BP-CENTRO CASE Final Presentation HSEBA Mikkeli 21. June 2001

Agenda Team 1Vision Team 2Organizational Structure Team 3Planning Needs Team 4Top-Management Team 5 Middle-Management

Agenda Team 6Recruitment Team 7Selection Team 8Training Team 9Appraisal Team 10 Compensation

BP-CENTRO-Finland Objectives and Policies Joanne Ooi Po Ean Faradila Tokshim Heidi Honkanen TEAM 1 21 June 2001

Mission Statement S M A R T Specific Measurable Actionable Relevant Time-based 21 June 2001

Goals ORGANISATIONAL GOALS: Company's long term performance goals Manage globalization changes - proactive manner Commitment towards TQM Top shopping complex developer & operator Development of sufficient human capital Penetrate the new emerging markets 21 June 2001

Goals CORPORATE CULTURE & IMAGE: Integrated common corporate culture BP’s brand name and products SOCIAL RESPONSIBILITY: Financial performance and value to shareholders Environmental aspects 21 June 2001

Principles & Values Result of globalization:Result of globalization: - high quality - enhanced core competencies - difficult to imitate by competitors Image and perception:Image and perception: - standard image at all facilities - customer friendly services - top quality products Reliable employees:Reliable employees: -homogeneous staff -knowledge workers 21 June 2001

Code of Ethics  ethical behavior  competent performance  management excellence  innovative practice  equality of opportunity  social justice  unity of purpose  sustainable development 21 June 2001

Policies Internal Policies - high standard of professional conduct - commitment towards changes - embrace new technology - HRIS - comparable worth - prevent discriminationExternal Abide government regulations: - Health Regulations and Rights - Sexual harassment at workplace - Uniform Guidelines on Employee Selection - Taxation (Proliferation of new laws) 21 June 2001

Policies Management Style common management policies - applicable market wide Cultural Biases official language - English multi-linguist multinational employees recreational activities - develop harmony 21 June 2001

Policies Employment and Promotion - practice of EEO and AA - recruit from within - job rotation - internship programs - outsource, below mid-management levelWages escalator clauses pay grades pay equity 21 June 2001

Policies Compensation - expatriate incentives - annual bonus - workers compensation insurance 21 June 2001

Visions headquarter to centralize: - operation coordination - direct communication - foster corporate culture reduction in organizational layers strong multi-cultural HRM team work closely with: - franchisees - local business owners 21 June 2001

Visions Long-term focus in the Baltic, Russia and other Central Europe market: - regional manager for each region - country manager to supervise regional managers - develop new contact and local networks regional transportation and distribution channels Respect local cultural differences 21 June 2001

Vision Focus on: - customer loyalty - brand recognition effective marketing strategies advanced technology respond towards market costs minimization 21 June 2001

Sin-Hwa Yoon Hanna Per ä l ä Johanna Hautala Tapio Pallasvirta Human Resource Management TEAM 2

Matrix Teamwork Orientated Efficient and Proactive Importance of communication and coordination between different levels Organization Human Resource Management

HQ Finland, CEO HQ Finland, CEO HQ UK CM FINLAND CM RUSSIA INTERFACE RM FaM A.FaM CM BALTICS OPERATING FM FINANCE FM HRM FM MARKETINGFM

Importance of openness, communication, coordination Distribution of responsibility Flexible organization Build management potential Consistent with policies and objectives Human Resource Management Structure Analysis

Board of Directors Human Resource Management Report to the BP UK headquarters Members Tasks : Directs, supervises, generally advises and takes care of the relations CEO also runs the operations, i.e. communicates with Country Managers and with Functional Managers

Members : CEO, Functional Managers and Country Managers Tasks : To set overall strategy, visions and values Cross-functional operations Human Resource Management Top-Management Team

FUNCTIONAL MANAGER Organizational Relationships Human Resource Management COUNTRY MANAGER CEO REGIONAL MANAGER FACILITY MANAGER ASSISTANT FACILITY MANAGER

CEO Human Resource Management Reports to the HQ UK and to the Board Communicates with Functional Managers & Country Managers In charge of the countries ’ operations and functions

