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TALENT MASTERY
MUMBAI, SEPTEMBER 2012
Daphne Xiao, Jonathan Donner, Nick Kitchen,
Sagar Padhiar, Tswelo Kodisang, Steven Gross
AGENDA
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Executive Summary
Our Changing World: Our Context
Unilever’s 80 bio vision
Implications for leaders in a VUCCA World.
What we did: who we spoke to (our research)
Key Insights
Our findings in Talent Trends vs. Key Macro Trends
Recommendations and best practice examples
Summary
Appendix
EXECUTIVE SUMMARY:
RECOMMENDATIONS
Workforce
Planning &
Supply
Make T&O Truly Iconic
Attraction
Create a True Talent Attraction Capability in
Digital
Integrated
Talent Model
Bring Together Our Multiple Great Works into a
Unified & Compelling Whole
Global
Leadership
for a
VUCCA
World
Articulate and Codify a Global Leadership
Approach which will be a competitive advantage
and define our success
Make these truly leading edge, thus creating
a competitive advantage for Unilever!
THE WORLD IS CHANGING...THE VUCCA WORLD:
“VolatileUncertainComplexChaoticAmbiguous”
• Uncertainty permeates mature
markets
• The new middle classes
• The start of the Asian century
• Emerging market competitors
• A larger but older population
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Rapid urbanization
Digital reshapes retail
Energy crises thwarts growth
Water stress squeezes us dry
Fragile food system
AS HAS OUR AMBITION FOR UNILEVER
OUR 80 BIO VISION
THE CHALLENGE FROM OUR LEADERS
BUILDING 80 BIO TALENT DEVELOPMENT (2.0)
• We’re looking at new types of leaders for our VUCCA challenges
• Pioneering, Accountable, responsible
• Innovative – bigger, bolder,
• Anticipating – laying the road ahead, with pace and intelligent risk taking
• Who can play on a new playing field:
• huge global scale to meet our huge ambitions
• new focus on D&E
• development of individuals and organisations around them
• aligned to our vision of societal mission and responsibility
BUT
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Differentiated
• Real focus on top 1%
• consistent track record of aggressive results
• personal, authentic style, true to selves
• versatile, agile, learners who can grow, reflect
• net promoters of talent (demonstrable “how”)
(Based on input of ULE members
at last HR Forum)
A NEW STYLE OF LEADERSHIP FOR
A VUCCA WORLD
From alignment &
followers to
intelligent risk
takers
• Accept Uncertainty
• Communicate Clear-End-State
• Set Left-Rigt Limits
• Distribute intelligence
• Build Competency through Solid
Training
• Build Trust through Shared Values
• Block Down Field – “Clear the
Obstacles for Your Team”
Scott Snook
• Get out of the Way
• “Make things happen"
• Clarity on the strategic intention – freedom
in the “HOW”
• Refraiming an insobule challenge into an
opportunity
• immersive learning: in such a world with too
much information
• Bio-empathy: “learn from nature”
• Constructively de-polarising
• Transparency & Authenticity
• Rapid prototyping:
“fail early, fail often, fail cheaply”
• Collaboration & Mutual Success
Bob Johansen, Leaders Make the Future
WHAT ARE THE IMPLICATIONS OF THE SHIFT
FROM TALENT 1.0 - 2.0? WE SPOKE TO:
Companies & Consultants:
GSK, Shell, McDonalds, Baidu, Pepsi, Dow, 3M, infoSys, Turkcell, Pfizer, Mercer,
PWC, Bain & Company
Leadership Guru’s & Organisations:
Jay Conger, John Boudreau, Scott Snook, Bill George, Bob Johansen
Wharton, CRF, CLC
VUCCA WORLD EMERGING THEMES &
2015 TALENT IMPLICATIONS
Better anticipation
of Talent Needs
the world
moves
East and
South
Living
Differently
the
environment
under
stress
Digital
Revolution
Group Oriented/Team
Learning
INSIGHTS FROM OUR DISCUSSIONS
Best practice companies do not have significantly different
talent tools but more detail, rigor & dicipline characterise 2.0 tools
• McDonalds - Selection
• Turkcell – Onboarding and Employee Experience
We have some Talent 2.0 practices but need to do a better job of
connecting them
• T&O,ULDP, GOLD, Ex-celerator, ULDP, Global Experiences
• But we struggle with an integrated talent experience/touch and therefore not leveraged, aligned,
harmonised, tuned
• This frustration encourages us to bring out new or different tools, processes
We need to chose fewer things and make them truly leading edge
• We struggle with making choices
INSIGHTS FROM OUR DISCUSSIONS (CONT’D)
We are more Global than many other companies but have not
seized or leveraged this uniqueness
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HRT, Our (separate) Talent Development work, UFLP, T&O
The global career mobility experience we continue to emphasize, provide
We are not comfortable managing in a VUCCA world
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We are driven to processes, ratings – struggling to bring order to chaos
We deliver much greater definition than leaders require in a VUCCA World
We have deficit based systems rather than strength based systems
We respect values and purpose but are not yet able to manage them effectively
The world is moving to a new culture of work that we have not yet
fully embraced, encompassing greater cultural diversity,
inclusion, segmentation, personalisation, creativity, meaning and
purpose. We need to get ourselves “future ready” for this.
