Team Written Hr Plan: Gdf Suez

ROTTERDAM SCHOOL OF MANAGEMENT

ERASMUS UNIVERSITY ROTTERDAM

Team Written HR Plan: GDF Suez

Team 10:

João Barata 361181

Răzvan Botea 361067

Bogdan Larion 361068

Rotterdam 2012

Executive Summary

This HR plan analyzes GDF Suez. It starts with a brief description of each of the pilllars of HR management. Next, we identified the main problem of GDF Suez, which is related to the performance and evaluation pillar. The main reason for that lies in the fact that the tool GDF Suez is using nowadays to analyze the performance of the employees does not have the desired results. The report also contains a SWOT analysis of the company, which consists of a short description of the internal strengths and weaknesses the company possesses but also a short description of the external opportunities and threats. Then the report frames GDF Suez's problem with the HR theory, and points some of the possible methods that can cope with the problem. The report ends with the recommendations to the company. The main points of the recomendations are that the SMART model should be used to indentify which the parameters that should be evaluated are and that the evaluation should be done by more than one manager to reduce possible bias. The report concludes with the remark that the HR pillars should be connected to each other and should support the strategy of GDF Suez.

Table of contents

Chapter 1: Introduction 4

Chapter 2: Problem definition 5

Chapter 3: SWOT Analysis 6

Chapter 4: Theoretical reflection 8

Chapter 5: Recommendations and conclusion 10

Conclusion 10

Recommendations 10

References 12

Chapter 1: Introduction

The company we have chosen for our analysis is Gaz de France Suez, the Romanian subsidiary. GDF Suez is a French multinational energy company, which operates in the fields of electricity generation and distribution, natural gas and renewable energy. The company was founded on July 22nd 2008, following the merger between Gaz de France and Suez. After taking control of Britain's International Power, GDF Suez became the world's largest utility company. The multinational giant has over 218 000 employees in 70 countries and produced €84.5 billion in revenues for 2010. GDF Suez entered the Romanian market in May 2005, through the acquisition of state-owned SC Distrigaz-Sud SA. In a world in which energy and the environment are at the heart of vital challenges that go far beyond economic and industrial challenges alone, sustainable development is at the core of the GDF SUEZ strategy, which is focused on responsible growth with the following major objectives: meeting energy needs, ensuring a secure energy supply, combating climate changes and improving the use of resources (GDF Suez website, 2012).

GDF Suez faces significant needs in human resources for the years to come. Thus, recruitment is an important strategic tool for the company's development and performance in the long term. Recruitment policies are implemented through a decentralized organization that integrates some recruitment and hiring principles. According to those principles, recruitment should contribute to the company's development, respect its commitments and promote the "employer promise". Communication efforts such as a professionalization program that uses a recruitment guide and an internal communication campaign to reach those involved in the process, together with actions upstream of the recruitment process which favor apprenticeships, internships and relationships with schools allow the company to secure the best workforce.

In terms of training and development, GDF Suez's professional mobility policy aims to allow all employees who so desire to benefit, at their own initiative, from a change of job, region or entity within the Group. The purpose of this strategy is based on the conviction that professional mobility contributes to optimizing the alignment of internal skills with the needs of business activities; strengthening cultural integration and equal opportunities; developing employability; and encouraging the sharing of know-how and fostering innovation. The company guarantees enhanced access to internal opportunities - priority is given to candidates who are already GDF Suez employees. Through its HRNewWay program, the Group has launched a new platform called The Training Expertise, which provides assistance and support to the Group's training teams in the area outside training services. Furthermore, in order to increase the Group's success, GDF Suez has established a corporate learning center called "GDF Suez University", which supports its leaders, future leaders and executives throughout their carrers. The company also operates a development center for its managers, intended for top executives and for high-potential managers. This allows interested parties to gain awareness of their strengths and their areas of potential development, as well as to begin thinking about their careers and goals for advancement.

The Group has begun offering multiple advantages and benefits to its employees, in accordance with the compensation and benefits pillar of Human Resource Management. In 2010, negotiation at group level produced agreement on setting up a collective retirement savings plan, guarantee jobs and careers for older workers, prevention of psychosocial

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