Human Resource Management Plan

Human Resource Management Plan
BP CENTRO-FINLAND Human Resource Management Plan

Agenda 1. Introduction 2. Objectives & Policies 3.
Organizational Structure 4. Planning Needs 5. Executive Staffing 6. Operations Management Staffing 7. Recruitment Methods 8. Selection Techniques 9. Training 10. Performance Appraisal 11. Compensation & Benefits 12. Conclusion

Introduction BP – Centro is contemplating expansion into Nordic countries and Central Europe onward HR Management Concept Propose comprehensive HR plan to accommodate business needs

BPC Mission Statement To be the top shopping complex developer and operator in the area which offers service 24 hours a day, taking environmental and ethical aspects into consideration as well as offering a fun and entertaining experience for customers.

HR Mission Statement Human Resource’s mission is to support the company’s total operation in meeting its goals through its most valuable resources - it’s people.

BPC HR Values Performance
- There are global high quality standards for performance and personnel in order to guarantee top service. Innovation - People are encouraged to use their know-how and be creative in order to deliver new and better solutions to customers. Progressive - Develop HR competencies, skill and knowledge while being closely in touch with customers. Green - Through training and environmental leadership BP can best minimize its environmental footprint.

Visions Aim to be one of the leading shopping complex developers and operators in Northern Europe. Have a good brand image. Attain significant market share on real estate industry.

Business Objectives Have 4 convenience centers and northern Europe head quarters operating in Finland Expand to Baltics and Russia Provide 24hr quality service to customers

HR Objectives Create qualified and united personnel, with effective management, which facilitates the ultimate success of the company Create a rewarding atmosphere and appealing working place Create organization that is adaptable to future expansion and changes

Main HR Policies Promote mostly from within the company except in special circumstances Motivate employees by recognizing and rewarding for their performance in order to achieve their individual goal that are integrated with organizational goals Foster open communication

Main HR Policies Promote diversity by treating employees fairly, providing knowledge of cultural differences and be supported by management Offer compensation policy above going market rates Encourage employees to continuous training

Conflict Resolution Methods
Problems solved in the lowest possible level Effective communication, informal and formal Organizational goals will determine the decisions in conflict situation Organization encourages to informal communication

Ethical Issues Code of Ethics developed, entail following guidelines:
BPC has great respect for the law in the countries in which it operates and tries to sustains good relationships with the government agencies BPC will and its employees are expected to perform in the best interest of the environment and show social responsibility. Avoiding use of company assets, resources and property for personal or other inappropriate purpose.

Corporate Culture BP has strong open corporate culture which supports diversity and active communication. The people oriented organizational culture motivates to create a positive and innovative working environment. Corporate language is English, and BPC operates as a multicultural firm but acknowledges and adapts to local practice.

Organization Relatively flat Key functions centralized
Heavy reliance on information and communication technology Focus on core competencies Lot of internal business is conducted via specific information systems Tend to outsource other activities More adaptable to changes; no high organizational structure

Defining Organizational Structure

Ideal Career Path at BPC
Top Management Facility Manager Management Trainee Intern

Key Functions Operations: sales, information systems, b2b-customer service, service delivery and assurance and systems operations Finance Marketing: promotion, PR, market research Human Resources: managing human capital Cooperate closely with each other through specially assigned teams Finance: Accounting including auditing, reporting, budgeting Marketing: Promotion, PR, market research Marketing is conducted to appeal to the target market, however the strong brand recognition must be a focal point in developing marketing strategies; all marketing conducted in line with each other. Marketing has to be creative and innovative, involving the employees at every level.

HR Department Responsibilities: Planning Recruitment Staffing
Job design Training and development Performance appraisal Communications Compensation and benefits Labor relations Committed team of HR specialists Personnel responsible for performing multiple tasks CHRO coordinates work of department Transactions are handled with the help of HRIS Central HR Department manages all HR tasks regardless of country Performance appraisal is based on individual as well as team achievement, emphasis on performance high quality service Labor unions. Especially important in Finland where labor unions really strong

Outsourced Activities
Maintenance IT-services Legal services Security BP Centro also hires temporary work force if needed, e.g. promotion campaigns Maintenance: including cleaning, snow removal, ect.

