HR-chefen nr. 6 2014 - HR i forretningen

2014

tidsskrift om personaleledelse

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udgivet af Dansk HR

Inspiration hentes fra udlandet HR til gavn for hele universitetet Lisbeth Møller, Vicedirektør for HR & Organisation på Københavns Universitet side 16

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HR i forretningen Er HR kommet tættere på direktionen? side 28

Se alle dine medlemsfordele side 36

Afskedigelse af ældre medarbejdere var aldersdiskriminerende side 60

Danmarks bedste HR- og lønløsning Hos PBJ A/S har vi i mere end 25 år leveret HR-løsninger til danske virksomheder og offentlige institutioner.

Kom nemt og hurtigt i gang Ring til os på tlf. 43 62 74 00 eller besøg os på www.pbj.dk.

Vi oplever en enorm efterspørgsel på vores løsninger, der hele tiden udvikles og suppleres efter de behov, vi ser hos vores kunder. Senest er APV-løsningen, Workcyclus, kommet til.

Epos består af moduler inden for HR, løn og rekruttering og er blandt Danmarks mest fleksible og brugervenlige løsninger.

FIND MERE INFORMATION PÅ WWW.PBJ.DK ELLER RING 43 62 74 00

PBJ A/S www.pbj.dk Telefon 43 62 74 00

BRØNDBY Kornmarksvej 6 2605 Brøndby

AARHUS Sindalsvej 30 8240 Risskov

HR i forretningen – selvfølgelig!

| Lederen

HR i forretningen – selvfølgelig!

Næsten 70 % af alle HR-afdelinger globalt set er løbende i dialog med direktionen vedrørende optimering af den interne organisationsudvikling

Det er indlysende for alle, at HR skal være en del af forretningen, og vi ved godt, er vi ikke det, og leverer vi ikke resultater, så kan vi som alle andre afdelinger lukkes ned eller downsizes.

Denne viden har afstedkommet, at HR i mange år har søgt at bevise sit ”værd” målt på ROI på HR-aktiviteter og har søgt indflydelse på direktionsgangen.

Med et tema som ’HR i forretningen’ vil vi derfor ikke give bud på, hvorfor HR skal være en del af forretningen, eller hvordan vi skal dokumentere det. I stedet vil vi give en række super gode eksempler på og indspark til, hvordan man kan blive en fast og værdsat del af forretningen.

For der er ikke kun én vej. Se de mange forskellige eksempler på, hvordan HR kan få indflydelse, hvordan HR-partnering sikrer HR helt ud i organisationen, hvordan et godt samarbejde mellem HR og linjelederne giver værdi for forretningen, og hvordan HR´s fokus på de eksterne muligheder og trusler giver mulighed for at skabe værdi for forretningen.

Med disse gode eksempler har vi forhåbentligt givet god inspiration til næste år arbejde, og vi vil i den forbindelse gerne fra DANSK HR’s side sige tak for i år. Vi glæder os til sammen med jer at tage hul på mange spændende nye emner og aktiviteter i 2015.

Til slut ønsker vi jer alle en rigtig glædelig jul og et godt nytår.

God læselyst.

Det skal HR fortsat, men HR-afdelingerne skal også være klar over, at i mange virksomheder kender man faktisk allerede værdien af HR. Denne påstand understøttes blandt andet også af den helt nye Cranet-undersøgelse (2014), der viser, at HR rykker tættere på topledelsen og i en større grad understøtter forretningen. Ifølge undersøgelsen er næsten 70 % af alle HR-afdelinger globalt set løbende i dialog med direktionen vedrørende optimering af den interne organisationsudvikling, så virksomhederne ved godt, at HR er helt nødvendigt.

Chairman Kim Staack Nielsen, MBA, BA, Dansk HR

Kommende nummer af HR-chefen – se årets temaer på www.danskhr.dk

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hr chefen | indhold

TEMA artikler

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Service med et menneskeligt pift – jorden rundt

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Menneskene er midlet til HR-afdelingens succes

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Hos ISS handler succes om at give kunderne mindeværdige øjeblikke. Derfor har organisationen arbejdet med at opbygge en global servicekultur.

øvrigt INDHOLD

Hvis mennesker er vigtigere end maskiner, hvorfor bruger vi så flere penge på og ser et større udviklingspotentiale i sidstnævnte? Kan vi ændre det?

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Leder

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Indhold

36 Medlemsinformation

Inspiration hentes fra udlandet

Københavns Universitet har bl.a. internationalisering og inddragelse og styrkelse af ledelse på den HR-politiske dagsorden. Få et sjældent kig ind i en af Danmarks største og mest forgrenede HR-funktioner.

HR’s rolle i virksomhedens nye forretningsmodeller

Forretningsmodellerne udvikler sig i disse år, fordi fokus ændrer sig fra produkter og services til i højere grad at fokusere på at løfte udfordringer, der er for komplekse til, at virksomheden kan løfte den selv.