FUNCTIONAL MANAGERS FUNCTIONAL MANAGERS Human Resource Management Report to CEO Cooperate with the Country Managers and Regional Managers Managers in four fields of business: 1) Operating (Purchase & Logistics)Operating 2) FinanceFinance 3) HRMHRM 4) MarketingMarketing

Controlling of outsourced logistics Import Activities Purchasing Domestic Products PURCHASE & LOGISTICS FM PURCHASE & LOGISTICS FM Human Resource Management

Budgeting Financial Reporting Planning Taxation and foreign exchange Accounting information systems FINANCE FM Human Resource Management

HUMAN RESOURCE FM Human Resource Management Employee Development Employee Development Compensation &Employee Benefits Compensation &Employee Benefits Human resources planning Human resources planning Recruitment Labor relations planning Labor relations planning HRM

Creating the overall marketing policy Giving support in local marketing efforts Consistency in marketing Responsible for PR and advertising Participating in franchisee training MARKETING FM Human Resource Management

Report to CEO Communicate with Functional Managers, Regional Managers Every country has its own Responsible for the operations in the country, such as outsourced activities. COUNTRY MANAGERS Human Resource Management

REGIONAL MANAGERS Human Resource Management Report to Country Managers Work closely with the franchisees Supervise and control Facility Managers Responsible for openings and site locations Implement local level marketing strategies

Report to Regional Managers Day-to-day management Responsible for the complex as a whole Training employees FACILITY MANAGERS Human Resource Management

Report to the Facility Manager Assist the actual Facility Manager Maintenance of buildings ASSISTANT FACILITY MANAGERS Human Resource Management

Planning Needs Team Team 3 Anna Suominen Jenni Jokela Wolf-Marten Borgmann

Key jobs CEO In charge of Finland, Russia and Baltic Controls the whole operation Reports to HQ in UK Operates in Helsinki, Finland

Key jobs Functional managers 4 managers: marketing, finance, HRM, and operating Report to CEO in Finland

Key jobs Country managers There are three country managers Report to CEO in Finland

Human Resource Descriptions Regional managers Responsible for openings and site locations Implement local level marketing strategies Supervise facility managers Report to the country manager

Human Resource Descriptions Facility Manager/Assistant Facility Manager Day-to-day management Facility specific marketing and promoting Report to the regional manager

Outsourcing All functions below the middle- management p.ex.: cleaning, security, maintenance  no job description

Promotion Employees are mainly promoted within the company Facility managers  Regional managers Regional manager  Country manager Eventually send abroad

Entry Level Jobs BP Centro hires principally educated and/or experienced professionals Entry level employees could be: - Assistant facility managers - Middle management trainees Former interns

Job Analysis Planning Improve organizational performance and productivity Several options: - functional job analysis - critical incident approach - position analysis questionnaire system - job analysis in changing environment

Job Analysis Planning Recommendation: Job Analysis in Changing Environment - fast-moving, global environment - Russia and Baltic are developing markets - emphasis placed on successful performers rather than standard jobs and workers

Launching operation throughout Finland Opening 5 facilities Management training in the UK and locally Expansion to Russia and Baltic States Marketing Dpt. Implements general marketing strategies Plan: year 1

Plan: years 2-4 Within 3 years all facilities in Finland are open Baltic starting with Estonia in year 3 Russia starting in year 3  Regional Man.: 6 Domestic growth, gain market share Implement FJA, future personnel needs Additional recruiting with expansion Management training for Baltic and Russia staff

Plan: years 5+ Expansion in Latvia and Lithuania Expansion to Central Eastern Europe? HQ in Finland the center of all new markets Regional managers in Russia: 16

Year 1Year 2-4 Year 5 Finland5+15= =80 80 Russia = =272 Baltic = =40 Total: Facility Managers and Assistants needed

Year 1Year 2-4Year 5 CEO11 1 Functional Man.44 4 Country Man.33 3 Regional Man Facility Man Total: Managers needed

Top Management Job Descriptions JOB ANALYST TEAM: Anders Thomas Ria Vatanen Karoliina Ijäs

Common Requirements (1/3) Master’s degree 5-10 years work experience Capable to analyze a set of complex circumstances alternatives plan of action

Common Requirements (2/3) Precise analytical and strong leadership qualities Ability to express ideas clearly Excellent managing skills

