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ESCP EUROPE
BUSINESS SCHOOL BERLIN
TALENT MANAGEMENT PROGRAMME – EINE LOHNENDE INVESTITION?
The Team Bombardier: Claudia Fischer ESCP Europe: Domitille Bonneton ([email protected]) Stephanie Schworm ([email protected]) Marion Festing ([email protected]) Maral Muratbekova ([email protected])
INTRODUCTION
BOMBARDIER:
EVOLUTION OF MOBILITY
Investing in leading mobility solutions
Growing local roots in key markets
Achieving flawless execution
Great Talent Globally
Integrated Sustainability Active Risk
Management Strong Financial
Discipline
Our growth strategies
Our competitive foundation
BOMBARDIER
OVERVIEW
4
Bombardier Transportation
Bombardier Business Aircraft
Bombardier Commercial Aircraft
Bombardier Aerostructures and Engineering Services
Revenues(1) $8.3 billion $7.0 billion $2.4 billion $1.8 billion
Order backlog(1) $30.4 billion $17.2 billion $11.5 billion $80 million(3)
Employees(2) 39,400 10,400 5,050 12,100
(1) As at December 31, 2015
(2) As at December 31, 2015, including contractual and inactive employees. Subsequent to the end of the fiscal year, we decided to take steps to optimize our workforce with a combination of manpower reduction and strategic hiring. These figures do not reflect the planned changes.
(3) External order backlog
GLOBAL GRADUATE
PROGRAM OVERVIEW
Global Graduate Program One Global Program Standard selection process 18 months program with 3 rotations 3 main tracks 4 development modules
Forecast 2015: Demand for ~ 28 Global Graduates
Generation 2013: 29 Global Graduates, final integration March 2015
Generation 2014: 30 Global Graduates, second rotation March 2015
~ 90 Alumni since 2008 Overall HP status 26,6% compared to 5,7% of direct entries
1st Alumni conference in 2014 Turnover rate increasing (overall 11,5%)
Employer Branding
Collaboration
Talent Development
GGP STRUCTURE
Business Experience: Development on the
job
1st Assignment: Country 1/ Division
1/ Function 1
Sept. 2014 March 2015 Sept. 2015
Personal
Development:
Objective Assessment
Mentoring
Performance Management
Rotations / New roles
2nd Assignment: Country 2/ Division 2/
Function 2
3rd Assignment: Country 3/ Division 3/
Function 3
Inte
gra
tion
into
Bu
sin
es
s
Development off the job
Module 1:
Connect !
Module 2:
Develop !
Module 3:
Strengthen !
Module 4:
Transfer !
THE STUDY
CONTEXT
Bombardier launched the Graduate Program in 2008
Aim: attract, develop and retain talents
The program was stopped – desire to assess its actual effect on retention, through the creation of network, career success and organizational commitment
Comparison between talents who did the graduate program and a control group who did not
Aim: measure the relations between talent management, network, objective career success, subjective career success, organizational affective commitment and intention to stay with the company.
THE CONCEPTS
9
Network (knowing-whom)
How well is the individual connected within the organization
Objective Career Success
How well the career evolved objectively (salary increases,
number of promotions…)
Subjective Career Success
How the individual feels about their career success (their
personal perception) Affective organizational
commitment
How the individual feels affectively attached to the
organization
Intention to stay (turnover intention)
To what extent the individual
plans to stay with the organization
METHODS
The questionnaire was sent:
– To talents (who participated in the graduate program) and to other employees from the control group (who were not part of the program)
– To employees still working at Bombardier, and to employees who left the company
We measured the constructs with already validated scales (knowing-whom, objective career success, subjective career success, organizational affective commitment and intention to stay in the company)
We developed an index to measure talent management
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MEASURES
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Measures Item example
Talent Management index To what extent do you feel that you went through a highly selective process when you were recruited?
Network Co-workers say that I know a lot of people within the organization
Affective Commitment I would be very happy to spend the rest of my career with Bombardier
Objective Career Success What is the percentage of salary increase since the start of your career at Bombardier?
Subjective Career Success I am satisfied with the progress I have made towards meeting my overall career goals.
Intention to stay I intend to look for a job outside of Bombardier within the next year
DESCRIPTION OF THE SAMPLE
OVERVIEW
Still at Bombardier
Left Bombardier TOTAL
Talents 87 13 100
Other employees
40 1 41
TOTAL 127 14 141
71%
29%
Talents
Other employees
87%
13%
Still at Bombardier
Left Bombardier
Proportion of the sample: talents and other employees Proportion of the sample: still at Bombardier and left Bombardier
DEMOGRAPHICS
14
TALENTS 29
OTHER EMPLOYEES 34
TOTAL 31
31%
69%
Women
Men
Average age of participants
Gender of participants
CURRENT SITUATION OF PARTICIPANTS
15
Australia 5
Austria 1
Canada 4
China 3
France 10
Germany 67
Italy 3
Mexico 1
Singapore 1
South Africa 1
Spain 3
Sweden 15
Switzerland 17
United Arab Emirates 2
United Kingdom 1
USA 4
N/A 3
Current working country of all participants
Bids 3
Engineering 31
Finance 6
Human Resources 11
Information Services 4
Innovation Management 1
Legal 1
Operations 8
President's office 1
Procurement 27
Product Introduction 1
Project Management 20
Project Management Office 1
Quality 4
Sales 3
Strategy 2
N/A 3
Total 127
Current department (only participants who are still working at Bombardier)
Starting department (only participants who are still working at Bombardier)
Bids 1
Engineering 37
Finance 5
Human Resources 12
Information Services 3
Innovation Management 1
Legal 01
Operations 15
President's office 0
Procurement 20
Product Introduction 1
Project Management 21
Project Management Office 0
Quality 6
RCS 1
Serv 1
N/A 2
Total 127
WHERE DO TALENTS COME FROM?