VUCCA WORLD EMERGING THEMES &
2015 TALENT IMPLICATIONS
the world
moves
East and
South
Living
Differently
the
environment
under
stress
Digital
Revolution
Group Oriented/Team
Learning
Better anticipation of
Talent Needs
World moves East and South
•Greater Rigour in Selection
•Improving Mobility
•Developing Global and Culturally sensitive leaders
•Senior leaders developing leaders
•Talent Segmentation
•Better anticipation of talent needs
Digital Revolution
•Digital and Social Media in Attraction & Recruitment
•Greater use of Technology in Learning
•Developing Business Innovators
•Greater ownership of individuals for learning
Living Differently
•Values Driven
•Individual Purpose
•Inclusivity
•Going deeper into workforce/linking with customers
•Multi-Generation Workforce
•Group oriented Team Learning
Environment Under Stress
•Maximise investment in efficient talent processes
•Enhance ability of leaders to manage uncertainty
•Improved critical thinking skills
•Alternative learning experiences & journeys (NGOs)
Workforce
Planning &
Supply
Attraction
Integrated
Talent Model
Global
Leadership
for a
VUCCA
World
Workforce
Planning &
Supply
THEME 1.
Key Talent Trends
•Use of HR Analytics and Metrics to deliver business aligned HR interventions
What are they?
•Using analytics to make better informed people decisions: who, how many,
how much in line with the business
Best Practice examples:
North Asia
What we are doing in Unilever already
•Talent and Organisational Readiness (T&O) 2.0 (NORTH ASIA best practice)
Recommendation for Workforce Planning and Supply:
•Make T&O Truly Iconic
Workforce
Planning &
Supply
RECOMMENDATION:
MAKE T&O TRULY ICONIC
GSK: Matching Supply with Demand
Supply
Key Roles and Capabilities
Identification
Direct Reports in 9-Box
Talent Review / Succession Planning
Strategic Business Planning Process
Demand
Unilever N. Asia: Workforce Planning
Bottom up process feeding
Top down process driven bysuccession pools to key roles
business strategy
What We Need
• Performance
• Skills & capabilities
• Potential
What We Have
GAPS • Performance
?
• Skills & capabilities
• Potential
Plan to Close Gaps
Develop/Recruit
Talent demand
Talent supply
2015 strategy
plan
Attrition rate
Source of growth,
and productivity
Mobilization plan
Strategic
capabilities
HP pipeline
Total number of
managers needed
Internal talent
supply
• Maintain a steady annual intake of 100MT
• Scale up annual direct entry intake to 400
• Proactively recruit ~ 20 MCR per year
• internal scout green IAs for top 10 roles
• Step-up development for 8-10 HP3 and HP4
• Contain staff turnover rate < 10%
Attraction
THEME 2.
Key Talent Trends
•Use of Digital in Attraction (and Learning)
What are they?
•Use of social media for attraction and use of technology to accelerate
and amplify attraction (learning) and capability development.
Best Practice examples:
What we are doing in Unilever already
•Good progress on Facebook, Linked In, etc.
