Monitoring of talent

Océ has a lengthy tradition in progressive human resources management. That has contributed to the creation of a strong business culture with close reciprocal ties between employees and commitment to the business. That is an important aspect in a company that, because of its close relationships with customers, relies to a large extent on the individual qualities of its employees. Everywhere in the world Océ is regarded as a good employer, which makes it easier to attract new talent. Nevertheless the filling of management posts continues to call for much attention. Management development and succession planning are therefore cornerstones of Océ’s human resources policy. The development that Océ is now undergoing, which entails the implementation of numerous strategic changes, makes high demands on employees and calls for specific capabilities and qualities. That also has consequences for the range of responsibilities handled by human resources management. Although caring for the employees, detailing and monitoring their terms of employment and developing their skills continue to form the basis, human resources management is also responsible for ensuring timely succession in the form of talented employees who will provide a guarantee for the company’s further development. This implies identifying, stimulating and monitoring suitably qualified employees, so they can help improve business performance at all levels.

International HR policy

To achieve these responsibilities, a centrally coordinated HR program was started a number of years ago in all countries, aimed at leadership development, competencies management and executive development. It is based on an international HR policy that is supported within all companies in the group. That makes it possible for the elements that are laid down in the HR program to be harmonized world-wide and implemented in the operating companies.

Leadership labs continued

The leadership program which was introduced over the past few years and which focuses on the development of specific leadership qualities in existing and future managers has met with a highly positive response from the organization. The ‘leadership labs’, which serve as the starting point for the further managerial development, are regarded as motivating and stimulating. The intention is that these leadership labs will be followed by individual development programs. In the operating companies where this approach has been implemented, it has proved successful.

Responsibilities and roles

Competencies management is aimed at ensuring that all jobs within the company are performed by employees who possess the competencies that are needed for their job. This involves not only training in the skills required to perform the job but also optimally preparing the employee to cope with changing circumstances. Competencies management is closely linked with the planning of the development of employees and therefore with the company’s career management system. It is also a powerful tool in the recruitment of new [management] talent. To establish the various responsibilities and roles that are applicable to the various jobs, a competencies manual has been centrally developed and is being implemented in all Océ companies.

Executive development

Leadership programs and competencies management form the basis for a more targeted system of executive development, ensuring that Océ always has the required managers at its disposal. The reality during the year under review, however, was that too many vacancies still had to be filled externally. More management talent is expected to become available once the leadership and competencies management programs have been more firmly anchored in the daily practice of all Océ companies. Intensive work will be done on this in the years ahead. Global Océ Professionals, an international program to identify and encourage emerging Océ talent, was continued during the past year. In various countries ‘high-potential’ programs have been started.

 

Continual training

Education and training of employees are important and ongoing elements within HR activities. Océ applies a ‘blended learning’ approach, in which training in practice [some 90% of the time] is alternated by computer-aided courses and training sessions in the operating companies.
Most employees are able to strengthen their knowledge and skills via the Océ ‘e-learning’ project LearnLink. In the meantime many programs are already available via LearnLink and new ones are being added each year. The worldwide approach guarantees a harmonized training system in line with the Océ policy.
In addition a number of training courses are held in the Océ International Training Center [ITC] in Venlo. That also has a ‘competitive lab’ in which the performances of Océ products can be compared in practice with those of competitor products. The ITC receives more than 3,000 employees for a training course each year. ITC trainers also hold training sessions for almost 1,800 employees in the operating companies. A special program has been developed in cooperation with Eindhoven Technological University [the Netherlands]. Asian students are given the opportunity of studying there on an Océ scholarship for two years, on condition that they then spend three years working in one of the Océ R&D centers.

Good labor relations

Océ holds structured consultation with its employees via local works councils and trade unions.
In Europe a pan-European employee representative body [the Océ European Works Council] is also active. It met twice during the year under review. Issues discussed included the strategic plan and the financial results. Explanatory comments on these subjects were given by various Executive Board members.
The activities of the various works councils and the contacts with the trade unions contribute to the good labor relations within Océ. That applies all the more when restructuring operations are taking place, as in the recent past.