Job Analysis & Design Focus to: Enlargement, Enrichment, Empowerment, Teamwork practices encouraged Job analysis in changing environment Finland is test market area, Movement, changes

Enrichment and Enlargement
Support independent work environment Offer job rotation and relocation Provide training opportunities Enlargement Cooperate with new centers Add new tasks and duties to jobs

Year 1 Open 4 convenience centers in Finland
Northern headquarters in Finland Build brand awareness Managers: CEO, Key Function Managers 4, Vice Presidents 1, Facility Managers 4

Years 2-4 Within 2 years all facilities in Finland are open and operating with full capacity Baltic test market (Estonia) starts in year 3 Russia (2 convenience centers) starting in year 4 Expansion to all Baltic countries during year 4 Managers at end of year 4: CEO, Functional Managers 4, Country Vice Presidents 3, Facility Managers 9

Years 5+ Substantial market share in Finland, Russia and Baltic
More facilities to Russia and Baltic's Possible expansion to other parts of Europe i.e. Poland Remarkable growth in personnel

Chief Executive Officer
Job Summary: The CEO is responsible for providing strategic leadership for the company by working with top management to establish long-range goals, strategies, plans, and policies Job Qualifications and Specifications: Masters degree (MA) or equivalent Five to ten years related experience and 2 years as president or CEO recommended Ability to relate to people at all levels of an organization and possesses excellent communication and presentation skills. Experienced leader with excellent project management skills with high ethical standards Illustrates strategic visionary, analytical ability, good judgment and strong operational focus. Moderate ability to travel and flexibility to attend social events Fluent written and spoken English required, other languages advantage

Chief Executive Officer
Job Duties and Responsibilities: Be accountable to the mother company of all BPC Finland’s actions Develop strategy plan, policies and overall objectives for BPC Finland Represent the organization to the public and participate in community activities Preside at top management meetings Act as a strategic partner for the top managers in the development of the company’s plans and programs Provide leadership and example to all BPC employees Evaluate and advise on the impact of long range planning Review financial performance Evaluate all potential alliances acquisitions and/or mergers Perform other incidental and related duties as required and assigned

Chief Financial Officer
Job Summary: CFO determines, interprets and supervises all of the financial operations of the BPC Finland. Job Qualifications and Specifications: Masters Degree in finance. Minimum of 3-5 years experience in finance, from which at least a year in management. Good understanding of the common regulations, policies, and procedures which apply to financing. Expected to travel occasionally Fluent written and spoken English required, other languages advantage

Chief Financial Officer
Job Duties and Responsibilities: Oversee all the operations of the finance department Plan all the financial operations, determine the goals and delegate assignments Develop a reliable cash flow projection process and reporting mechanism Determine annual and monthly budgets of operations Communicate and cooperate with all the other top managers Motivate and supervise subordinates Provide financial reports to CEO Coordinate the annual audit and be responsible for the annual financial report Perform other detailed financial analyses Perform other incidental and related duties as required and assigned

Chief Marketing Officer
Job Summary: CMO’s primary function will be to plan, organize, write, update and coordinate the use of the marketing plans and tools Job Qualifications and Specifications: Masters Degree Minimum of 3-5 years experience in marketing functions, of which at least 1 year in management. Expected to travel often Fluent written and spoken English required, other languages advantage. Good negotiation and communications skills. Enthusiastic, creative and learning attitude.

Chief Marketing Officer
Job Duties and Responsibilities: Plan the usage of annual marketing budget Research the marketing science as needed Organize and oversee the use of selected marketing tools Delegate the marketing assignments Create and maintain database of industry contacts. Report monthly budget use to the CFO Organize multiple overlapping marketing projects Perform other incidental and related duties as required and assigned

Chief Human Resources Officer
Job Summary: CHRM plans, organizes, and controls all activities of HR department. Responsible of the all the matters related in human resources policies, programs and practices in BPC Finland. Job Qualifications and Specifications: Master's degree in Human Resource management or related Personnel/Human Resources field, OR Five years' managerial and supervisory experience in personnel management; OR Any equivalent combination of experience and education that provides the required knowledge, skills, and abilities. Fluent written and spoken English required, other languages advantage.

