Risk management competency dictionary

1. Talent management lpbr
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4. GEEN TALENT MAG BRAAK LIGGEN
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5. ORGANIZATION LIFECYCLE
5 Value-added
industry
Profits
Innovate
Streamline
Fleet 3
Advice
Structure
Car Grow 4 Commoditised
Operational 2 industry
Car Lease
Finance
Only
1 Start-up
Market
maturity
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6. CRITICAL SUCCESS FACTORS OVER TIME
Service Process
Innovate Innovate
innovation innovation
Harmonisation & Cost
Streamline
standardisation excellence
Seamless and efficient
Structure
organisational structure
Service
Customer
differentiation Grow
segmentation
vs. competition
High quality Service
Invest in Start-up
management excellence
sales force
(& culture)
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7. factors?
What shall we do to improve the success
Project Portfolio
Strategy Goals Achievement
Strategy Monitoring
Strategy deployment framework
How we can monitor CSF (KPIs)?
Strategy Deploy
Critical Success
Factors
What is crucial to achieve Strategies?
Strategies
(Issues + Initiatives)
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Mission
Values
Vision

8. Vision & mission
To be recognized as the best service provider in fleet management, backed up by a
healthy and sustainable growth & profitability
To achieve excellence in service via high level of loyalty,
engaged people and efficient processes & procedures
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9. LP VALUES
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10. LP VALUES
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11. Leaseplan academy - International Competency Dictionary
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Second level
Third level
Fourth level
Fifth level
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12. LPBR strategy
Profitability &
Themes Customers Employees
Growth
Comp. return % penetration
2010 - 2011 Improve insurance
CSS TRIM index Comp result % TRIM index
Managed fleet
Professional recruitment
Process improvement (GPI) Improve insurance penetration
Redesign Salary house &
Strategic IT platform & software/appl. Strict Contract management
Benefits
Initiatives improvement & Upgrades Cost management
Training on technical and
EEH Penetration & upgrade Risk mitigation measures
overall business knowledge
Internal SLA improvement Step out the nice, introduce and
LP engagement program
External SLA improvement or work out Strategic
Management Development
Contact Center improvement experiences (BCG report):
Barueri
Introduce Back Office Center 1. LTR
Introduce Fuel Card 2. LAM
3. Elaborate TPL
Car remarketing Marketing
Invest in sales support material
Best in class processes & procedures & management info Close gap customer/driver/LP
Maintain & improve existing channel usage Dealer network recognition
Symposiums (with Banks clients)
CRI fully used /penetrate and train users Image building/Advertisement
CARNEXT fully used
Project Phoenix, The sequel
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13. HR sTRATEGY
1. Driving our HR function
Professionalize and develop a strong HR community
HR roles: networking and share best practices
3. Driving our future
Develop HRM best practice on management development
HR roles: knowledge management champion, guardian of
culture and organisation & management development
5. Driving our HR procurement & Costs
Develop HRM best practice, focus on global costs and
procurement
HR roles: create impact, HR as cost winner instead of cost
centre
7. Driving & align our HR policies, products & processes
Develop HRM best practices, standardisation, harmonisation
HR role: Champion of PP&P
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14. HR sTRATEGY
DOHR DOF DOC DOPP&P
• Management Development
• Talent Development
• Competency management
• General business knowledge
• Career planning
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15. Layers of talent
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Second level
Third level
Fourth level
Fifth level
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16. Talent identification framework
Performance / Potential matrix
Solid Citizen High potentials
‘Plateau-ed’ (HiPos)
Well placed
High
or
or
‘Stars’
Performance
‘Workhorses’
Future may be Future potential
elsewhere
Needs remedial or
Action
Or ‘?’
Low
‘Deadwood”
Low Potential High
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17. Talent identification framework
Performance / Potential matrix
Rosana
Jan
High
Piet
Ellen
Carla
Performance
Leo
Patrick
Erik
Yvonne Linda
Low
Sarah
Martin
Low Potential High
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18. Development/Career path identification
Career path for each individual
Name Future development few characteristics future training Possible future roles (1-3 years)
RISK MANAGEMT FINANCE MANAGER
HIGH POTENCIAL SMART THINKING AND FAST LEARNER
LARGE KNOWLEDGE OF LP BUSINESS AND SYSTEMS FINANCE
DEDICATED AND COMMITED STATISTICAL MODELS
NEEDS MICRO MANAGEMENT INSURANCE RISK
FURTHER ASSET RISK TRAINING
* NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) ASSET RISK SPECIALIST
HIGH POTENCIAL
* AMBISCIOUS AND MONEY DRIVEN MONEY LAUNDERING
LEASEPLAN PRODUTCS
OVERVIEW ON RISK MANAGEMENT ACTIVITIES AT LPCORP
FUTURE POTENTIAL * SELF MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) SENIOR RISK ASSISTANT
* HIGH COMMITED PHSP PRODUTCS
* PLEASURE TO WORK WITH FINANCIAL BASIC SKILLS
ENGLISH LANGUAGE
FUTURE POTENTIAL * NEEDS MICRO MANAGEMENT COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING) E-BUSINESS SPECIALIST
* SMART AND FAST THINKEN LEASEPLAN PRODUTCS
* NEEDS SPECIAL ATTENTION FINANCIAL BASIC SKILLS
ENGLISH LANGUAGE
E-BUSINESS SPECIALIST
NEW EMPLOYEE MONEY LAUNDERING
PHSP PRODUTCS
OPERATIONAL RISK
N/A COMPUTER SKILLS (EXCEL/ACCESS PROGRAMING)
PHSP PRODUTCS
FINANCIAL BASIC SKILLS
ENGLISH LANGUAGE
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19. Met elkaar een beeld vormen?
Goede voorbereiding
Structuur
Minder is beter
Rol P&O Management praat
Sturen
Adviseer
Bewaak & monitor afhandeling
Management is de boodschapper
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20. Leaseplan academy - International Competency Dictionary
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Second level
Third level
Fourth level
Fifth level
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21. Performance & development measures time line
Continuous performance &
Monthly MD platform
development measures
Performance letters linked to
Mid winter dialogue Year end challenge
strategy
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22. GROUP MANAGEMENT DEVELOPMENT
Direct Manager
assesses
Direct Manager employee, based
checks on competence
development framework
with
competence
framework Competence
framework
Local HR Director
provides MD
Manager with
information for
Succ. Pl. tool
Succession
Development Planning tool
- LP
Academy
- Coaching GMDP MD Manager
- Other prepares GMDP
programm meeting
es
* MD, FD, Group Management Development Platform
S(C)VPs - Advises on Succession Planning
& - Discusses development needs
- Nominates for LP Academy
expats
programmes

