HRCongres dag 1 Philippe De Bock Delhaize Group

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HRCongres dag 1 Philippe De Bock Delhaize Group

  1. 1. 10/06/2014 1 Power of networking Philippe De Bock Vice President Talent Management Delhaize Group
  2. 2. 10/06/2014 Something about myself 2 49 y 3 Germany Amex Cummins Chiquita Belgacom Telenet Delhaize Group Ski Running Reading HR BP & Talent Management ENFP Yellow R1 – R2 GIVING Retail in the Blood
  3. 3. 10/06/2014 United States: - Stores: 1 514 - Revenues: €12 889 mln Belgium, Luxembourg: - Stores: 852 - Revenues: € 5 071 mln Southeastern Europe & Asia: - Stores: 1 168 of which:  Greece: 281  Romania: 296  Serbia and Bosnia & Herzegovina: 420  Bulgaria: 54  Indonesia: 117 - Revenues: € 3 148 mln (excl. Indonesia) Period ended December 31, 2013 Delhaize Group: - Stores: 3 534 - Revenues: € 21 108 Bill. - Employees: 160 000 Delhaize Group: an international food retailer operating on 3 continents and in 9 countries
  4. 4. 10/06/2014 4 Delhaize Group Strategy
  5. 5. 10/06/2014 Delhaize Group Values | 5
  6. 6. 10/06/2014 | 6 LET’S SET SOME CONTEXT
  7. 7. 10/06/2014 | 7
  8. 8. 10/06/2014 | 8
  9. 9. 10/06/2014 | 9 My 2 cent opinion: • Change is faster & more disruptive • Knowledge was power • People want to be inspired & empowered - not being TOLD • The global perspective is only growing • Associates and Consumers have more options • More individual tailored solutions are needed • Expectations towards leadership are increasing
  10. 10. 10/06/2014 | 10 CEB study shows that leaders experience: • 80% are getting more responsibilities • 76% are being asked to achieve more or broader objectives • 65% must deliver business results faster • 54% have frequent shifts in job responsibilities • 50% have more a global role
  11. 11. 10/06/2014 Leadership model = changing Inspirational • Setting direction • Leading change • Inspiring Managerial • Set objectives • Communicate • Control • Feedback Networked • Building the right environment based on autonomy, trust, sharing and collaboration • Create connection for your co-workers | 11 Traditional framework Add-on framework
  12. 12. 10/06/2014 | 12 Network characteristics: EMERGENT RECIPROCITY SENSE OF COMMUNITY RISK TAKING CROSS BOUNDARIES Networked SOURCING NEW IDEAS BASED ON RELATIONSHIPS INTERDEPENDENT LESS CONTROLLING MECHANISMS
  13. 13. 10/06/2014 | 13 What are the consequences for leadership behaviors? TRUST AUTONOMY EMPOWERMENT TRANSPARANCY OPENESS DIVERSITY OF THOUGHTS MODEL PERSONAL VALUES SHARING Networked
  14. 14. 10/06/2014 And……..and | 14 NetworkedInspirationalManagerial
  15. 15. 10/06/2014 My 5 c | 15 Let’s get our ducks in a row…..
  16. 16. 10/06/2014 My quick view on talent attributes | 16 IQ EQ AQ LQ Company Culture IQ EQ AQ LA
  17. 17. 10/06/2014 | 17 IQ EQ AQ LQ IQ • Smart wins every time…. ….but it only explains 25% of the performance differential….so don’t only go for brains • But over time it has been the most consistent characteristic of successful leaders
  18. 18. 10/06/2014 | 18 IQ EQ AQ LQ EQ Self Awareness Self Management Social Awareness Relationship Management Empathy Organizational Awareness Conflict management Influence Teamwork Emotional Self-Awareness Achievement oriented Adaptability Emotional Self-Control
  19. 19. 10/06/2014 | 19 IQ EQ AQ LQ AQ Jack Welch described them as the 4 E’s: • Energy • Energize • Execute • Go to the Edge
  20. 20. 10/06/2014 | 20 IQ EQ AQ LQ LA • Learning Agility is the ability & willingness to learn from experience and then apply that learning elsewhere in a new situation and first time right. • Leaders who are high on LA :  Search for feedback and new experiences  Are critical thinkers  Know themselves  Can deal with the discomfort of change
  21. 21. 10/06/2014 | 21 Example 1: DG International Graduate Trainee Program
  22. 22. 10/06/2014 Our starting point • About 5 years Stefan Descheemaeker (ex-CEO Delhaize Europe) requested to build a solid pipeline for the next generation of leaders • Our base line = « Develop the next generation of leaders » • Our opportunities: – International experience – Green field approach – Support from top management • Our challenges: – Retail is not a high margin business – We are fighting all for the same talents – Internal skeptics' and conflicting against RMT programs • Existing believe : « If you have not started in retail operations; you don’t know anything about retail » – Engage local operating companies | 22
  23. 23. 10/06/2014 | 23 How to catch? Where to fish?