Recommendation for Attraction:
•Create a True Talent Attraction Capability in Digital
Attraction
RECOMMENDATION:
RAISE TALENT ATTRACTION CAPABILITY
IN DIGITAL
Web 1.0
Web 2.0
MOBILE MARKETING - A GREAT
WINDOW OF OPPORTUNITY
Attraction
应届生网
海报、单页
Integrated information releasing platform
Multi-media CVs
Instant on-line interaction
Effective whole process management
Daily engagement
Attraction
DEMO
4
Mobile Marketing will be a great window of opportunity to
explore and create differentiating and exciting campaigns
to target audiences in a new and cost effective way
Attraction
DIGITAL ENGAGEMENT CAMPAIGNS
Early engagement &
experience
Deloitte Virtual Office Tour
PG video & photo Show – PG给力播
Fancy digital interactions/assessments
Find your fit
Business Competition
Engagement Campaign
L’oreal - Reveal
Integrated
Talent Model
THEME 3.
Key Talent Trends
•Encompassing all “touch points” of the talent experience as an integrated
whole. Bringing the pieces of work in talent into one. Building a seamless
“customer” experience.
What are they?
•Portrayal of all talent “touch points” as a system or landscape visually and
experientially so that every piece of the system in linked.
Best Practice examples:
What we are doing in Unilever already
•Examples of more limited scope are emerging: PACE, Talent Plus, etc.
Recommendation for Integrated Talent Model:
•Bring together our multiple great works into a unified and compelling whole.
Integrated
Talent Model
RECOMMENDATION:
INTEGRATED TALENT MODEL
Pfizer: Lead Your Future
Integrated
Talent Model
RECOMMENDATION:
INTEGRATED TALENT MODEL
Global
Leadership
for a
VUCCA
World
THEME 4.
Key Talent Trends
•World is moving to an increasing VUCCA context, traditional skills and
competency-based approaches is not adequate for this leadership profile.
What are they?
•Developing leaders with a global orientation, experience, cultural sensitivity
and ability to manage complexity.
Best Practice examples:
•(Lots of discussion, especially beyond business - but no true examples from
our contacts)
What we are doing in Unilever already
•Many emerging examples: UFLP, ULDP, Step Up, STA, IA, Virtual/Diverse
teams, cross geography working, our matrixed structure.
Recommendation for Global Leadership for a VUCCA World:
•Articulate, confirm and codify a global leadership approach which will
characterise us in the marketplace and define us in how we tackle the future –
our success.
Global
Leadership
for a
VUCCA
World
THEME 4.
Building a new Compass Leadership Concept
“Working on the system – not within it”
Interdependent
2012 beyond
“Glocal”
Mindlessly
Global
Centralised
One Unilever
2009 – 2011
De-centralised
Division
Purpose led leadership - in line with the USLP
•Taking the work done on ULDP forward
•Bringing our values to next level of impact
•Aligning USLP and individual purpose
2004 – 2008
BG
OpCo
Independent
Pre
200
0
Hopelessly
Local
New Societal Responsibility
•Responsible Capitalism
•A different concept of corporation
•Into the void gov’ts leaving vacant
•A much bigger responsibility
•Well beyond bus skills: statespeople
Collective Leadership – Reflecting our new org
•Fundamentally different way of leading
•From directive to coalescing groups
•Relies on new skills, greater ability to let go
Servant Leadership – From Ego to Deference
•Approach respecting needs of others
•Stewards of org resources
•Humility to world around
•Level 5 Leadership
RECOMMENDATIONS
SPECIFIC ACTIONS
Workforce
Planning &
Supply
Make T&O Truly Iconic
•Mandate T&O as a rolling 3 year cycle and build it into
the strategic plan
•Make T&O part of HR professional skills
•Build T&O into the skillset of line leaders
Attraction
Create a True Talent Attraction
Capability in Digital
•Create leading edge Digital Attraction capability in LD
•Digitalise all talent processes
•Digital Marketing skills for HR
Integrated
Talent
Model
Bring Together Our Multiple Great
Works into a Unified & Compelling
Whole
•Build a full game simulation on the employment
experience
•Give each employee a credit account to be spent on
development choices
•Build a TOTAL Reward statement
Global
Leadership
for a
VUCCA
World
Articulate and Codify a Global
Leadership Approach which will be a
competitive advantage and define our
success
•Begin to develop and shape our leaders now for a
world that doesn’t exist yet – an 80B VUCCA World
Make these truly leading edge, thus creating a
competitive advantage for Unilever!
Global
Leadership
for a
VUCCA
World
THEME 4.