Common Requirements (3/3) Languages Excellent computer skills Broad knowledge of host markets Commitment to BP Centro

CEO (1/2)  Overall responsibility  Work closely with:  Other department managers  Federal Government bodies  Franchisees : “The Mc Donald's”  Hold final decision power

CEO (2/2)  Company representative  Plan and implement future expansion  Providing vision and strategy

VP of Finance (1/2) Job Statement: –Establishes and maintains BP Centro’s financial policies and procedures –Provides operational and administrative direction –Ensures soundness of company financial structure –Manages company relationships –Reports to the CEO

VP of Finance (2/2) Essential Functions: –Analyzes operating results vs. plans and objectives –Provides financial operating reports –Provides procedures and systems –Custodian of funds, securities and assets –Conduit of information

VP of Operations (1/2) Job Statement: –Provides strategic and operational direction –Assists CEO in establishing strategic objectives –Evaluates results –Establishes and coordinates responsibilities –Reports to CEO

VP of Operations (2/2) Essential Functions: –Advises the CEO on strategic business development –Develops division strategy and organization –Encourages managers to evaluate and take actions –Sets performance goals to each division –Monitors division performance vs. performance goals –Leads program

VP of Marketing (1/2) Annual marketing plan Long term marketing strategy Overall marketing budget New sponsorships Execute the advertising strategy

VP of Marketing (2/2) Select media Product improvements Analyze and forecast sales Coordinate duties

VP of Human Resources (1/2) Strong, effective and respected HR organization Programs on staffing, recruiting, compensation and development Promote and strengthen the core-values of the company

VP of Human Resources (2/2) Market competitiveness Training modules Employee morale programs and events Delegate tasks to HR personnel

MID-MANAGEMENT JOBS Team 5 Heidi Idman Laura Orenius Johanna Saarinen Ethiopia Segaro Amanda de Wolfe

Organization Structure Middle Management CM Finland Regional Managers Facility managers CM Russia CM Baltics Regional Managers Regional Managers Facility managers Facility managers Ass. Fac. managers Ass. Fac. managers Ass. Fac. managers Internship Programs

Country Manager Responsibilities  Co-operates with the VPs  Defines the “big picture” of the country  Supervises Regional Managers  Manages the country budget  Oversees quality of overall service

Country Manager Qualification  Master’s degree (equivalent)  Experience of 8+ years  Excellent leadership skills  Excellent communication skills local language plus English  Ability to work under pressure  Excellent computer skills

Regional Manager Responsibilities  Supervises Facility Managers  Manages the regional budget  Responsible for the regional developments/activities  Performs related duties assigned by the Country Manager  Makes contracts with franchisees

Regional Manager Qualification  Bachelor’s degree (equivalent)  Experience of 5+ years  Excellent leadership skills  Excellent contract management  Good communication and interpersonal skills  Language skills: local language plus English  Good computer skills

Facility Manager Responsibilities  Reports to the regional manager  Supervises Assistant Facility Managers  Trains employees constantly  Supervises the quality of work  Responsible for the facility Manages day to day operations

Facility Manager Responsibilities Oversee the activities of Maintenance team Ensures that all work tasks are performed efficiently Ensures the smooth flow of work in the facility Flexible and ready to adapt to changes Able to lead and motivate employees

Facility Manager Qualification  Bachelor’s degree (equivalent)  Experience 3+ years  Intiative person and a good team player  Excellent communication skills  Strong leadership skills with the ability to demonstrate promotability

Assistant Facility Manager Responsibilities Partcipates in decision making Performs related duties assigned by the Facility Manager In charge of the facility’s needs

Assistant Facility Manager Qualification Polythecnic: Degree (equivalent) Availability 24/7 Prior work experience in the service sector preferred

Internship Programs Requirements: –Highly motivated –Enthusiastic with new ideas –Interested in working for the company –Positive attitude and good with people

Job Design Job Enlargement:  Giving more responsibilities  New tasks that require training  Assigning specific tasks

Job Design Job Enrichment:  Monetary compensation  Possibility for training  Possibility to travel and relocate

Job Design  Upward Communication system  Job rotation  Adjustments in workschedules (flex- time, 4day work week, job sharing)  Employee Involvement Group

