Aleris has understood the importance of implementing the organization's new shared governance framework
Aleris has become one of Denmark's largest private healthcare companies, but in order to continue its growth journey, they have decided to focus on a new management foundation. A new management foundation has been necessary for the company, as a complex company with more employees and multiple business areas has meant that Aleris has had to sharpen its management role even more.
Effects of working with the Leadership Pipeline
Working with the Leadership Pipeline strengthens collaboration in the management chain both horizontally and vertically through clear leadership roles that improve business and performance. In addition, a Leadership Pipeline-based leadership framework creates a more strategic leadership chain with a better ability to implement strategy for the benefit of the organization, employees and customers.
A Leadership Pipeline-based leadership framework creates a clear leadership framework that strengthens the recruitment and onboarding of new leaders and the success of leaders in transitions from one leadership level to another, improving success rates, performance and well-being. Finally, a Leadership Pipeline-based leadership framework can be used to align everything that influences and supports leadership.
Better performance through stronger leadership
Aleris has used the management foundation to become more clear in the management task, which has had an impact on the following factors, among others:
- A common language of leadership and an aligned management chain that connects from top to bottom.
- The right management at the right level through clear descriptions and expectations of the different management levels' key competencies, task and performance responsibilities.
- A leadership organization with strong implementation and development capabilities that can respond quickly to change in a coordinated way.
- A leadership value chain that ensures a common thread in all activities that support and develop the organization's leaders.
- Strengthened recruitment, onboarding and leadership and talent development through systematic work with these based on the organization's LeadershipPipeline leadership foundation.
Working method: Conducted in three phases
First, the foundations for the future Leadership Pipeline in Aleris were created. This involved activities to ensure the development of a Leadership Pipeline that was based on Aleris' most important strategic benchmarks and the customer promise, while at the same time ensuring systematic involvement of top management, which is necessary for a successful subsequent implementation and anchoring of the Aleris Leadership Pipeline.
This ensured a systematic implementation and anchoring of the Aleris Leadership Pipeline in the everyday lives of managers and employees. The work in this phase ensured that the descriptions and expectations from the Leadership Pipeline are translated into concrete actions in everyday life.
After developing and implementing the Aleris Leadership Pipeline, it was obvious to work on synchronizing tools, systems and processes that are affected by the new Leadership Pipeline.
The 3 phases of the Aleris Leadership Pipeline
Phase 1: Developing the Aleris Leadership Pipeline
The purpose of this process step was to create a clear strategic framework for the project and to jointly design the overall process of developing and implementing the Leadership Pipeline in Aleris. At the start of the project, the strategic benchmarks for the project are clarified and the areas that need special focus in order for Aleris to strengthen its leaders and management chain in key business areas.
The process is organized with a focus on designing a process where the strategic framework becomes clear and where involvement and ownership of the project is ensured, so that it will live throughout the management chain afterwards.
Phase 2: Implementation of the Aleris Leadership Pipeline
The purpose was to ensure systematic implementation and anchoring of the Aleris Leadership Pipeline in the everyday lives of managers and employees. The work in this phase must ensure that the descriptions and expectations from the Leadership Pipeline are translated into concrete actions in everyday life.The implementation process was already initiated in phase 2 with the development of Aleris-Hamlet's Leadership Pipeline, where managers were involved and ownership and commitment were created for the subsequent anchoring of the new joint Leadership Pipeline. The work in phase 3 therefore builds on the work initiated in phase 2.
To do this, an implementation process consisting of both a centrally managed process and a local decentralized process is proposed. The centrally managed part of the process should give a clear signal of expected commitment to the implementation process and equip managers to drive the local implementation process themselves.
Phase 3: Impact assurance and synchronization of HR tools
After developing and implementing Aleris-Hamlet's Leadership Pipeline, it is obvious to work on synchronizing tools, systems and processes that are affected by the new Leadership Pipeline. The more areas that are synchronized with the new Leadership Pipeline, the greater the impact. For example, these could be the following areas:
- Leadership Pipeline consultant training for internal consultants where internal consultants are equipped and trained to support the work with the new Leadership Pipeline, especially the local implementation processes and the managers' work with it.
- Leadership evaluation so managers are evaluated against the specific expectations and role descriptions set out in the new Leadership Pipeline.
- Recruitment and onboarding thus the new Leadership Pipeline is used as a foundation for the competencies and profiles that need to be recruited to the organization.
- Talent development so that we work strategically with talent development, where the new Leadership Pipeline defines the competencies that need to be further developed internally at Aleris-Hamlet, and so that the organization has a talent pool of employees/managers who are trained based on the specific role descriptions in the Leadership Pipeline.
About Aleris Denmark
Aleris Denmark is part of the Aleris Group, one of Scandinavia's leading private healthcare companies. With more than 26,000 operations and 100,000 treatments per year, Aleris is Denmark's largest private healthcare company with some of the country's most experienced specialists, specialist doctors and nurses.
Aleris Denmark is part of the Aleris Group, one of Scandinavia's leading private healthcare companies. The Aleris Group offers healthcare and diagnostic services in Sweden, Norway and Denmark. At a Nordic level, Aleris has approximately 5,400 employees at more than 130 locations and an annual turnover of SEK 7.5 billion.
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