Good and right SWP insights and learnings over the last 5 years 2 - - PowerPoint PPT Presentation

Deutsche Bahn AG 1 Deutsche Bahn AG | SMP HR | Arbeitsstand 06.02.2013

Good and right SWP – insights and learnings over the last 5 years

Deutsche Bahn AG

• Dr. Stefan Kotkamp

Head of Strategic Workforce Planning

2nd Strategic Workforce Planning & Talent Strategy Seminar, Brussels, 28th/29th May 2015

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Dynaplan AG

• Dr. Kai Berendes

Executive Partner & Head Workgroup SWP ddn

Executive Summary

2 Deutsche Bahn AG

Workforce model: Keep it simple and smart Planning for impact: From project to sustainable implementation and HR routines Process: SWP as fundament for far-reaching management decisions in the right direction

With its nine business units DB is active in all segments of the transport market

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

Passenger Transport:

Domestic and European-wide mobility services  DB Bahn Long Distance Long-distance rail pass. transport1  DB Bahn Regio Regional/urban pass. transport (GER)  DB Arriva Regional/urban pass. transport (EU)2

DB Services3

Integrated range of services

Infrastructure:

Efficient and future-oriented rail infrastructure in Germany  DB Netze Track Rail network  DB Netze Stations Traffic stations  DB Netze Energy Traction current

Transportation and Logistics:

Intelligent logistics services via land, air and the sea  DB Schenker Rail European rail freight transport  DB Schenker Logistics Global logistics services

Deutsche Bahn AG 3

33.5% 32.3% 16.9% 8.6% 8.7%

DB has about 300,000 employees around the world, of which more than 190,000 are based in Germany

As of December 31, 2014

Employees by business unit

100% ~ 295,763 full time equivalent DB Bahn Long Distance: 5.6% DB Bahn Regional: 12.4% DB Arriva: 15.5% DB Netze Track: 14.7% DB Netze Stations: 1.6% DB Netze Energy: 0.6% DB Services Other activities DB Schenker Rail: 10.4% DB Schenker Logistics: 21.9%

Employees by region

100% ~ 295,763 full time equivalent North- America 2.6% Remaining international locations 0.8% Europe excluding Germany 28.4% Asia 4.7% Germany 63.5%

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DB is one of the biggest and most diverse vocational trainers in Germany

DB employees

As of December 31, 2014

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

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 Future brings digitalization and interconnectedness, with customers

increasingly open to intermodal mobility and logistics solutions – if those are smart and straightforward

 Sustainable consumption and declining car use in Europe, coupled with a

drop in purchasing power for mobility services, mean that public transportation is likely to grow further

 Rising importance of regional trade flows offers growth opportunities for

logistics

 Earth's population is growing while more and more people move to cities;

increasing demand for infrastructure-efficient and zero-carbon mobility and logistics services

 Europe’s workforce is shrinking; the younger generation is more diverse and

motivated to perform, but also increasingly interested in meaningful work;

• nly the best employers can succeed in the competition for talent

Future brings challenges for DB products, market position and the human resources management

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Transportation innovation Digital Life Diverse life patterns Competition for talent Demographic change Urbanization Increasing regionali- zation of trade flows

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Establishing transparency and decision support in terms of upcoming challenges

Objectives Upcoming challenges Impact of different measures

age structure qualification capacity  Visualisation of complex

relations

 Forecast of demographic

changes in workforce and their effects; e.g.

• aging workforce
• diminished workforce

capacity

• increased demand for

qualification

 Evaluation of external

challenges

 Impact of different personnel

requirement scenarios

 Showing long-term effects of

today’s decisions (risk and scenario analysis)

 Basis for discussion with different

business partners; e.g. CEO, production, finance

 Necessary for future-oriented

HR management The Strategic Workforce Planning enables… Transparency Decision Support „It‘s not about future decisions, but the futurity

• f today‘s decisions“

(Peter Drucker)

8 Deutsche Bahn AG

 Drivers for demand &

supply

 Jobcluster & level of

aggregation Workforce simulation model

From questions to insights – The workforce model

 Identification and evaluation of

possible measures

 Development of optimal mix of

measures

 Integration in current operative

measure programs and further planning processes (e.g. trainee- and recruiting planning, planning of training) Insights & measures Strategic questions

 Does our current workforce

portfolio supports our strategy?

 What is the impact of the aging

workforce?

 How is our payroll developing

by function and location?

 (…)

measures

function level location age

Right level of agreggation

Focus is on clusters of staff and on tomorrow

Job cluster Individuals

Level of detail Dynamics

Manpower Planning Strategic Workforce Planning Talent Management

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)

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Workforce model – keep it simple & smart

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The map is not the territory

(G. Bateson)

Workforce model – buildung blocks

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Key learning - keep it simple and smart 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

Planning for impact SWP - The basis for the right HR initiatives

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Strategic workforce planning Career mgmt. Capability building Leaver mgmt. Recruit

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 Corp. BU

• BU specific

assumptions

• Option scenarios
• Guidelines
• Central assumptions
• Consolidation
• Define HR initiatives
• Measures

Contact

Deutsche Bahn AG 15

Managing director

• Dr. Stefan Kotkamp

DB JobService GmbH Caroline-Michaelis-Str. 5-11 D-10115 Berlin +49.30.297-58300 Stefan.kotkamp@deutschebahn.com

Executive Partner

• Dr. Kai Berendes

Dynaplan AG Oberer Graben 3 CH-9000 St. Gallen +41.79.9345859 kai.berendes@dynaplan.com