Team 6 Aura Marttinen Philipp Messmann Elina Haverinen Mikko Penttinen Heta Ryynänen

What is Recruitment? Finding the best Individual for an open job! Who is our human capital ? Where can we locate it? Internal: Locating from within the company External: Locating from outside the company

Labor Market The area from which applicants are to be recruited. For BPC that means: Finland Russia The Baltics (Estonia,Lithuania,Latvia)

CEO How: Internally Chosen from and by the Executive Board of Directors Why:International Work Experience Within the Company Thorough Connaissence of the Company Knowledge of Company’s Culture and Core Competencies Prior experience of the company’s policies abroad When: Year 1

Functional Managers (VPs) How: Internally and Externally Efficiently searched by Executive Search Firms (‘Headhunters’) Why:Difficult to find qualified applicants only internally Experience/knowledge from the company preferred Experience in the functional field (HRM, Finance, Marketing, and Operations) When:Year 1 Finland Years 2 to 4 Russia and Baltics

Country Managers How: Internally and Externally Efficiently searched by Executive Search Firms (‘Headhunters’) Why:Difficult to find qualified applicants only internally Experience/knowledge from the company preferred When:Year 1 Finland Years 2 to 4 Russia and Baltics

Regional Managers How: Internally and Externally Local Newspaper Advertisements, Online (Intranet and Internet) Job Advertisements Why:Familiarity with local policies, culture, and language When:Year 1 Finland Years 2 to 4 Russia and Baltics

Facility Managers How: Internally and Externally Local Newspaper Advertisements, Online (Intranet and Internet) Job Advertisements, Public Employment Agencies, Universities Why:Familiarity with local policies, culture, and language Previous work experience preferred When:Year 1 Finland Years 2 to 4 Russia and Baltics

Assistant Facility Managers How: Internally and Externally Local Newspaper Advertisements, Online (Intranet and Internet) Job Advertisements Public Employment Agencies, Universities, Polytechnics Why:Familiarity with local policies, culture, and language, Previous work experience not mandatory When:Year 1 Finland Years 2 to 4 Russia and Baltics

Internship Programs and Job Rotation 3 month Internship programs in every new region for middle-level management Job rotation executed in a form of semi-annual two week exchange periods in another region/country in a similar position

Correlation Very poor CEO CM/FuM Job Title:Availability: Poor Fair Good Very good RM FaM AFM

Future Outlook Shift more from external to internal recruitment Employee referrals Posting and bidding Replacement charts Promotions

Team 7 Marjaana Kivioja Marcos Räisänen Satu Seppä Tiina Timonen Rami Virtanen

Qualifications CEO –leadership, strategy, knowledge about the company, communication, teamwork, analytical and language skills Functional Managers –communication, interpersonal and functional planning skills (HRM, Finance, Marketing, and Operations ), ability to work under pressure

Qualifications Country Managers –familiarity with local policies, culture, and language, communication, interpersonal skills Regional Managers –familiarity with local policies, culture, and language, communication, interpersonal skills

Qualifications Facility Manager –individual and team work abilities, organizing and leadership skills, communication Assistant Facility Managers –readiness to learn, motivation, team working ability

Selection process Initial interview in HR Dep. Employment tests Background investigation Supervisory interview Medical examination Preliminary selection in HR Dep. Application Review Hiring decision NB: an applicant may be rejected after any step in the process

Selection Process Application Review

Review of applications and resumes Put candidates in order of best qualified Select the most appropriate applicants

Selection Process Application Review Initial interview in HR department

Initial interview in HR Department Highly Structured Interview –Questions Based on Job Requirements –Distinct Types of Questions –Sample Good Responses –Multiple Raters –Consistency Applied –Documentation –“Fostered by EEO Requirements”

Types of Interview Questions  WARM-UP QUESTIONS e.g.What made you apply for this position?  WORK HISTORY e.g. What special aspects of your work experience have prepared you for this job?  JOB PERFORMANCE e.g. Everyone has strengths & weaknesses as workers. What are your strong points for this job?  EDUCATION e.g. What special aspects of your education or training have prepared you for this job?  CAREER GOALS e.g. What is your long-term employment or career objective?  SELF-ASSESSMENT e.g. What kind of things do you feel most confident in doing?  MOTIVATION e.g. What is your professional goal?  WORK STANDARDS e.g. What are your standards of success in your job?  LEADERSHIP e.g. What approach do you take in getting your people to accept your ideas or department goals?