24. The Executive Leadership Programme
‘Providing leaders with a broader and deeper perspective, enabling a better
understanding of key company-wide challenges, themselves and their role in it’

25. Leaseplan academy
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Second level
Third level
Fourth level
Fifth level
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26. The Talent Development Programme
‘Providing managers with a broader and deeper knowledge, better
understanding of strategy and different functions, the challenges
in their corner of the business and their responsibility in it’

27. Leaseplan academy
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Second level
Third level
Fourth level
Fifth level
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28. The People Management Programme
‘Strengthen the skills of the participants, so they can lead their teams easier, with expertise,
respect, commitment and passion. Being more aware of their role in the team and the
influence of their role. The programme will cover key topics such as self awareness,
communication, developing others, team building and leadership behaviour’.

29. Leaseplan academy
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Second level
Third level
Fourth level
Fifth level
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30. Randvoorwaarden onderneming
 Strategie als uitgangspunt
 Organisatie ontwikkeling
 M/L Termijn
 Willen/durven investeren
 Stuur op gedrag/voorbeeld
 Top down
 Één stem/consistent
 Consequent/Transparant
 Maatschappelijke verantwoording
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31. P&O de verbinding
 Ken uw onderneming
 Luister
 Visie
 Argumentatie/onderbouwing (literatuur, kranten, opinies)
 Niet voorschrijven/Advies
 Structuur
 Governance
 Draagvlak
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32. Van P&O naar lijn, anders?
 Nee/ja
 Verantwoordelijkheid
 Visionair
 De juiste mensen
 Cijfers/cijfers/cijfers
 Kalm blijven
 Positivisme
 “Pleasen” Corporation
 Ken je talenten
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33. THANK YOU
QUESTIONS?
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