Chief Human Resources Officer
Job Duties and Responsibilities: Develops staffing, recruiting, training and compensation systems Determine department goals, objectives, and systems. Evaluate reports, decisions, and results of department in relation to established goals Participate in administrative staff meetings and cooperate with all the top managers Implement and annually update compensation program; Rewrite job descriptions as necessary Monitor performance evaluation program and revises as necessary. Develop, recommend, and implement personnel policies and procedures; Make recommendation to CEO for improvement of policies, procedures, and practices on personnel matters Prepare and maintain handbook on policies and procedures Perform other incidental and related duties as required and assigned

Chief Operations Officer
Job Summary: COO to manage and establish the required service assurance, technical services, customer service, service delivery, business systems services and systems operations for reliable delivery of goods and human capital for the purpose of maximization of customer satisfaction and productivity. Job Qualifications and Specifications: Masters Degree (MA) in BA Minimum of 5 years experience of which at least 2 years in management duties. Good people skills, and efficient attitude combined with the ability to motivate and inspire subordinates. Occasional traveling Fluent written and spoken English required, other languages advantage

Chief Operations Officer
Job Duties and Responsibilities: Plan and schedule the service assurance, technical services, customer service, service delivery, business systems services and systems operations. Monitor the schedule and performance of the operations. Correct and examine possible failures of schedules. Report monthly budget use to the CFO. Perform other incidental and related duties as required and assigned

Country Vice President
Job Summary: The Country Vice President is responsible for directing all of the administrative functions of the country branch of BPC in accordance with industry standards, regulatory agencies and company objectives and policies. Job Qualifications and Specifications: Masters Degree or equivalent Minimum of 2-4 years experience, of which at least 1 year in management duties. Excellent people skills, efficient attitude combined with the ability to motivate and inspire subordinates. Must be willing to travel Fluent written and spoken English and domestic country language Outgoing personality and responsible image Good business skills Visionary attitude and high ethics Excellent communications skills

Job Duties and Responsibilities: Plan, develop, organize, implement, direct and evaluate the administrative functions and performance of the given branch. Make long-range planning of strategic goals. Co-operate with the CEO and top management of BPC, and the UK headquarters with development of corporate-wide plans and programs as an advisor. Provide analysis, proposals and statements of business trends, financial situations and competitive environment within the given branch to assist top management and the CEO in decision making. Maintain, develop and propose companywide policies and procedures to maximize productivity and efficiency. Assess decisions made by subordinates.

Job Duties and Responsibilities (continued): Provide assistance for colleagues and throughout the organization as required. Create and manage good relationship between the company and the local government, financial forces and general public. Represent BPC in public events, such as community activities, charities and high-profile receptions. Act as a spokesperson of BPC Advice on, and administer company contracts. Evaluate the performance, efficiency and effectiveness of the branches policies, procedures and teamwork. Perform other incidental and related duties as required and assigned

Facility Manager Job Summary:
Supervise and control outsourced activities and general performance of the facility. Job Qualifications and Specifications: BS Degree in Facilities Management or equivalent 2-4 years of managing experience in facility industry Familiar with local building codes, current health and safety regulations Ability to define problems and resolve them quickly Ability to handle multiple tasks and to work well with ever changing priorities and situations Requires excellent supervisory, delegation and communication skills. Fluent written and spoken English and domestic country language required BPC Management Trainee program recommended

Facility Manager Job Duties and Responsibilities:
Supervise cleaning and maintenance of the facility Oversee quality and efficiency of the work Oversee the coordination of building space allocation, layout and communication services Interact with the customers Inspect construction and installation progress Control budget Report to Country Vice President Initiate planned maintenance programs Ensure that all regulations requirements are fulfilled Perform other incidental and related duties as required and assigned

Management Trainee Job summary: Develop the technical, interpersonal, and business skill sets that will be required to advance into higher management positions within BCP Job qualification and specification: BS or equivalent degree Ability to define problems, and resolve them quickly Ability to work well with ever changing priorities and or situations. Ability to handle multiple tasks Strong business aptitudes, Excellent trouble shooting and diagnostic skills. Good Communication Skills

Management Trainee Job requirements and duties:
Acquire a fundamental understanding of the different department Obtain a strong understanding of the financial and administrative components of the department and company Develop and demonstrate leadership and interpersonal skills, a strong work ethic, the desire to learn and excel, Participate in achieving the daily and long term goals of the department Assemble and evaluate research material from a number of sources; Write reports for both internal and external utilization Able to solve diverse problems (depending on which department the trainee is placed in) Analyze data Work in cross-functional teams

Internship Job summary: Internships participate in the maintenance of the facilities and contributes to the overall effectiveness of the facility staff by participating in efficient teamwork Job qualification and specification: One year in university level Students works full time for 3 months period (in the summer) Out-going, confident personality Fast-learner with great focus Ability to work varied hours/days as business dictates Ability to work together in a team Ability to handle multiple tasks

Internship Job requirements and duties: Obtain general work experience
Performs general tasks in the facility, office and other building interiors Gain understanding of the facility management functions Gain knowledge of BCP and it’s policies Participate in achieving the daily and long term goals of the department Any other duties as assigned by management

