HR policy
As in 2009, the economic crisis continued to have an impact on our HR agenda in 2010. In 2009 USG People’s focus was already on cutting costs, maintaining productivity and reducing staff, and this process needed to continue in 2010. People are at the heart of USG People’s activities and that is why it was important – particularly in this period – for our HR taff to pay the necessary attention to all those employees who put their heart and soul into the organisation. Particularly in an organisation like ours, human capital is a key factor that determines whether or not we achieve our ambitious objectives. It is this belief that prompts us to constantly invest in training, talent management, management development and succession planning.
In the second half of 2010 we witnessed some signs of recovery in certain markets. Sharp competition continues to be an overriding feature in the current market, however, and this demands the utmost of our people. We are proud that our employees have continued to perform outstandingly so that we are in a good position to further improve our results in 2011.
USG People wants to remain an attractive employer who employees are willing to commit to. One of the spearheads of the organisation’s HR policy is to retain the necessary quality and skills of our employees and offer them the chance to develop. In view of this, numerous programmes were also launched in 2010 aimed not only at improving the quality of new employees but also at reducing staff turnover and therefore increasing productivity. We will go full steam ahead with these programmes in 2011.
Developing talent is another key way for us to maintain and increase the quality and deployment of our employees. Talent development is another important element of adequate career and succession planning and that is why it has been embedded even deeper in our HR policy.
We strive to make the best possible use of all the potential at USG People. In a job market that is getting tighter and tighter it is paramount to be a valued and attractive employer. These are attributes that are increasingly important to new generations entering the job market.
Finally we believe it is important – now more than ever – to manage not only financial targets but also HR performance. That is why our leadership programmes are strongly focused on inspiration and coaching as well as personal career management. HR performance parameters include staff turnaround, absenteeism and advancement.
Leadership and culture
Effective leadership has been viewed as a crucial factor in the success of USG People for some time now. By leading the right way, we further strengthen the social coherence and bonds within the organisation. That is one of the reasons why it is embedded even more in our policy. The principle expressed in 2010 as ‘next level leadership’ will be shaped further in 2011. Contemporary leadership that matches our cultural values and supports USG People’s business and strategy. In 2007 our cultural values were put into words in the business principles. These will be reviewed and serve as our compass for the future. Stable, recognisable values ensure the necessary balance between attitudes, rules and behaviour, particularly if there is an overlap of personal values and those of the organisation. The Executive Board and senior management serve as an important example and the moral compass for employees within the organisation.
In 2010 the Executive Board took a major step in reaffirming the direction it is taking in the area of leadership development. The basis that has been laid will be used to further shape the skills needed for new, value-driven leadership and incorporate these in leadership training courses. Our key players will subsequently become familiar with this process on training course days.
2010 also marked the start of a process aimed at creating a more effective culture. This is another important parameter in existing HR policy. By strengthening social coherence and the awareness and details of our corporate identity and corporate branding – both within and outside the organisation – the focus is clearly on our culture. An effective corporate culture will contribute to high employee satisfaction and financial success, while at the same time giving the organisation a distinct identity. This is crucial in a competitive market when it comes to recruiting and retaining talent, performing well and building up the necessary resilience and flexibility with employees. All these things will be worked out in more detail in 2011. It goes without saying that we are embracing everything that is already adequate.
employee participation
The Central Works Council in the Netherlands met ten times in 2010, of which nine times with the Executive Board and twice with a delegation from the Supervisory Board. Items on the agenda included:
- the restructuring of USG People (brand policy);
- the harmonisation of HR policy;
- the appointment of new Executive Board members;
- a new management structure;
- the appointment of a new member to the Supervisory Board;
- the privacy statement;
- the duties of the prevention officer;
- the health and safety policy and risk analysis and assessment.