  24. 24. 10/06/2014 We choose the Web • Created a simple mini-site with all info available • We use virtual spread with « Endorse a friend » | 24 www.dreamjobdelhaize.com • Endorse a friend • Testimonials and connection with past or current trainees • Full transparency during recruitment process • Endorsements are visible to everybody
  25. 25. 10/06/2014 | 25 How to find the ones?
  26. 26. 10/06/2014 Remeber the ducks? | 26 IQ EQ AQ LQ Objective Selection Criteria < than 2 years of work experience We attribute points to different criteria Abstract reasoning test We loose about 60% BAQ test Looking for LA, Teamwork, EQ, Drive, Decision Making…. Culture Fit
  27. 27. 10/06/2014 DG IGTP Class 2013 – the numbers Starting Population (1627) CV Screening: (994) Abstract Reasoning: (314) Personality questionnaire: (278) Interview Event: (36) Final selection: (9) | 27 Objective criteria Company, culture & Values fit EQ, AQ, LAIQ
  28. 28. 10/06/2014 Recruitment event = culture test | 28 • Invite “Top 18” candidates to a recruitment event (1 in US & 1 in Europe) = 2 days event • “You have give to get something” – During the first half day we give info about DG, our strategy, the program, create a leadership dialogue with a DG ExCo member, etc…. • Interviewing all candidates – 10 people (5 HR professionals + 5 business people) conduct 50 min. interview rounds – Candidates are paired by 2 and rotate with colleagues • Informal dinner with candidates, interviewers & former or current trainees • Finally we select the ones that fit best our culture – KISS • Inter-subjectivity = objectivity • YES – NO - MAYBE • Alumni trainees act as interviewers • Alumni & current trainees join dinner • Leadership dialogue with DG ExCo member • We share decision making process & criteria • We share test results to all
  29. 29. 10/06/2014 The ones who made it | 29
  30. 30. 10/06/2014 The program | 30 Getting started Retail operations Going abroad Prepare for landing Support from DG Talent Management group Mentor @ VP or Director level Learning Groups (+/- every 6 weeks) Individual performance conversations
  31. 31. 10/06/2014 Getting started • Induction program – Voice & hear expectations – What is ahead – Leadership connection with C-level – Develop as a leader – Give insights on self • Life-line exercise • Insights Test • BAQ • Career Anchor (E. Schein) • Strengths-finder (Gallup) • EQ testing | 31 Understand self Step out of the box Deal with power, W/L balance, etc. Being a manager Getting started • Connection with DG CHRO & CEO • « Leave the room meeting » • Cooking event • Life line exercise • Assignment of mentor • Assignment of buddy
  32. 32. 10/06/2014 Retail Operations • 6 months retails ops – Go through all categories – Learn the basics – « Get respected » & « Learn to respect » • Develop tenacity by living the values (ex. year end in Deli) • Regular switch of stores – Change leadership • Project delivery – IDP – Retail ops review | 32 Retail Operations • Change to different stores • Between stores – spend time in banner HQ • Every 6 weeks – learning groups • Trainee sharepoint site
  33. 33. 10/06/2014 International experience • 6 months in retail related department – A - Z project responsibility – Focus on Result Orientation – Stretch department choice • Cultural learning – Adapt to different environment – Integrate to both country & OpCo culture | 33 Going Abroad • Learning groups continue • Peer coaching • Inter-cultural learning course • Networking trips – to build up relationship in prep. to landing spot
  34. 34. 10/06/2014 Prepare for landing • 6 months in an OpCo job – Conduct a regular job for 6 months – Selection is closely linked to first job • More difficult period – Get out of the program – Long term development vs. short term opportunity – International vs. going to home | 34 Landing Spot • Learning groups continue • Project groups assignements • Graduation session with Executive sponsor or CEO DG AFTER THE PROGRAM • Mentoring relationship can continue • Act as interviewers or are source of info for candidates • Involvement in campus recruitment (=US) • Bi-annual learning groups • (Mini-leadership College)
  35. 35. 10/06/2014 Development support during program | 35 Support from DG Talent Management group Mentor @ VP or Director level Learning Groups (+/- every 6 weeks) Individual performance conversations • High focus on self-awareness & leadership development • All trainees have an IDP (max. 3 development areas & plenty of strengths they discover) • All have a mentor at VP or min. director level (attachement to home market) • They have every 6 weeks learning group (tele-presence usage) focussing on our DG LC model • Strict follow-up on performance reviews during each rotation + individual feedback on results
  36. 36. 10/06/2014 | 36 Are we successful?