Selection Process Application Review Initial interview in HR Dep. Employment tests

Perform psychological and honesty tests Teamwork ability tests Good predictor of job performance

Selection Process Application Review Initial interview in HR Dep. Employment tests Background investigation

Check references and work history Good citizen (criminal record) Reliability of applicant Information will be obtained from: –former employers –school, college, university officials –credit bureaus –individuals named as references

Selection Process Application Review Initial interview in HR Dep. Employment tests Background investigation Preliminary selection in HR Dep.

Preliminary Selection in HR Dep. Ranking of applicants based on previous processes Select the best candidates for “second” round

Selection process Application Review Initial interview in HR Dep. Employment tests Background investigation Preliminary selection in HR Dep. Supervisory interview

Supervisory Interview In depth panel interview, behavioral type questions (conducted by closest supervisor, consultant and representative of HR department ) Multiple opinions In depth knowledge about applicants behavior and decision making capabilities

Selection Process Application Review Initial interview in HR Dep. Employment tests Background investigation Preliminary selection in HR Dep. Supervisory interview Medical examination

Given to ensure that the health of an applicant is adequate to meet the job requirements Test held by professional medical institution Protection against possible later law suits Can be costly

Selection Process Initial interview in HR Dep. Employment tests Background investigation Supervisory interview Medical examination Preliminary selection in HR Dep. Application Review Hiring decision

Hiring Decision Goal of the whole application process (most important step) Final decision based on all steps of the selection process

Selection Process Tasks: Functional, Country and Regional Managers Positions Outsourced HQ Outsourced HQ Application Screening Initial Interview Employment Tests Background Investigation Preliminary Selection Supervisory Interview Medical Examination Hiring Decision

Selection Process Tasks CEO –elected by Executive Board of Directors Facility and Assistant Facility Managers –conducted by closest supervisor and representative of HR department

Cost Partnership with global consulting agency Outsourcing selection process reduces personnel needs and expenses in HR department Selection methods are designed to reflect the importance of specific position Opportunity Cost

Validity and Reliability The combination of the different steps in the selection process will assure that each applicant’s characteristics are correctly evaluated Reliability –More than one interviewer at supervisory interview –Standardization e.g. BP employment test

Training and Career Development Marjo Metsälä Robert Pably Jenni Helppi Hanna Välisalo

Training Layers Top management (CEO, VPs, CM) Regional Managers Facility Managers Assistant Facility Managers Internship Program Management Trainee Program

Orientation Orientation is for all employees –Orientation packet Top Management in UK Lower layers in Helsinki

Top Management-CEO Objectives –Create Corporate Culture, Internalizing Policies and Procedures –Create Effective Internal Relationships Methods –Staff Meetings –Seminars and Conferences in UK/USA –Mentoring/ Coaching

Top Management- FuM, CM Objectives –Create Corporate Culture, internalizing policies and procedures –To develop communication skills interpersonal skills functional skills Methods –Staff Meeting –Seminars and Conferences in UK/USA –Mentoring/Coaching –Lateral Transfer –Management Games –Case Studies –Behavior Modeling –Role Play

Regional Manager Objectives –Create Corporate Culture, Internalizing policies and procedures –Create positive Working Environment –To develop Good Communication Skills Good interpersonal skills Methods –Job Rotation –Staff Meetings –Lateral Transfer –Mentoring/Coaching –Case Studies –Behavior Modeling –Role Play –Benchmarking –Voluntary Courses

Facility Managers Objectives –Create Corporate Culture –Franchisee relations –To develop Communication skills Leadership skills Organizational skills Stress Management Methods –Job Rotation –Staff Meetings –Lateral Transfer –Mentoring/Coaching –Case Studies –Behavior Modeling –Computer-assisted instruction –Voluntary courses –Role Play

Assistant Facility Managers Objectives –Create Corporate Culture, Internalizing Policies and Procedures –To Develop Team Work Quality Control Communication skills Methods –Job Rotation –Lateral Transfer –Mentoring/Coaching –Behavior Modeling –Computer-Assisted instruction –Voluntary Courses –Role Play

