1 CAREER DEVELOPMENT PATHS IN POWER SECTOR 12th WEC CENTRAL & EASTERN EUROPE REGIONAL ENERGY FORUM - FOREN Daniela Scripcariu CEO Camelia Tatarau HR Development Manager CHOOSE EXPERTS, FIND PARTNERS
2 Career development paths in power sector June 14 2 TABLE OF CONTENT Introduction Why Tractebel Engineering (TE) talks about career General aspects on career Career development paths Career management in TE A. Performance Management B. Career management interviews C. People Review, succession planning D. Development tools Career: from HR experience Scenarios on career path Example of successful career in TE RO Cooperation TE - Universities Tractebel Engineering at a glance
3 Career development paths in power sector June 14 3 INTRODUCTION Recently, psychology studies demonstrated that positive attitude brings performance, success and career accomplishment Positive attitude has a strong physiological ground because depends on us to induce ourselves a positive mood: with a simple smile, our brain interprets that something positive has happened and produces endorphins So, let s start with
4 Career development paths in power sector June 14 4 WHY TE TALKS ABOUT CAREER Tractebel Engineering (TE) is an international engineering company that provides high quality, state-of-the-art engineering and consultancy services, having as unique and valuable resource the human resources Development of competencies as part of the career must look to market needs Development of competencies requests long periods of practice and coaching A complex, but great challenge for a company TE has a company culture and a long lasting experience in HR development
5 Career development paths in power sector June 14 5 GENERAL ASPECTS ON CAREER Development of a company and development of employees careers are strongly interconnected, as they stimulate each other for growth and progress The most important actors in the career development are: The Employee (main actor : each employee is the CEO of his career ) The Company by Managers HR (through interactions and processes put in place) Mentors (through knowledge transfer) The market needs The attitude regarding growth (professional and personal) plays a major role to build a successful career
6 Career development paths in power sector June 14 6 CAREER DEVELOPMENT PATHS A normal evolution path, in a dynamic business environment: Current Job Description Current Job Description DEVELOPMENT OF COMPETENCIES
7 Career development paths in power sector June 14 7 CAREER MANAGEMENT IN TE Career management consists in planning and modelling the employees development in organization, according to organizational needs and individual professional preferences and talents. Career management is based on key HR processes, as: A. Performance management B. Career management interviews C. People review, succession planning D. Development tools See details in following slides
8 Career development paths in power sector June 14 8 A. PERFORMANCE MANAGEMENT Represents the pillar of HR processes because provides the correlation between company strategy and employees activity and their development Participants: Employee, direct manager, HR manager We define annual S.M.A.R.T. objectives for each employee, correlated with: company objectives and personal development objectives of employees (we build Personal Development Plans) We evaluate the annual performance of each employee based on: job description achievements in personal development We organize annual individual evaluation meetings between each employee and direct manager when: each employee receives feedback both employee and manager have the possibility to adapt permanently the actions in career development We reward the annual performance through: remuneration increase correlated with job description and personal development performance bonus, based on: collective performance and individual performance
9 Career development paths in power sector June 14 9 B. CAREER MANAGEMENT INTERVIEWS Scope: clarify employees expectations about career and offer information about career opportunities in the company Participants: Employee and HR manager Career management interviews are organized periodically Based on employee s request Based on management or HR manager proposal Key People and High Potential have priority to participate in these interviews The results of the interviews are communicated to direct and top management The information from career management interview are support during annual individual meeting from Performance Management process (support to align company s objectives with employee s objectives)
10 Career development paths in power sector June C. PEOPLE REVIEW, SUCCESSION PLANNING Scope: provides the appropriate resources (competencies, qualification, number, etc.) for business activity People review is an annual process done by management and HR We analyze the list of Key People (KP), High Potentials (HiPos) and Leaders For Tomorrow (LFTs) in order to re-confirm and to update the list, based on HR evolutions For each KP, HiPo and LFT the history of their careers and development in TE are recorded and we propose the new career steps, based on individual discussions (see A) and career management interviews (see B) with them Succession planning is done annually to and refers to preparation of future successors for key positions in the company
