BP CENTRO-FINLAND Human Resource Management Plan

BP CENTRO-FINLAND

Human Resource

Management Plan

Agenda1. 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




4. Planning Needs





9. Training



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.




4. Planning Needs





9. Training



12. Conclusion

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

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.




4. Planning Needs





9. Training



12. Conclusion

Organization

• Relatively flat• Key functions centralized• Heavy reliance on information and

communication technology• Focus on core competencies

Defining Organizational Structure

B P C E N TR O O R G A N IZ A TIO N A L C H A R T

C F OC h ie f F in an c ia l O ffice r

C H R OC h ie f H u m an R esou rce O ffice r

C O OC h ie f O p era tion a l O ffice r

C M OC h ie f M arke tin g O ffice r

F MF ac ility M an ag er

C V PC ou n try V ice P res id en t

C E O B P C en troD au g h te r com p an y

B P R ea ltyP aren t C om p n ay

Ideal Career Path at BPC

Intern

Management Trainee

Facility Manager

Top Management

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

capitalCooperate closely with each other through

specially assigned teams

HR DepartmentResponsibilities:• 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

Outsourced Activities

• Maintenance• IT-services• Legal services• SecurityBP Centro also hires temporary work

force if needed, e.g. promotion campaigns




4. Planning Needs





9. Training



12. Conclusion

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

• Enrichment– 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




4. Planning Needs





9. Training



12. Conclusion

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 OfficerJob 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 OfficerJob 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 OfficerJob 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


• 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 PresidentJob 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

Country Vice PresidentJob 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.

Country Vice President

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




4. Planning Needs





9. Training



12. Conclusion

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


• 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 TraineeJob 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 TraineeJob 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

InternshipJob 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




4. Planning Needs





9. Training



12. Conclusion

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)

Recruitment Expenses

• Substantial in the beginning– Advertising and employment agency

expenses– Cost of selection process

• Use of internal recruitment– Lowers recruitment costs




4. Planning Needs





9. Training



12. Conclusion

Selection Process

Hiring decision

Medical exam/drug test

Panel interview

Preliminary selection

Employment testing

Initial interview

Background investigation

Online application completion and review

*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)




4. Planning Needs





9. Training



12. Conclusion

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– 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 ProgramSkill-Based Training:– Management of Growth– Performance management – Strategic management – Stress management– Client relationship workshop– Creative - Thinking out of the boxMethods:– Strategy assignments– Topical learning– Specialist qualification– Teamwork– Intensive 2-3 day seminars

• Provided to only the best applicants

Intern training program Management trainee programFacility manager training

programExecutive Training

program

Intern Management trainee

Facility manager

Top Management

GENERAL TRAINING PROGRAM

BP – CENTRO TRAINING PROGRAMS




4. Planning Needs





9. Training



12. Conclusion

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




4. Planning Needs





9. Training



12. Conclusion

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

Direct Compensation

70%Indirect Compensation 30%

Base Pay

• Salary

Incentives

• Bonuses

• Discounted Stock

• Gainsharing

Pay for Time Not Worked

•Vacations

•Sick Days

Insurance Plans

•Medical

•Dental

Security Plans

• Pension

• Social Security

• Disability Insurance

Employee Services

• Educational Assistance

• Product Discounts

Note: Model will vary according to country standards

Compensation Model

• 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

Relative Job Worth Determined by Job Evaluation

Factors 1st Deg 2nd Deg 3rd Deg 4th Deg 5th Deg

Skills

Experience 20 30 40 50 60

Knowledge 40 50 60 70 80

Language 10 20 30 40 50

Communication 70 80 90 100 110

Teamwork 80 90 100 110 120

Accountability

Responsibility 70 80 90 100 110

Problem Solving 50 60 70 80 90

Decision Making 40 50 60 70 80

Leadership 60 70 80 90 100

Job Conditions

Mobility 20 30 40 50 60

Point System Example

Components of the Wage Mix

External Factors:- Supply and demandof qualified labor- Wage rates in area- Cost of living- Governmentregulations

Internal Factors:- Worth of job- Employeemerits- BPC’s ability to pay

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




4. Planning Needs





9. Training



12. Conclusion

Conclusion

• Flat organization structure– 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

Documents

BP CENTRO-FINLAND Human Resource Management Plan