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Au
stri
an
Bel
gian
Bu
lgar
ian
Can
adia
n
Cze
ch
Du
tch
Fren
ch
Ge
rman
Gre
ek
Ind
ian
Isra
eli
Ital
ian
Mal
aysi
an
Mex
ican
Po
lish
Po
rtu
gues
e
Span
ish
Swed
ish
Turk
ish
Ven
ezu
elan
Un
kno
wn
France 1 2
Germany 5 1 1 11 5 11 7 1 3 2 1 1 1 2
Hungary 1
Italy 1 1
Poland 1
South Africa 1
Spain 1 1
Sweden 5 1 1 3 2 1 1 2 3 2
Switzerland 1 1 1 2 1 2
UK 1 1 1 0
USA 1 1 1 1
UAE 1 1
Nationality
CONTROL GROUP: WHERE DO THEY
COME FROM?
17
unknown Austrian Canadian Chinese French German Italian Senegalese Swedish
Austria 1
Canada 1
China 2
France 1 5 1
Germany 10 17 1
Italy 1
Sweden 1
Sta
rti
ng
co
un
try a
t B
om
bard
ier
Nationality
DEVELOPMENT OF TALENTS AT BOMBARDIER
18
2008 2009 2010 2011 2012 2013 2014 2015 Gesamt
non-supervisor
1 0 1 3 7 3 11 8 14 48
first line supervisor
0 0 0 0 1 1 3 0 1 5
lower manager
0 3 2 2 2 3 2 3 2 19
middle manager
0 0 2 3 3 0 0 1 0 9
senior manager
0 3 0 1 0 0 0 0 0 4
Gesamt 1 6 5 10 13 7 16 12 17 87
0
5
10
15
20
25
30
0 1 2 3 4 5 6 7
Talent
controlgroup
Number of international assignments
Nr of assignemnts
Nr o
f resp
on
den
ts
LANGUAGE SKILLS
19
3
31
47
15
3
1
1
27
13
0
0
0
0 10 20 30 40 50
1
2
3
4
5
6
OTHER EMPLOYEES
TALENTS
Number of languages spoken
3%
31%
47%
15%
3%
1% TALENTS
1
2
3
4
5
6
2%
66%
32%
OTHER EMPLOYEES
1
2
3
Nr of respondents
Nr o
f la
ng
uag
es s
poken
Nu
mb
er o
f lan
gu
ag
es s
poken
N
um
ber o
f lan
gu
ag
es s
poken
RESULTS OF THE MODEL
TALENTS
21
Intention to stay
Objective career
success
Subjective career success
Affective commitment
Knowing whom
Talent Management
Signifikanter Einfluss Nicht signifikanter Einfluss Negativer Einfluss
-
-
CONTROL GROUP
22
Intention to stay
Objective career
success
Subjective career success
Affective commitment
Knowing whom
Talent Management
Signifikanter Einfluss Nicht signifikanter Einfluss
INTERPRETATION
Taking part in a Talent Management Program has positive effects on – The internal network – Career success – Commitment – The intention to stay in the organization
In the control group these effects were not all observed. Nevertheless it holds across the two groups that the use of HR practices are followed by subjective career success and commitment.
Commitment increases the desire to remain with the company. There is empirical evidence of previous studies that has found this effect, which we reconfirm.
Surprising is the negative impact of objective career success on the intention to stay in the organization. This could be explained by the fact that the limits of an organization may become more apparent with great objective success. Meanwhile chances of increasing an objective career success through a company change may become more apparent for the individual. Overall, it can be concluded that the participation in a Talent Management program significantly increases the chances to commit individuals to the organization, whilst increasing the chances to be successful in their careers.
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CONCLUSION
BOMBARDIER
What did Bombardier well with the talent program?
– Internal network
– International job assignments
What does Bombardier need to improve to keep their talents?
– watch alumni program talents to keep promises, e.g. fast-track management program
– Monitor career progression, job changes and promotions
– Compare salaries versus responsibility and make internal benchmark
– Ensure ROI
If program would be restarted: focus on talents cannot end with end of GGP, continuous investment in development and motivation needed to retain talent
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THANK YOU FOR YOUR ATTENTION
25