11 Career development paths in power sector June D. DEVELOPMENT TOOLS Development objectives are set during Performance Management process The practical development tools are selected based on individual needs, and they can refer to: Training with third parties Romanian or international trainings suppliers (including trainings funded by European Union) Tractebel Engineering School Training on the job E-learning training on CrossKnowledge (free online training platform of GDF SUEZ, with thousands of trainings and modules on development ) Participation at conferences, workshops, seminars Membership of scientific bodies Coaching Based on all individual actions, the company builds the Annual Training Plan
12 Career development paths in power sector June CAREER: FROM HR EXPERIENCE Over 70% of employees from management positions developed a strong career in TE, being promoted or internally recruited from different job families. Before any promotion there is a period dedicated to development of competencies through responsibilities enlargement, exposure to new tasks Any promotion is based on an important mix between technical competencies and communication / interpersonal / leadership skills For a successful career, technical competencies and other skills are needed
13 Career development paths in power sector June SCENARIOS ON CAREER PATH Expert Senior Engineer Expert Internaţional Expert or Technician Project manager Project Manager 1 Project Manager 2 Project Manager 3 Project Director Engineer 1 Engineer 2 Engineer 3 or Marketing & Sales Tender Manager M&S Director Business Dvlp. Mng. or Management Team Leader Departament Director Executive Director Strategy Director CEO Note: applied in Tractebel Engineering
14 Career development paths in power sector June EXAMPLE OF SUCCESSFUL CAREER IN TE Current position: Executive Director Seniority in TE: 13 years Evolution in the company: Engineer Project Manager Department Director Executive Director Career development paths: enlargement of responsibilities, mobility (01 year), training, coaching and promotions Success factors of his career: Passion for the domain - Open for new challenges Leadership skills - Internal motivation Personal dedication - Commitment
15 Career development paths in power sector June COOPERATION TE UNIVERSITIES 1/2 Tractebel Engineering has a long history and a very good cooperation with (technical) university environment, as UPB, UTCB, UTC, etc. Age pyramid is a proof that we sustain development of young engineers
16 Career development paths in power sector June COOPERATION TE UNIVERSITIES 2/2 Most of our young employees are recruited based on very good cooperation with Universities Flexible time attendance in order to support young engineers to follow PhDs and master studies TE RO participates to job fairs organized by Universities TE RO provides internships for students TE RO develops common projects with Universities for research / studies for stakeholders
17 Career development paths in power sector June TRACTEBEL ENGINEERING AT A GLANCE International perspective An international engineering company that provides high quality, state-of-theart engineering consultancy services for the energy and infrastructure sectors 469 M Turnover in employees 22 countries 47% outside Belgium and France More than 100 years of experience!
18 Career development paths in power sector June TRACTEBEL ENGINEERING AT A GLANCE Unique positioning Pure engineering and consultancy profile Integrated approach of the power & gas sectors Independent expertise in all technologies Independence from any equipment supplier Business experience with all competitive providers & contractors High level expertise through operational experience Knowledge of all relevant technologies Access to Operation & Maintenance feedback since part of GDF SUEZ Active participation in R&D programs Local presence through Regional Companies in 20 countries Top class quality guaranteed by the Headquarters Broad scope of services including EPCM as an alternative to EPC Engineering, Procurement, Construction and Management of investment projects in a multicontracts approach with a bonus / malus formula
19 Career development paths in power sector June TRACTEBEL ENGINEERING AT A GLANCE In Romania Active in engineering for power and infrastructure since 1997 Employees: 155 (end 2013) Relevant certifications in Romanian market: - Integrated management system QHSE (ISO 9001:2008, ISO 14001:2004, OHSAS 18001:2007) - ANRE for design of electrical installations - CNCAN certification for design in nuclear field - Social responsibility - Railways, airports, etc. + others Contributing to major projects for: - Electrical substations and lines, power generation, renewables, energy efficiency - Roads, motorways, hydrotechnical works, water and waste water projects - Others 46% 54% POWER INFRASTRUCTURE
20 Career development paths in power sector June Thank you for your kind attention!
The motivation and satisfaction of the students towards MBA at Karlstad University Business Administration Master s Thesis-One year program (FEAD01) 15 ECTS Academic Year Spring 2011 Thesis Advisors Inger
Integrating virtual mobility in international work placements Edited by Mariet Vriens & Wim Van Petegem Background: the EU-VIP project Table of contents 01 Context and definitions................................................