Recruitment Policies Equal opportunity employer
No discrimination on age, gender, race, disabilities etc. Diversified workforce encouraged Promotions from within the organization All employees expected to accept relocation

Sources of Recruitment
Internal Sources - Current pool of BP Employees - HRIS Database - Employee recommendations External Sources Internet Online Application Employment Agencies Colleges Professional Associations Newspapers

Recruitment by Position
CEO Internally recruited from within BP Realty subsidiaries Ideally has strong knowledge and deep understanding of BP’s corporate culture Promotion from within policy will ideally develop a future CEO for BPC Finland

Country Vice Presidents Internally Job posting and bidding Externally Headhunters and newspapers, networks

Chief Officers of Key Functions Internally Job posting and bidding Relocation from other BP Realty subsidiaries Externally Professional associations Networks, newspapers

Facility Managers Internally Through promotion (Management Trainee) Relocation Externally In the beginning, need for external candidates Later on, follow company policies (promotions from within) In addition, temporary workforce rented

Recruitment Expenses Substantial in the beginning
Advertising and employment agency expenses Cost of selection process Use of internal recruitment Lowers recruitment costs

Selection Process *Applicant can be dropped at any level

Application Completion, Review & Background Investigation
Stage 1 Online application form Applications reviewed and ranked according to job specific keywords Possible hits are moved to the next level Stage 2 - References and work history checked - Applicant reliability assessed at an early stage to screen out mismatches and provide supplementary information on applicants

Initial Interview & Employment Testing
Stage 3 Interviews to be conducted Trained HR interview specialist conducts and reviews interviews (evaluation) at HR Department in Finland initially Behavioral description interview (BDI) approach used, increases validity Interviewer evaluation determines whether applicant is dropped or advanced Stage 4 Outsourced online testing – HR department receives applicant profile Psychological, logical, honesty, leadership and teamwork testing required HR department determines whether applicants are an organizational fit

Preliminary Selection & Panel Interview
Stage 5 Group of HR specialists (interviewers, managers) meet and rank applicants in terms of previous performance Multiple cutoff model is incorporated throughout the selection process Good fits are invited to panel interview Stage 6 Panel consists of HR specialists as well as job related fields to increases validity Evaluation based on results of job requirement questions Stage 7 Applicants who go to the next level are required to take a medical and drug test (outsourced)

Hiring Decision & Process Variations
Stage 8 HR Manager approves hiring decisions for management level positions Best fit according to the needs of BPC offered the job, contracts etc. agreed on Decision strategy entails: need for diversity, career advancement within BP, promotion from within, etc. Rejected applicants receive polite notice of denial Process variations Interview techniques different according to job level (executive interview will tend to be nondirective by nature) BP employees looking to change jobs receive priority over “outside” applicants Internship and Management Trainee Program graduates receive precedence over outside applicants.

Other Important Issues
Cost Considerations: outsourcing of employment and medical exams reduces costs, other selection processes done in-house to ensure organizational needs are given priority - Opportunity cost reduced as right person is hired for the correct job Validity & Reliability: ensured by rigorous selection process, also by BDI technique, panel interview stage and various other tests - Reliability is ensured by standardized testing i.e. online application, employment tests (job specific)

Training Objectives Communicate organizational values
Develop people for business success To build and maintain a strong corporate culture Develop loyalty towards the company Increase productivity and profitability Career advancement and development

Orientation Program Goal: To familiarize employees with the corporate culture, policies and structure Orientation is for all new employees Standardized type of program Takes place at HR Department in Finland Duration 2-3 days

General Training Mandatory Optional Management Communications
Cross-Cultural Training Appraisal/Evaluation Optional Language Training Information Systems

Intern Training Program
Objectives Create a recruitment pool for future employees Familiarize trainees with corporate culture Create organizational fit Methods On-the-job training Projects and committee assistance 3 month intensive full-time

Management Trainee Program
Objectives Initial leadership training Develop management abilities and knowledge in practice Build networks Create organizational fit Methods Team work assignments Project and committee assistance Service knowledge training Mentoring In-class training Duration 1 year

Facility Manager Training
Objectives Ensure quality service management Enhance technical skills Improve customer relations management Advance communication & interpersonal skills Methods Lectures Group activities Workshops Customer service training Project and committee assignments E- Learning Ongoing training process