Internships Objectives –To create a recruitment pool for future employees –Familiarize future employees with the Corporation Culture Methods –On the Job Training –Mentoring/Coaching

Management Trainee Programs Objectives : –Develop management abilities and knowledge in Practice Methods –Job Rotation –Case-Studies –In-Class training –Mentoring/Coaching

Training Methods

Training Schedule

Baltics and Russia Orientation –Top Management to UK –Lower layers trained locally Training Process –Same as in Finland

Performance Appraisal Team 9 Niina Saarinen Helen Jiang Miia Wahlroos Laura Malin

Administrative Purposes Compensation HR functions: promotion, transfer, layoff HR planning “Paper trail” Influences employee behavior => improves organizational performance

Developmental Purposes Individual development –Feedback and discussions –Possibility to improve job performance, not only evaluate past Eliminate problems New goals Training needs

Cultural Characteristics Appraisal - an unfamiliar concept –Traditionally only hard facts measured –Qualitative sides neglected Finns tend to be discrete –Avoid negative feedback –Seldom discuss personal traits Russians and Baltics are different from Finns

Rating Methods Results Method –Management by objectives (MBO) Behavioral Method –Behavioral observation scales (BOS)

Sample Items General skills Management/Leadership skills Management SkillsActualRequested by position Comments ________ -Planning ________ -Organization ________ -People development ________ -Decision making ________ -Control ________ Ranking A B C D E

Training of Appraisers Explain the objectives Define the standards Avoid misunderstanding Reduce biases Using the form –Scales and rankings –Comments serve as references for interview

CEO Appraisal Annually –Self-appraisal –HQ –Functional managers –Country managers Semi-annually –MBO

Requirements Co-operation Objectives easily quantifiable The employees can control the process and outcome Consistent goals Review times specified

MBO Advantages Mutual goal setting Reward and promotion decisions Objectives defined Performance improved Co-operation improved

MBO Disadvantages Time consuming Costly Some goals difficult to measure Hard to get full commitment

Functional and Country Managers Annually –Self-appraisal –360-degree appraisal Semi-annually –MBO

Regional, Facility and Assistant Facility Managers Annually –Self-appraisal –360-degree appraisal

360-Degree Advantages Comprehensive system Quality of information Lessens bias/prejudice Complements TQM Increases employee self-development

360-Degree Disadvantages Administratively complex Feedback can be intimidating Conflicting opinions Invalid evaluations

To Ensure Quality and Acceptance Assure anonymity Use statistical procedures Identify and quantity biases Make respondents accountable Prevent “gaming” of the system => Training

Appraisal Interview Data analyzing –HR department Face to face conversations –Feedback –Training needs

TEAM 10 Presented by Satu Strömberg Maria Rintala Laura Hirvonen

COMPENSATION POLICIES Competitive base salaries Bonus system 1: MBO –CEO –Country Managers –Functional Managers Bonus system 2: Other bonuses –Regional Managers –Facility Managers – Assistant Facility Managers

COMPENSATION POLICIES (Cont.) Indirect Compensation Open Pay Policy Non Financial Compensation

FINNISH REGULATIONS Equal rights law No legislated minimum wage (Työsopimuslaki 17 §) Right for paid vacation or for vacation compensation P arents and family take-off Regulated working hours - overtime agreed with employee - working hours not subject to business hours

POINT SYSTEM

RATE STRUCTURE

SALARY RANGES monthly FIM

EXPATRIATES Expats are paid according to their home country’s salary range Premium paid to cover the host country’s cost of living

BENEFITS Flexible benefits package Management option program for CEO

CORE BENEFITS Apartment guaranteed Health care Day care Cellular phone Recreational facilities Meal ticket

ADDITIONAL BENEFITS IN FINLAND Company car or company bicycle Fitness benefits Discount on goods and services –purchased from the complex

ADDITIONAL BENEFITS IN RUSSIA AND BALTIC Education for children Additional health services Fitness benefits Discount on goods and services –purchased from complex

Have a nice summer-break !!! & bye, bye, Randy :-))) HRM class 2001