Presentation on theme: "Strategic Talent Plan in"— Presentation transcript:
1 Strategic Talent Plan in Michelin China Julie Chu Nov. 2009
2 Agenda World tire market Michelin introduction Michelin in China Talent Market in China (Past & Present)Strategic talent plan in Michelin China
3 The world tire market in 2005 OthersBridgestone21.3%Toyo1.8%18.2%Kumho1.9%Cooper2.1%17.7%MichelinHankook2.5%Yokohama2.9%Sumitomo3.6%4.5%17.3%Pirelli6.3%GoodyearContinentalSource : Global Tire Report 2006 (Tire Business daté du 28/08/2006)
4 Tire Market in China Main competitors Bridgestone Good Year Hankook Local manufacturers
5 Products and Services Earthmover Tire Aviation Tire Passenger Car And Light Truck TireTruck And Bus TireEarthmover TireAviation TireMaps & Guides
6 Multi-Brand StrategyMichelin: The Most Famous Tire Brand in the World,Warrior: The Best Known and Longest EstablishedLocal Brand in China, Targeting at Mass Market.BFGoodrich: Originally from the US, Targeting atNew-Generation Drivers, Who See Motoring as a Formof Excitement and Expression.
7 Customers Original equipment Vehicle manufacturers for all categories and all vehicles,from bicycles to huge earthmoversWho are the Michelin Group's original equipment customers?The vehicle manufacturers.What do we provide to these customers?Technical partnership and technical certification.
8 Customers Replacement Distributors Specialist traders Dealers Auto centersGarages, service stationsSupermarketsOur customers are also – and above all – replacement customers.Our products are distributed via various channels:- specialist traders;- dealers;- auto centers;- garages;- service stations;- supermarkets.The companies in the Group use the multi-brand portfolio to offer products and terms adapted to the specific features of the different distribution channels so that they can meet each customer's requirements.
10 Michelin History in China 1988: Sales Office Hong Kong
11 Michelin History in China 1989: Representative Office Beijing
12 Michelin History in China 12/1995: Joint Venture 1 (MSTC) With STGF Shenyang;1996: Production of the First Passenger Car Tire;04/1997: 3 More JVs With STGF Shenyang.1/1999: Start Truck Tire Production in Shenyang
13 Michelin History in China 1998: Training Centre in Beijing
14 Michelin History in China 4/2001: Set Up a Joint Stock Company With STRCShanghai Michelin Warrior Tire Co., Ltd.
15 Michelin History in China 12/2002: Set Up Michelin( China) Investment Co.,Ltd.
16 Locations in China Bejing北京 Shenyang沈阳 Xi’an西安 Shanghai上海 Chengdu成都 HainanXinjiangQuinghaiTibetSichuanYunnanGuangxiGuangdongHunanInner MongoliaGansuZhejiangNingxiaShanxiGuizhouShanghaiFujianJiangxiHubeiHenanAnhuiJiangsuLiaoningJilinHeilongjiangHebeiTianjinShandongGuangzhou广州Bejing北京ShaanxiShanghai上海Shenyang沈阳Hong Kong香港Chengdu成都Wuhan武汉Xi’an西安
23 One of the Top Priorities for a CEO is Attracting and Retaining top talents 70% of Top 500 Fortune companies is experiencing Talents shortage92% of companies present in the market is also experiencing a Talents shortageTalents’ Turnover in percentageHRM Challenges in China, by Prof. Serena ROVAI Uni-Italia Intergovernament Centre Anantara LtD
24 Facts sheet of Michelin China SP More than 5500 employeesDouble digital growth of headcount in some activitiesAverage Volume: a few hundred hires by year5% senior management ,5% technical workers and 90% white collarsNearly 50% commercial staffLess than 8% turnover rate among white collar employees
25 Mission Of Service Personnel People is not a resource, but an asset.Ensure that motivated, responsible and competent people are available where and when they are needed at all times and in all areas of activity.This mission must be fulfilled at the highest level of performance in terms of quality, cost and timeliness.
26 5 Principles of SP Preserve the cohesion of Group Michelin Seek to establish and manage the best match between the person and the companyDevelop the international outlook of the individuals and teamsThe management and development of personnel is a responsibility shared by the person, the manager and the Personnel ServiceGuarantee and facilitate a means of recourse for everyonePreserve the cohesion of Group Michelin
27 How SP to cope with business growth? SP = Service PersonnelRecruitmentIntegrationTrainingSP = Strategic PersonnelCareer developmentGPCRewardsEngagement & retention
28 RecruitmentWe don’t only hire for a specific position, we hire people to meet the company’s current and future needsPosition fitCultural fitDevelopment fitCareer managers’ involvement in the recruiting processSP reserves a special budget to hire people who may not necessarily be needed at the current stage
29 Integration Process Started since the recruitment stage Co-managed by the business manager and the career managerMonitoring the key factors to the successful integrationRelationship and networkingRole clarityCultureEarly winsAccelerate learning
30 Career management process Who is involved?IndividualManagerCareer ManagerCareer Manager
31 What is career management? We manage our people’s potential developmentEmployee’s potential can be assessedThrough their performanceThrough their behaviors and the way to reach the targetsPotential characteristics are grouped under 3 headingsDriving energy(leg)Thought (head)Leadership(heart)
33 Gestion Previsionnel des Competences GPC is a continuous and long term focused system to anticipate manpower needs in the coming 5 yearsIt’s integrated into the annual budget process and implemented at country levelTo make sure critical competence localized and to meet current and future needs on critical competence.
34 How to implement GPC? Population assessment/Metier diagnosis Succession plan & localization planVivier / pepiniere recruitmentOverseas trainingExpatriation
35 Remuneration Philosophy MarketWe pay our employees according to market factors.We pay according to job responsibility.PositionPerformanceWe pay according to performance results.We pay according to personal competency.Person
36 By doing all the previous mentioned correctly, we can achieve a high level of employee engagement and employee retention