Transcript Document

The World is Flat
“Globalisation? It means primarily creation of horizontal
networks and increasing role of co-operation and mutual
trust …“
Thomas L. Friedman – The World is Flat
A Brief History of the Twenty-First Century
Good Food, Good Life
Change in the Mindset
FROM
Hierarchy
TO
Network
Command
Experience
Competing
Alignment
Insight
Co-operation
Discipline
National - Functional
Initiative
Cross-border/Cross-functional
TASK ORIENTATION
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RESULT ORIENTATION
The Develop People Initiative
Core elements:
1.
Holding an effective performance and development
dialogue in an agreed performance and career
management process
2.
Applying 13 behaviours from the Nestlé Leadership
Framework
3.
Planning succession
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Management development
Scope & working principles

Competency based recruitment

Definition of Key positions at local / regional / Group
levels

Succession planning for Key positions with target of
2 successors per position

Performance assessment using competency based:
- Progress & Development Guide (appraisal form)
- 360o Feedback
- Training and development

Expansion of Talent pool based on new definitions
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Management development
Sourcing
Management
Development
& Sourcing
Internal
sourcing
&
People
development
for
Key positions
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Develop People – different from current
performance management systems
FROM
TO
• No consistency across markets
• One consistency standard across
the world
• Seldom applied to top
management
• Starts with and is led by top
management
• The focus was on ‘what’ people
achieved
• The focus is on ‘what’ people
achieve, and ‘how’ they do it
• Performance and Competencies
were rated in an inconsistent way
• Move away from ratings to the
language of performance
• Salary increases generally based
on performance
• Salary increases based on 5
criteria:- performance, potential,
market forces, fairness and salary
history
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Cascading objectives(O),
strategies(S) & measures(M)
O
S M
Company
O
The company strategy
becomes the divisional
objective and the
divisional strategy
becomes the
department objectives
and so on
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S M
Division
O
S M
Department
O
S M Individual/Team
Action
Plan
Nestlé Leadership framework
Progress & Development Guide
Nestlé Leadership Framework
Inspiring People
• Lead people
• Develop people
• Practise
what you preach
Flat and Flexible
Structures
Inspiring
Management
Long-term
Development
Adding Value
Opening Up
• Know yourself
• Insight
Orientation
Service
•Progress
and Development Guide
Name:
Dynamic
Compensation
Life-long Learning
• Results
focus
Dealing
with others
• Initiative
• Innovation &
Renovation
Plan
• Convincing
others
Current position:
• Curiosity
Date of last
review:
Leadership Framework
• CourageLeadership Framework
Part 1: Achievements
Review
Period:
Key Areas to be
Developed
Improvement needs
Strengths
Action plan (what, by
whom, by when,
training ...)
DEALING WITH OTHERS
Objectives:
Annual Business
Objectives
Results:
OPENING UP
PartKnow
1:Yourself
Achievements
Insight
Service Orientation
Proactive Cooperation
Impact / Convince Others
Part 2: Career &
Development
Reviewer’s Comments
Plan
Possible Options for
Personal / Career
Development (if
applicable)
Action plan
INSPIRING PEOPLE
Lead People
Employee Comments
Long Term
Development
Objectives
Curiosity
Develop People
Nature of the Contribution
Practice what you Preach
Courage
1
ADDING VALUE
Results Focus
Transforms
Steers
KNOWLEDGE
Name of employee
Name of reviewer
Signature
Signature
Masters
5
Product Knowledge
Acquires
Professional Knowledge & Skills
Initiative
Trails
4
3
Innovation & Renovation
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• Proactive
co-operation
Part 2: Career & Development
2
Using the Nestlé Leadership Framework
• Behavioural Competencies – behaviours provide the point of
difference between a good performer and an average one
• The Nestlé Leadership Framework provides direction on the
behaviours that matter at Nestlé
• They apply to everyone in the business
What is a competency ?
Any characteristic of a person that differentiates levels of performance
Demonstrably Related to Superior Performance in a Job
Characteristic that Enables Superior Performance :
• more often
• in more situations
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Individual behavioral competencies
Skill
Knowledge
Social Role
Self-Image
Trait
Motive
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Behaviours
Individual competencies (cont’d)
The Competency Foundation
Characteristics at different levels:
Skills are the things a person knows how to do well, e.g., reading
a profit-and-loss statement.
Skill
Knowledge
Knowledge is what a person knows about a particular substantive
area, e.g., basic accounting principles.
Social Role
Social Role is the image a person projects to others. It reflects a
person’s values - what one believes is important to do - such as
developing others or providing a sense of mission & direction.
Self-Image
Trait
Self-image is the way a person sees him/herself - the internal
concept of identity, e.g., seeing oneself as a teacher or leader.
Motive
Traits are relatively enduring and stable characteristics of a
person’s behavior, e.g., being a good listener, or being able to
recognize patterns across seemingly unrelated elements.
Motives are natural and constant thoughts and preferences in a
particular area (i.e., Achievement, Affiliation, and Power) that
drive, direct, and select a person’s outward behavior.
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Behaviors become more important as job
complexity increases
Relative Importance
« Natural » Tendencies and Traits
For Example:
Results Focus
Curiosity
Proactive cooperation
Courage
Task-Related
Knowledge
and Skills
For Example:
Knowledge of Electronics, Companies
Products, Labor Relations, Law, Skill in
active listening, Negotiating
Low
High
Job Complexity
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Nestlé Leadership Framework
4 clusters and 13 behavioral competencies
Inspiring People
• Lead people
• Develop people
• Practise
what you preach
Adding Value
Opening Up
• Know yourself
• Insight
• Service Orientation
• Curiosity
• Courage
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• Results
focus
• Initiative
• Innovation &
Renovation
Dealing
with others
