time equivalent Europe excluding Germany 28.4% Other activities Asia Germany North- 4.7% 63.5% America DB Bahn Long Distance: 5.6% 8.7% DB Services 2.6% DB Bahn Regional: 12.4% DB Arriva: 15.5% 8.6% 33.5% Remaining 16.9% international locations 0.8% 32.3% DB Netze Track: 14.7% DB Schenker Rail: 10.4% DB Netze Stations: 1.6% DB Schenker Logistics: 21.9% DB Netze Energy: 0.6% As of December 31, 2014 Deutsche Bahn AG 4
DB is one of the biggest and most diverse vocational trainers in Germany DB employees DB employs about 300,000 people around the world in more than 500 different occupations, and two-thirds of them work in Germany DB trains more than 10,000 apprentices and more than 1,000 dual track students in more than 50 vocational training areas In addition DB annually offers a career entry to 300 Chance plus interns DB offers about 95 percent of its apprentices a job after they have successfully completed their vocational training As of December 31, 2014 Deutsche Bahn AG 5
Future brings challenges for DB products, market position and the human resources management Future brings digitalization and interconnectedness, with customers increasingly open to intermodal mobility and logistics solutions Digital Life – if those are smart and straightforward Transportation Sustainable consumption and declining car use in Europe, coupled with a innovation drop in purchasing power for mobility services, mean that public transportation is likely to grow further Demographic change Rising importance of regional trade flows offers growth opportunities for logistics Urbanization Earth's population is growing while more and more people move to cities; Competition increasing demand for infrastructure-efficient and zero-carbon mobility and for talent logistics services Increasing regionali- Europe’s workforce is shrinking; the younger generation is more diverse and zation of trade flows motivated to perform, but also increasingly interested in meaningful work; only the best employers can succeed in the competition for talent Diverse life patterns Deutsche Bahn AG 6
Establishing transparency and decision support in terms of upcoming challenges Objectives The Strategic Workforce Planning enables… Transparency Decision Support Visualisation of complex Showing long-term effects of today’s decisions relations Upcoming challenges (risk and scenario analysis) Forecast of demographic changes in workforce and their age structure Basis for discussion with different effects; e.g. business partners; - aging workforce e.g. CEO, production, finance - diminished workforce Necessary for future-oriented capacity HR management capacity qualification - increased demand for qualification „It‘s not about future Evaluation of external decisions, but the futurity Impact of different measures challenges of today‘s decisions“ (Peter Drucker) Impact of different personnel requirement scenarios Deutsche Bahn AG 7
From questions to insights – The workforce model Strategic questions Insights & measures Workforce simulation model Does our current workforce Identification and evaluation of Drivers for demand & portfolio supports our strategy? possible measures supply What is the impact of the aging workforce? Development of optimal mix of How is our payroll developing measures by function and location? (…) Integration in current operative measure programs and further Jobcluster & level of planning processes aggregation (e.g. trainee- and recruiting planning, planning of training) age level location function measures Deutsche Bahn AG 8
Right level of agreggation Focus is on clusters of staff and on tomorrow Level of detail Strategic Workforce Job cluster Planning Talent Management Manpower Individuals Planning Dynamics Operational (<1 yr) Strategic (>1 yr)
Hints & obstacles for defining the job clusters 1. The goal is to map functions and requirements, not organizational structures (job descriptions are often inadequate) 2. An abstract classification criteria for job families should be the temporal development horizon (how long does it take to develop from one job to another) 3. Job families cannot overlap; has to account for every employee 4. Uses different levels of detail to capture critical cluster (big picture and deep dive) 5. Consistent jobcluster concept on global level 6. Include both perspective (todays supply and future demand) Deutsche Bahn AG 10
Workforce model – keep it simple & smart The map is not the territory (G. Bateson) Deutsche Bahn AG 11
Workforce model – buildung blocks Hints & tips: Include supply and demand Take care about the dynamics and include motion between clusters as well as time delays Use policies (decision rules) instead of big input tables for manual input Include cost perspective Key learning - keep it simple and smart Deutsche Bahn AG 12
Planning for impact SWP - The basis for the right HR initiatives Strategic workforce planning Career Capability Leaver Recruit mgmt. building mgmt. 13
SWP process Ongoing task and part of HR routine Different planning levels instead of top down vs. bottom up Must be integrated with the existing management processes Flexibility & speed: open for ad hoc request • Guidelines Corp. • Central assumptions • Consolidation • Define HR initiatives • Measures BU • BU specific assumptions • Option scenarios
Contact Managing director Executive Partner Dr. Stefan Kotkamp Dr. Kai Berendes DB JobService GmbH Dynaplan AG Caroline-Michaelis-Str. 5-11 Oberer Graben 3 D-10115 Berlin CH-9000 St. Gallen +49.30.297-58300 +41.79.9345859 Stefan.kotkamp@deutschebahn.com kai.berendes@dynaplan.com Deutsche Bahn AG 15
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