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Adeo Talent Attraction Framework Design - Context (Projects and…
Adeo Talent Attraction Framework Design -
Context
Projects and Initiatives
Adeo Digital Workplace
(currently being scoped)
People data management repository has been launched
Engage all the employees in the recruitment of the talents
"Identificate and recruit more people with the appropriate competencies" initiative
New leadership model has to be related with new competencies. This approach has been lunched.
New compensation scheme: it has been launched for top Global Leaders team and will impact the rest of the companies little by little. Objective: understand that we need to change in our way to look at performance and look for new KPI
Total impact approach : initiative launched
Things we used to do and need to evolve
Understanding and competences related to centralization and autonomy
Understanding of some basics and priorities of recruitment are not met in some countries. We need to go back to the basics of the job of recruiting, evolving the way we do our recruitment, instead of wanting to do too much.
Become a much
more data-driven company
(we are almost blind today) and we need
look also at open data, there are a lot of data already available also outside the company
there's a lack of tools
Cultural biases
Nobody likes retail (nobody will come)
Previous management beliefs
Every BU needs to have its digital platform
if it is too much complicated, even if is useful, we don't do it
Some more traditional aspects of HR has historically been more important than the focus we have now
NOT INVENTED HERE SYNDROME
Ex. when we think about digitalize something we look for new tools instead of using or deploying those we already have
we mix strategy with tactics, not thinking systemically
Lack of workforce planning is preventing us from identify the right people when we need it.
The BUs are very
different
The maturity level
Dimension and size (structure)
Digital systems in use
In certain ways different BUs have much more in
common
than we think
The bottom-line business challenges
Current Adeo Strategy
Global / Local / Common
levels of anything that need to be considered
#
We are shifting from an employee concept to a
contributor
concept
We are becoming a
platform company
The manager role is shifting from being "the first HR" to being a "
coach
" for people.
#
We are moving towards becoming a
home improvement
platform (not just a retail company)
External Market
elements
Need to know what people really care about when they look for a job and look at what people rally care about among the different profiles (es. craftfmen) and how this is changing
Need to acquire more competencies in reading the different generation and gender expectations (diversity management)
Anyone can be a potential candidate: we look also at customer perspective
We don't have a global brand/reputation but only local brands: this is a weakening factor when facing any other competitor (ex. IKEA )
More than 50% of the traffic in the web is mobile: so if we design something digital it has to be mobile
Who we are
(our story and trajectory)
our demographics in different markets/countries
#
#
Why we do what we do (purpose)