HR rykker tættere på direktionen

HR er på mange måder et udsat område, og kravene til optimering, performance og ikke mindst til at være en del og endnu tættere på forretningen og den øverste ledelse er skærpet.

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HR-portræt – BLÆK-ket må ikke tørre ud

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Artikel: Tre gode grunde... til at gøre arbejdspladsen mere rummelig

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Artikel: Sådan udarbejdes en strategi for øget kundeorientering

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Klumme: Hvorfor ambasadør for DANSK HR

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EAPM: Brugermanual for medarbejdere

53 Artikel: Har du styr på reglerne om ligebehandling?

Gender Intelligence handler om meget mere end ligestilling mellem kønnene

Læs hvordan man kan arbejde med Gender Intelligence og få det til at give værdi for forretningen. Særligt når det handler om langt mere end køn.

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PWC: Skat & HR

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HR nyhedsspot

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Advokaterne Aktuelt

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Survey & Support: Cranet-undersøgelsen 2014

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DANSK HR – Medlemsservice

2014

6 Forside: Lisbeth Møller Vicedirektør, HR & Organisation Københavns Universitet

Udgiver Dansk HR Brunbjergvej 10A 8240 Risskov Tlf.: 86 21 61 11 Fax: 86 21 61 22 E-mail: info@danskhr.dk www.danskhr.dk Medlemskab Kr. 3320,- plus moms om året.

Kan tegnes på tlf.: 86 21 61 11 HR-chefen udkommer seks gange årligt

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Chairman Kim Staack Nielsen, MBA, BA ksn@danskhr.dk

Marketing Manager Mona Tjørnelund Hansen Cand.ling.merc. mth@danskhr.dk

Financial Controller Irene Knudsen ik@danskhr.dk

Psychologist Mette Kroier Cand.psych. mek@danskhr.dk

Editor Chief of Staff Mette Nørlem Cand.jur. mn@danskhr.dk

Sales Representative Tom Jensen tj@danskhr.dk

Coordinator Marianne Jensen mmj@danskhr.dk

Netværkschef Vivi Bay vb@ danskhr.dk

Communication Manager Marie Korsgaard MA corp.comm mko@danskhr.dk

Graphic Designer Dorethe Nielsen Grafiker dn@danskhr.dk

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Foto: BB Studio

Tryk VIBLA Tlf.: 70 26 63 00 ISSN: 2245-9405

Danish Representative of EAPM (European Association for people Management) www.eapm.org DANSK HR støtter:

Spar værdifuld tid, når du rekrutterer Jobindex er meget mere end en jobportal

NOGLE SYNES, DET ER SVÆRT at få formuleret en god, sigende og målrettet jobannonce uden floskler – og bruger (for) lang tid på den. Andre vil hellere bruge deres tid på at tale med kandidaterne frem for at håndtere ansøgninger og sende ”kvitteringer” og afslag.

BRUG VORES SERVICES TIL DINE TIDSKRÆVENDE OPGAVER, SÅSOM AT: • håndtere hele ansøgningsprocessen; fra at skrive jobannoncen over håndtering af ansøgere til afsluttende telefonscreening. Tilbage er kun for dig at interviewe de 3-5 mest interessante kandidater • besætte kritiske stillinger hurtigt • hjælpe dig med at finde de svære profiler FÅ TID TIL DE OPGAVER, DER SKABER VÆRDI Hvis du ikke har brug for assistance til hele ansættelsesprocessen, kan vi hjælpe dig med dele af den. På den måde får du frigivet tid til at fokusere på de opgaver, der skaber værdi. Og som måske giver dig mere trivsel på jobbet.

Ring allerede i dag, og hør uforpligtende mere på 38 32 33 55.

Jobindex A/S Holger Danskes Vej 91 2TV 2000 Frederiksberg Tlf. 3832 3355 info@jobindex.dk www.jobindex.dk

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hr i forretningen

Service with a Human Touch around the globe Success is all about making memorable moments, says facility service provider ISS, where a new employee training programme is building the global service culture

Af Cath Mersh, Corporate communication consultant & journalist

Loyal, returning customers are what the job is all about for service employees. It means they have both met and exceeded customer expectations – and earned themselves appreciation for their efforts along the way.

Training the human touch One of the world’s largest facility service companies, ISS is currently rolling out a new training programme to help its 520,000 employees provide this kind of memorable service for every customer every day of the year.

Christian Lauritzen People Engagement Manager, HR

Most of us can remember a hotel stay or restaurant visit based on the kind of service we received. If the experience was bad, the chances are we will never set foot in the place again. If it was good, on the other hand, the staff of that hotel or restaurant are not only likely to see us return, they are also likely to welcome some of the people who act on our warm recommendation.