• Proactive
co-operation
• Convincing
others
When should you do an Interim Review?
 At least once through the year to ensure the reviewee is on track
 When the reviewee's objectives change significantly
 When the reviewee changes positions
 When the manager changes position
 In these last two situations the full end of year process should be
completed including giving an overall assessment
 This information should be provided to the reviewee's new manager
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Performance Review Cycle
Set Personal
Performance
Objectives*
Business
Objectives
Development
Plan
Final Review
Salary Review
Identify
Behaviors
Review
Progress
•
The performance review is one of the inputs into salary review.
•
The other criteria for salary increase – if any – are: potential, market forces,
fairness and salary history.
•
Coaching @ Feedback are ongoing and occur at each stage of the Cycle.
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Training and Learning
 Change of training culture (focus on training on the job)
 Emphasize the role of manager
 Use of new Nestle Leadership Framework
& Nestle on the Move concept
 Skills courses transfer to the competency based
models
 Course nominations based on results of appraisal
meeting – PDG forms
 New e-learning programme
 E-learning & Blended solution
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Career Development / Planning
 Change of career development and succession
planning culture
 Emphasize the role of manager
 Use of new Nestle Leadership Framework & Nestle
on the Move concept
 Profile assessment based on the competency
model:
- For each position are defined key competencies
- For key people 2 successors are nominated
 Succession nominations & career plan based on
results of appraisal meeting – PDG forms
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Career Committee
Career Committee:
 Mini-career Committee = HR Partners + Division Head
 Company CC = HR Partners + Managers Committee
 It is about: headcount
organisational structure
key people (development, successors, …)
high potential (development, successors, …)
expats / inpats
remuneration
interdepartmental discussion on HR issues
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Nestlé on the Move – Year 1
Appraisal meetings, setting
objectives, performance evaluation
Train all appraisers
and appraisees
Results / evaluation
Train the
managers
Feedback to managers
Career committee
and training plan 2005
Start-up
11-12/2003
01
02
03
04
05
06
07
08
09
10
11
12
01/2005
Train new
appraisers and
appraisees
Appraisal meetings,
setting objectives,
performance evaluation
Start-up regular process
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Nestlé on the Move – Year N+
Appraisal meetings,
setting objectives,
performance evaluation
Train factory
appraisers and
appraisees
11-12/2004
01
Train all new
appraisers and
appraisees
Results / evaluation
Training nomination
02
03
04
05
06
Mini-career
committees
08
09
10
11
12
Mini-career
committees
Career committee
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07
Career committee
01/2006
Management Development Cycle
In red: Market Inputs
Mid - February
In green: Zone Inputs
Nov- Feb
Progress & Development review
(incl. review of
delivery on objectives)
In black: EBM Inputs
September
EBM validation
Succession Plans
for Corporate Key
Positions and
ManCom Positions
July to 30th August:
Zone Validation of the
Succession Plan Final list
transmitted to the markets
after EBM Validation
P& DG for
Key Positions,
Expatriates and
High Potential
Talent Pool and
Management
Development
March 11th:
March
Talent Pool
proposal by
evaluation of
potential
Sept - Oct
Plans and
Actions to
fill gaps
Feb.23th:HR Zone
EUR deliver current
Verified Talent
Pool list is due
back to the
Zone
March 14 to 18:
Pre-calibration Talent Pool
discussions - SBU/Functions
March 21 to 29:
June - Aug
Succession
Planning
April- May
Talent Pool
Validation
Zone Validation of the Talent
Pool submissions Final list
transmitted to the markets
after EBM Validation
April12th
EBM Talent Pool Validation
May 21st: Submission of the
June 1st to June 29th:
Management Development and
Succession Planning
discussions SBU/ Function
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Management Development and
Succession Planning proposals by
the markets for Key Positions
Personal Development Cycle
P&DG
Training & Development Plan
Career & Succession Plan
Objective setting (short/long term)
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Personal Development Cycle – 4 steps
End of February:
• PDG finalized by Markets and
forwarded to CE HR
Nov-Jan
Run PDG (incl. achievement
of objectives)
September:
Applications for
Rive Reine
programs
completed
• Personal objectives defined
March
May-Oct
Run training
& actions to
close
development
gaps
Consolidate
individual
training &
development
plan
April
Prepare
regional
training &
development
plan
End of March:
Individual training &
development consolidated
by CE HR
Mid of April:
Training plan
developed for Region
End of April:
Plans approved by
CdD
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Succession Planning Cycle – 4 steps
End of February:
Nov-Feb
PDG finalized by
Markets and forwarded
to CE HR
Run PDG (incl. achievement
of objectives)
March
June-Oct
End of March:
Propose
succession
plan
Succession plan
proposals logged into
database by Markets and
CE Management
Plans &
actions to fill
gaps
End of April:
April-May
June:
CE Succession
planning completed
and sent to HQ Vevey
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Succession planning
discussions between
• CM – CE
• CE – LOC
Succession plan reviewed
through and finalized by
CE Director and CE HR
May:
Approved succession plan
Training & Personal Development Cycle
End of February:
Nov-Feb
October
PDG finalized by
Markets and forwarded
to CE HR
Run PDG (incl. achievement
of objectives)
T&D budget
established
through CM +
CE HR + CE
Finance
March-April
June-Oct
Plans &
actions to fill
gaps
June
Individual training &
development plan
approved by CM +
CE HR
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Collect and
assess needs
vs existing
opportunities
May
Develop
individual
Training &
development
plan
End of April
Training and development needs
consolidated and comparison to
existing training * opportunities
completed
Existing Training
• Country local: CM, local HR
• Nestlé centralized/decentralized: CE HR
• Rive-Reine: CE HR
• E-learning tools: CE HR
Q&A
Questions & Answers
Thank you!
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