Philips 2015 Annual Report Download - page 190

Sustainability statements 14.2.2
190 Annual Report 2015
14.2.2 People development
The creation of Philips University reects our
Accelerate! transformation, driven by our growth and
performance culture, as well as our belief that everyone
has talent and can grow and contribute with increasing
impact. Philips University oers world-class learning
interventions to help our people develop critical
capabilities, and it does so in a simplied, standardized
and innovative way, with one central Learning
Management System accessible to all employees.
In 2015, more than 800 new courses were made
available in the Philips University. By year-end, more
than 55,000 unique employees had enrolled for
courses in the Philips University. In total, more than one
million hours were spent on training through Philips
University in 2015, with more than 450,000 training
completions. Some of the most popular programs
included our Philips Excellence e-learnings, which are
being rolled out to all employees as part of our ongoing
commitment to operational excellence.
Our belief in an inclusive culture was also embedded in
our Philips University programs. The Leadership
Academy continued to emphasize inclusion in key
programs such as ‘Next Generation Women’s
Leadership’, ‘Leading Across Cultures’, and ‘Inclusive
Leadership.’ Our learning philosophy is likewise
inclusive: all our employees have access to content
such as the award-winning Harvard Manage Mentor
leadership suite, and in 2015 more than 21,000 learners
were registered (up from 9,000 in 2014).
Philips University continued to be a key catalyst for
transformation and change in 2015, with ongoing
support for our end-to-end Accelerate! programs. To
support the embedding of our end-to-end ways of
working, many engineers and architects, sales and
account managers and supply chain employees have
been trained and have gone through certication paths,
gained new capabilities and brought new ways of
working to their daily work. Newly developed Marketing
education programs are being rolled out globally with
active involvement of leaders as trainers, certied
coaches and strong alignment to business and
individual development plans.
Other programs
At Philips, our vision to oer the best place to work for
people who share our passion is not limited to
employees on our payroll. In the Netherlands, for
example, we run a special employment program, WGP
(Werkgelegenheidsplan, or Philips Employment
Scheme), to oer vulnerable groups of external
jobseekers a work experience placement, usually
combined with training. Since its launch in 1983, more
than 12,500 people have participated, and around 70%
nd a regular job after taking part in the program. In
2015, Philips employed 140 people via the WGP
program, including 19 people with autism. As we move
into 2016, we will continue to oer an environment for
all of our people to thrive and grow.
14.2.3 Global talent acquisition
Top sources of talent
Philips’ talent management approach is to build and
develop our existing employees continuously, while
strategically buying talent where critical capabilities
need to be strengthened to achieve our strategic
objectives. In 2015, our global Talent Acquisition
team recruited talent both internally and externally,
hiring over 11,000 people including interns. As in the
years before, nearly one third of those vacancies were
lled with internal candidates, and the remainder lled
with qualied talent from the external labor market.
Further strengthening in-house executive
recruitment
Executive Search Services (ESS), Philips’ in-house
executive recruiting services unit, delivered 72 high-
quality senior-level hires in 2015 (over 80% of external
executives were placed by the ESS team rather than
using external search rms, saving over EUR 5 million
for Philips). ESS provides services such as demand-
based executive recruiting, executive intelligence &
talent consulting services, and executive-specic
referral and onboarding programs. The further
strengthening of this focused in-house recruiting
capability ensures we are able to attract the right
proles into our most business-critical positions.
A strong global employer brand with local relevance
in the digital age
Philips knows that it is crucial to attract the best talent
in order to deliver on our strategic goals. In 2015, we
strengthened our employer brand in our growth
markets through dedicated resources and local
activations. We also narrowed our focus and strategic
recruitment marketing investments on the most critical
talent segments that will drive our transformation and
growth. For example, Philips launched a digital
employer brand campaign that raised awareness and
generated preference for Philips as an employer among
Engineering, Quality, Marketing and Sales
professionals. The campaign is running across key
social and digital media channels in 33 countries.
As part of our global Talent Acquisition strategy, we
seek to attract talent from proven high-quality sources.
In 2015, the top ve sources of hire were:
•Philips employee referral – Historical data has
proven that our top-performing hires are those
referred by our own employees. We engage our
employees to share their network through a formal
employee referral program, which generates close to
30% of our total hires each year.
•Internal hire – Part of our Accelerate! transformation
is a stated cultural imperative to embed a growth and
performance culture and facilitate a mobile, diverse
workforce. As a result, we ll nearly one third of our
vacancies with internal top performers each year.