BATTLE OF THE NUMBERS is a project for major corporations who want to turn words into actions, when it comes to getting more women into operative and decision making positions. Summary November 21, 2013
Succession Planning Tool Kit Succession planning is the process of identifying the key leadership positions within each department and developing employees within state government to assume these positions.
Talent Management What is it? Why now? May, 2006 Josh Bersin, Principal "Talent Management" has become one of the most important buzzwords in Corporate HR and Training today. In this article we will explain
Retaining and Developing High Potential Talent Promising Practices in Onboarding, Employee Mentoring & Succession Planning TABLE OF CONTENTS Executive Summary 3 Diversity and Inclusion 4 Building a Talent
ATO Management Services Community Enterprise Proofs of Concept for Succession Planning & Management and Career Progression Plan As Supported by The Leadership and Career Development Partnership (LCD) May
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
Sales & Marketing Sales & Marketing Salary Survey 2013 Sales & Marketing 1 Michael Page Salary Survey 2013 -Sales & Marketing 2 MICHAEL PAGE CEO s Letter Dear Customers, We are pleased to present the studies
Work at IFAD: Make a difference Who we are The International Fund for Agricultural Development (IFAD) is an international financial institution and a specialized United Nations agency dedicated to eradicating
National Strategy for Higher Education to 2030 Report of the Strategy Group January 2011 Published by the Department of Education and Skills Distributed by the Government Publications Sales Office Le ceannach
Human Resources at a Glance December 2011 Photo Credits: Khomulo Anna, used under licence from Shutterstock.com / Layout: firstname.lastname@example.org Table of contents Human Resources Guiding Principles...
World Bureau, Olave Centre 12c Lyndhurst Road, London NW3 5PQ, England telephone: +44 (0)20 7794 1181 facsimilie: +44 (0)20 7431 3764 email: email@example.com www.wagggs.org Registered as a Charity
HR Series for Employers Succession Planning Retaining skills and knowledge in your workforce Catalogue Item # 759914 This publication is available to view or order online at alis.alberta.ca/publications.
Skills and Passion to Improve Lives in Asia and the Pacific ii Our People Strategy We serve the poor of Asia and the Pacific. To help improve the lives of our clients, ADB seeks and develops people who
DETAILED WORK PROGRAMME ON THE FOLLOW-UP OF THE OBJECTIVES OF EDUCATION AND TRAINING SYSTEMS IN EUROPE 1 TABLE OF CONTTS EXECUTIVE SUMMARY page 4 1 Introduction page 6 2 Education and training, a key priority
People Capability Framework The Intelligence Edge for a Secure Australia If you want one year of prosperity, grow grain. If you want ten years of prosperity, grow trees. If you want 100 years of prosperity,
All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Management and Organizational Change (P.4) Leading Strategic Decision
The Business Case for Performance Management Systems A Handbook for Human Resources Executives and Managers Josh Bersin Principal Analyst January 2008 BERSIN & ASSOCIATES RESEARCH REPORT v.1.0 The Business
FOLLOW PROMOTION AND FOLLOW-UP OF GRADUATE EMPLOYABILITY IN EUROPEAN EXECUTIVE REPORT HEIS This project has been funded with support from the European Commission. This publication reflects the views only
Final Report DECEMBER 2008 Succession Planning Best Practices and Tools for the Canadian Electricity and Renewable Sector www.brightfutures.ca 1 This project was funded by the Government of Canada s Sector