  37. 37. 10/06/2014 Some numbers | 37 0 200 400 600 800 1000 1200 1400 1600 1800 2010 2011 2012 2013 # of applications 13% 35% 8% 5% 2% 25% 12% # of applications per country Belgium Greece Romania Serbia Bulgaria 8% 29% 54% 7% 2% # of applicants/degree High school Bachelor Master MBA Unknown • Extremly high retention rates (only 1 drop out on 30 trainees in 4 years) • Attracting a majority of female trainees (65% female & 35% male) • Candidates have a good geographical spread and a solid educational background • Program is handled completely internally (high quality @ low cost)
  38. 38. 10/06/2014 | 38 Example 2: DG Leadership College « Be humble teacher and a proud learner »
  39. 39. 10/06/2014 | 39 ExCo gives mandate (2009 – develop the digital strategy for DG) 12 Vice President/directors get selected during the Talent review and start a 3 months journey 1 week together • investigating the mandate • get swamped with info (external info + benchmarking) • assignment to an external executive coach • develop triads + peer coaching 5 weeks virtual • continue to explore – divergence phase • connect weekly through virtual media • coaching & peer coaching ongoing 1 week together • start convergence phase • coaching & peer coaching ongoing 5 weeks virtual • formulate strategy - define recommendations – create experiments and get support in the organization implementation • prepare for presentation to the ExCo • coaching & peer coaching ongoing Di v er g e n c e C o n v er g e n c e Focusontaskanddeliveryofmandate Focusonleadershipdevelopment CreatealonglastingconnectionwithpeerswithinDG Goals of the program Presentation to ExCo • LC presents learning, makes recommendations and asks for testing of experiments & puts forward other recommendations • Shares leadership development learning Bring to life recommendation + Connection remains
  40. 40. 10/06/2014 Example – high level output 1. A clear picture of situation 2. Impact of the new reality of our traditional consumer shopping path 3. How to activate our new digital consumer shopping path Customer perspective What is Digital media? Internal cases External cases Traditional consumer Shopping path Digital consumer shopping path Experiment 1 Meaningful Observations Vision Actions - What - How - Enablers Experiment 2 Experiment 3
  41. 41. 10/06/2014 The Vision and Strategic Elements • Connecting Delhaize for life • Strategic Elements – Common Platforms – Organizational Structure – Multi-Channel – Transformation - Commitment – Engagement for life – 31 - Seamless connections
  42. 42. 10/06/2014 Recommendation Recap Delhaize in a box 1.E-Commerce 2.Customer Connection Center 3.Localization
  43. 43. 10/06/2014 Leadership Learning Themes • Diversity of thought • Acknowledge cultural differences • Trust your peers • Respect and listen to others ideas • The power of inquisition • Ask clarifying questions • Self reflection • TEAM – « Together wE Achieve More »
  44. 44. 10/06/2014 | 44 Efforts to create the networks
  45. 45. 10/06/2014 Networked approach • Face to Face meeting to start and mid-point • Exploring/starting from scratch together • Peer coaching • Self-directing • Self-regulating • Little to No agenda • Leadership role is rotating • Development triads • Peer feedback | 45 Networked
  46. 46. 10/06/2014 | 46 What I learned on Facebook last night
  47. 47. 10/06/2014 Book-Tip for free  | 47 “One-Page – Talent Management” By Marc Effron & Marian Ort Published by HBR, 2010, ISBN 978-1-4221-6673-4 Why do I like the book? • Trying to explain something complex simply • Repeating the same approach:  Start with the science  Eliminate complexity, add value  Create transparency and accountability • Applying it to main talent processes:  PMP  360° feedback Talent reviews  Succession planning  Engagement  Competencies
  48. 48. 10/06/2014 Don’t copy Luka | 48 FEEDBACK = A GIFT
  49. 49. 10/06/2014 Appendix | 49
  50. 50. 10/06/2014 The inter-subjectivity problem | 50
  51. 51. 10/06/2014 It goes fast  | 51

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