Executive Training Program
Skill-Based Training: Management of Growth Performance management Strategic management Stress management Client relationship workshop Creative - Thinking out of the box Methods: Strategy assignments Topical learning Specialist qualification Teamwork Intensive 2-3 day seminars Provided to only the best applicants

BP – CENTRO TRAINING PROGRAMS
Management trainee Facility manager Top Management Intern Intern training program Management trainee program Facility manager training program Executive Training program GENERAL TRAINING PROGRAM

Reasons Why BPC Needs Formal Appraisal
BPC should use a mix of both developmental and administrative appraisal practices: Support promotion from within policy Ensure that training programs are effective Motivate employees to perform better Objective way of judging performance Provide documented employee performance history Evaluation process provides constructive criticism and feedback to employees

Management by Objectives (MBO) Philosophy
MBO underlying philosophy for BPC’s appraisal Upper management sets strategic vision & goals, MBO filters these ideas down the organizational ladder, where the goals turn into individual performance targets MBO and Balanced Scorecard techniques used All employees’ objectives in line with organizational goals due to MBO

Interns Type: Supervisor Appraisal Level: Management Trainee
Method: Behaviorally Anchored Rating Scale (BARS) Frequency: Once at end of internship No salary increases or bonuses offered Excellently rated internship will help candidates in selection process

Management Trainee Type: Mix of Manager & Peer Appraisal
Level: Facility Manager, Other Management Trainees Method: Balanced Scorecard Frequency: Quarterly Promotion and salary increases as appropriate Training according to evaluation

Facility Manager Type: 360-Degree Appraisal
Level: Subordinates, Domestic Peers, Domestic CVP, Customers Method: Balanced Scorecard Frequency: Every 6 months, Customer feedback continuously Promotion and salary increases as appropriate

Country VPs Type: Manager Appraisal
Level: CEO, Chief Officers of Key Functions Method: MBO Frequency: Every 6 months Promotion and salary increases as appropriate Performance based bonuses according to organizational development

Chief Officers of Key Functions
Type: Manager Appraisal Level: CEO Method: MBO Frequency: Every 6 months Performance based bonuses according to organizational development

CEO Type: Manager Appraisal Level: Board of Directors UK Method: MBO
Frequency: Yearly Performance based bonuses according to organizational development Stakeholders should have influence

Compensation Objectives & Implementation Process
Apply strategic compensation planning approach Go beyond determining what market rates (wage survey) pay to be able to hire and retain the best talent Stay within reasonable budget Link compensation to organizational objectives Value-added compensation program Pay-for-Performance standard Wide range of compensation options Emphasize Comparable Worth Develop compensation system that is fair and commensurate with employees needs and expectations Reward enhanced performance Maintain high retention rates Establish open compensation policy standard

Indirect Compensation 30%
Compensation Model Direct Compensation 70% Indirect Compensation 30% Pay for Time Not Worked Vacations Sick Days Insurance Plans Medical Dental Base Pay Salary Incentives Bonuses Discounted Stock Gainsharing Security Plans Pension Social Security Disability Insurance Employee Services Educational Assistance Product Discounts Note: Model will vary according to country standards

Relative Job Worth Determined by Job Evaluation
Jobs are evaluated by point system Jobs are broken down into factors Degrees reflect different levels of difficulty associated with each factor Point manual will be developed according to system used Facility Manager’s relative job worth highlighted in yellow

Point System Example Factors 1st Deg 2nd Deg 3rd Deg 4th Deg 5th Deg
Skills Experience 20 30 40 50 60 Knowledge 70 80 Language 10 Communication 90 100 110 Teamwork 120 Accountability Responsibility Problem Solving Decision Making Leadership Job Conditions Mobility

Components of the Wage Mix

Compensation Policy for Top Management
Base salary Stock options Bonuses Expense accounts Car + phone + apartment (expatriates) Gainsharing

Compensation Policy for Middle Management
Base salary with “built in” progression Yearly bonus Gainsharing Phone

Geographical Considerations
Quality of life does not vary, salary does Establish mechanism to reflect accuretly the cost of living Pay according to the set of accepted standards of living, not salaries Rewards are given when most needed New Year in Russia versus Christmas in Europe

Conclusion Flat organization structure Intensive training
3 levels of management CEO Chief Officers of Key Functions and CVPs Facility Managers Intensive training Focus on tranfering corporate culture and values Improvement of skills Standard orientation for all employees

Conclusion Internal promotions Equal opportunities for employees
Careful selection process 8 stages Performance appraisal as needed Compensation varies by region 70% direct 30% indirect

Human Resource Management Plan

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