A Model We Can Begin to Work From – VUCCA Leaders
Promoting a new generation of “Intelligent Risk Takers”
• Accept Uncertainty
• Communicate Clear-End-State
• Set Left-Rigt Limits
• Distribute intelligence
• Build Competency through Solid Training
• Build Trust through Shared Values
• Block Down Field – “Clear the Obstacles for Your Team”
• Get out of the Way
Source: Scott Snook
Harvard Business School Professor
Model Designed for US Military in VUCCA World
OTHER BEST PRACTICE EXAMPLES:
MCDONALDS: RIGOUR IN SELECTION
Problem: Lacking alignment of the Senior Leadership Team in
selection and succession processes.
 is it the lack of talent of rigour and discipline of protocols?!
Solution: A set of critical success factors for each of the key roles was
defined for succession planning by an industrial Psychologist.
 This approach ensured a balance of rigour, fairness and key
success factors without the bureaucracy.
Result: 20 of the top 200 roles were filled in the last 2-3 years and
these had a succession rate of 90%. (Succession rate was measured on
the basis of business impact and delivery against agreed business goals.)
TURKCELL: TURKCELL ACADEMY
•Turkcell Academy 5 floors 20 rooms, 12 full time trainers/coordinators training
10,000 employees and partners each month
• Product knowledge training for 16,000 distributor employees in 2-3 days.
Phone technology often used in providing recorded training, videos that can be
viewed on personal devices.
• University and Employer Brand Relations Managers coordinate with 20-30
universities to organize branded youth training (moving away from traditional
careers fairs) on technology, planning careers, interview skills. Professional
actors and actresses so that the training is high quality and fun.
•Turkcell employees teach Mobile Marketing and Technology at various
Universities and 7-8 of these courses are recognized and credited within the
University syllabus.
•Turkcell have a partnership with Harvard, Gartner & CorpU - they bring
Harvard professors to Turkey or set up virtual training in the Turkcell Academy.
• The Turkcell Academy is the winner of European and Global Excellence
Awards
GSK: INHOUSE HEAD-HUNTING
•14 Talent Acquisition Leads (TALs) are a consultancy group part of
the Talent & Leadership Centre of Excellence
•Focus on Senior Director, VP and SVP ( management roles are
recruited through HR Services)
•Specialise in specific areas of recruitment and geographies e.g.
Europe Pharma – covering commercial Business areas such
Marketing, Health Economics, Manufacturing & Supply, Global Support
Functions
•TALs are more effective in the developed markets at present as it is
very hard to get reliable data in the emerging markets due to the
speed of change,
•Highly specialist or niche searches may be passed on by the TALs to
external search agencies
•TAL effectiveness is overall measured by ‘saving delivered’ using
standard % placement fee same as external agency would charge per
appointment - each TAL has a target of saving 5 times annual salary
each year.
TURKCELL: INTEGRATED‘POSITIVE LEADERSHIP’
PROGRAM
Signing the Offer!
“MY RECRUiTMENT”
• Celebratory Moment .
• This first interaction with the
company is remarked and
“MY LAST DAY”
celebrated just as an
• Employees remain valued as alumni
anniversary!
•Employees valued as consumers
“MY FiRST 30 DAYS”
• A structured onboarding
“MY FiRST
PERFORMANCE
REViEW”
“MY CAREER MENU”
• Learning & Development
PFIZER – SEGMENTATION
5%
•Talent Planning
Meetings
•MEis / LA Questionaire
•360 Assessment
•GPM
•Mentorship
•Team Sponsorship
•Leadership T&D
•Health Club
Membership
•Social Clubs
•BES
•Pfizer Kitchen
74
%
•Talent Planning
Meetings
•MEis/LA Questionaire
•360 Assessment
•GPM
•Manager Forum
•Mentorship
•Rotation/Secondment
•Team Sponsorship
•Leadership T&D
•Health Club
Membership
•Social Clubs
•BES
•Pfizer Kitchen
21
%
•Social Media
•BAB
•There is Future at Pfizer
•Mavi Koza
•Talent Planning
Meetings
•LA Questionaire
•GPM
•Cross Div. TeamWork
•Career Development
Paths
•Rotation
•Buddy
•Flexible Working Hours
•Social Clubs
•Free Friday
•Pfizer Kitchen