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The programme is called ‘Service with a Human Touch’, and it comprises a suite of training workshops and activities, all designed to empower and inspire people throughout the organisation to deliver the great service that makes a difference to those on the receiving end.

“Our reason for being is to create value for customers by taking over their non-core activities so they can focus on what they do best.

But, when serving thousands of public and private sector customers in more than 50 countries around the world, it can be a challenge to ensure a shared service mindset and a consistent approach,” says ISS People Engagement Manager, Christian Lauritzen, who is project manager for the programme’s global rollout.

“This is what we are aiming for with our new service training. Our ultimate goal is to become the world’s greatest service organisation. Each and every member of our global team has a role to play in getting us there.”

It all starts with the customer ‘Service with a Human Touch’ is a programme which consists of three elements, focusing on the need to create awareness of customer expectations among service employees; the need for managers and supervisors to empower and coach the service employees; and the need to sustain the service culture in the long-term.

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A talk about service for the customers

ISS has named the first part of its programme ‘Living Service with a Human Touch.’ Aimed at service employees, this six-hour workshop focuses on five key customer expectations and explores the service behaviour necessary to fulfil them.

Participants learn that the ability to read customer signals is the starting point for every good service experience. The next steps of the programme focuses on communication, listening and talking to customers, anticipating customer needs and focusing on making a proactive, personalised difference.

Awareness of situations that requires an apology and continuous attention to customer satisfaction are equally an important part of the programme.

“To provide outstanding service, our employees must spend time getting to know individual customers and use their initiative to create memorable moments for them,” Lauritzen explains.

Leading the teams to do the best job Before the service employees can do that, however, they need the right coaching and support. ISS has made this the theme of the programme’s second part – ‘Leading Service with a Human Touch’ – aimed at managers and supervisors.

Switching away from customer expectations, the training invests six hours in the managerial contribution to high quality service. Here, the focal point is the core expectations of employees, who seek training, empowerment, assessment, coaching and recognition. The ability of managers and supervisors to meet these expectations is fundamental to leading an engaged and motivated team.

Sustaining the long-term culture Having laid down the foundation of good service behaviour, ISS is naturally interested in maintaining

the momentum. The programme’s third part takes this on board with continuous training under the heading ‘Sustaining Service with a Human Touch’.

Comprising short, team-based, interactive activities delivered by managers during team briefings and monthly meetings, the package also includes the ISS Reward & Recognition programme, where customers and colleagues are invited to acknowledge those employees who deliver great service.

A consistent message across borders ISS has invested considerable energy in designing training materials with a high learning impact in mind. In order to ensure consistent messaging across languages and cultures, the materials have been branded and standardised, with large, colourful visuals that invite participants to explore and discover the key messages.

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Service in the team

Of course, it takes more than good materials to get the job done. ISS has spent a lot of time finding exactly the right people to build the global service culture. Each trainer is required to demonstrate their ability to deliver the workshops by completing a 30-day challenge. Local activities are managed by specially trained country champions.

Even the small differences count ISS began rolling out the service training in 2013. Around 3,000 employees in 21 countries have participated in the workshops and continuous training activities so far.

One of them is Kim Kruse, who is deputy manager in the ISS-run kitchen at the Nordea head office in Copenhagen.

“I smile more and am more aware of the impression I am making. It’s

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important to find time to serve the customer and make that extra effort,” he says.

in good service,” says Trine Thorn, Head of Workplace Management at Nordea Denmark.

Sometimes, it is surprising how little it takes to make a difference that customers remember.

Eventually, the training programme will be expanded to all corners of the ISS organisation, which provides cleaning, property, catering, support, security, facility management and integrated facility services across Europe, Asia, North America, Latin America and Pacific.

“Only last week, one of our customers was arriving late in the canteen and couldn’t find anything she wanted to eat among the food that was still left. She was very pleased when I offered to make her a sandwich instead,” Kruse explains.

Part of the customer’s own team At Nordea, the positive effect of the service training has definitely been noticed.

“ISS’ employees have become much more visible. We see them as a permanent extension of our team. ISS has really shown that it takes pride

ISS is not in doubt that the training is a good investment. A global service culture dedicated to securing satisfied customers and employees is the perfect foundation for the company’s future growth. Based on current estimates, the market for outsourced global facility services is worth the tidy sum of around USD 1 trillion – and forecasted to grow at the rate of 9% up to 2018.

With prospects like that, making a difference is worth all the effort.

READ MY SIGNALS

TRAIN ME

COMMUNICATE WITH ME

EMPOWER ME

SUPPORT ME

OBSERVE AND ASSESS ME

MAKE A DIFFERENCE FOR ME

COACH ME

MAKE IT RIGHT FOR ME

RECOGNISE ME

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