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Preparing Global Managers

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UPES does not own the content in this presentation. These are presentations presented in 2002 during the 2nd HR Round Table.

UPES does not own the content in this presentation. These are presentations presented in 2002 during the 2nd HR Round Table.

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  • 1. Preparing Global Managers U K DIKSHIT Director, SCOPE-CFD Presented at HR Round Table organized by ISPe & UPES, Dehradun
  • 2. LEADERSHIP DEVELOPMENT
    • The goals:
    • Develop leadership skills.
    •  
    • Ensure a pool of capable people to run the organization.
    •  
    • Develop general management skills.
    •  
    • Orient managers to corporate strategy and culture.
    •  
    • Retain good leaders
  • 3. LEADERSHIP DEVELOPMENT contd…
    • There are fundamental questions like:
    • Have we correctly identified our pool of current and future leaders?
    •  
    •  Are those with the greatest leadership potential deployed in roles that will grow their skills?
    •  
    •    What is the definition of superior leadership performance in this organization?
    •  
    •    How will superior leadership be rewarded and reinforced?
  • 4. AN INTEGRATED PROCESS FOR DEVELOPING LEADERSHIP STAFFING ORGANIZING PERFORMING LEARNING REWARDING
  • 5. AN INTEGRATED PROCESS FOR DEVELOPING LEADERSHIP contd…
    • Staffing: Recruitment and selection of leaders.
    • Organizing : Deployment of leaders in various roles, and the type and frequency of rotation.
    •  
    • Learning : Assessment and training elements focused on skill enhancement.
    • Performing: Establishment of goals and the evaluation of performance against them.
    •  
    • Rewarding: Various methods by which performance can be recognized.
  • 6. DEVELOPING GLOBAL LEADERS
    • Building global competencies in senior executives:
    • Ability to describe clearly the focus behind globalization of the business;
    • Ability to recognize and connect global market trends, technological innovation, and business strategy;
    • Ability to frame day-to-day management issues, problems and goals in a global context; and
    • Ability to create and lead worldwide business teams.
  • 7. IDENTIFYING HIGH POTENTIAL Best Practice: CARGILL Inc
    • A rating is assigned which is a Combination of:
    • Employee’s most recent overall Performance Rating (taken from the Performance Management Process) and,
    • A more subjective, Growth Potential Rating, assigned to the manager.
  • 8. IDENTIFYING HIGH POTENTIAL contd… Best Practice: CARGILL Inc
    • The Performance Management Ratings are :
      • E: Exceeds Expectations
      • M: Meets Expectations and
      •  
      • B: Below Expectations
  • 9. IDENTIFYING HIGH POTENTIAL contd… Best Practice: CARGILL Inc
    • The Growth Potential Ratings are
    • C: Within five years, employee is capable of two or more assignments with greater scope and responsibility;
    • B: Within five years, employee is capable of one assignment with greater scope and responsibility.
    •  
    • A: Has already reached his level of potential. 
  • 10. TAPPING THE POTENTIAL Best Practice: CARGILL Inc
    • Development plans are then developed for each identified high potential.
            •       An international assignment;
            •       Working on a task force;
            •  
            •      A cross-function, cross-product line or cross-geographical move;
            •  
            •       Launching a new product
    • Cargill emphasizes the diversity of developmental experience in the belief that potential can then be more effectively tapped.
  • 11. T HE PEPSI CO “LEADERS DEVELOP LEADERS”
    • For selection, development and deployment of leaders, fundamental assumption IS that a Leader plays a critical role as a Teacher in the organization.
    • A five-stage development curriculum focusing on a combination of behavioral and functional skills.
    • Developed internally by executive development staff in partnership with University of Michigan.
    • Development program taught and facilitated by PepsiCo’s own senior management. The CEO teaches the highest-level course.
    •  
  • 12.
    • Classroom Training : Internal & External
    • Self-study & Guest Speaker Series
    • Action Learning & Executive MBA
    • Executive Coaching & Mentoring
    • Job Enhancement & Job Rotation
    • Customer Visits & Supplier Assignments
    •  
    • Team Building & Community Involvement
    MIX OF OPTIONS FOR DEVELOPMENT
  • 13. LEADERSHIP TRAINING DELIVERY
    • Three traditional methods:
      • In-house developed and delivered
      •  
      • Consultant designed and delivered
      • Business School or University-based
    •  
    • Each has advantages and disadvantages for learning
    • Partnership between the In-house Development Team and External Resource Institution
  • 14. INTERNAL CORPORATE DELIVERY
    • Ability to customize learning to the unique organizational situation.
    • Expensive to maintain the resources to deliver and administer.
    • Internal focus may limit networking and learning from external sources.
  • 15. CORPORATE UNIVERSITIES
    • In the USA, among companies that provide Business School or University – based education, approximately one-half have their own Corporate University
    • Corporate Universities are more job-focused and less theoretical
    • Corporate Universities are very expensive to establish
    • Companies with their own Corporate University include:
      • General Electric Company; Mc Donald’s Corporation; Motorola, Inc.; and The Walt Disney Company.
  • 16. NEW DRIVERS OF TRAINING IN THE HYDROCARBON SECTOR contd…
    • Drivers from External Environment.
    • Products and Process Challenges.
    • Marketing and Management Imperatives.
    • Global trading operations require global skills.
    • Advent of transnationals to intensify competition in a market determined scenario.
  • 17. NEW DRIVERS OF TRAINING IN THE HYDROCARBON SECTOR contd…
    • Industry’s ongoing technical and management needs are being met by Company Training Centre or Institutes.
    •  
    • Leadership Training for global best practices and benchmarks requires greater attention.
  • 18. NEW DRIVERS OF TRAINING IN THE HYDROCARBON SECTOR contd…
    • Address the gap between the Industry and vendors on one hand and the Industry and re- sellers & consumers on the other.
    • Partnership between Company Training Centres and specialized Education & Training Institutions to serve all the Stakeholders.
    • Industry research points need to be for short term Specialized Courses and longer duration Post graduate Programs in:
        • Oil and Gas Management
        • Oil Economics
        • Applied Petroleum Engineering
  • 19. ALTERNATIVE DELIVERY METHODS
    • Methods of training that balance participation and geographic flexibility are ideal.
    • Alternative, non-classroom methods of delivery include:
      • Videotape and audiotape;
      • Business books;
      •  
      • Computer-based training (CBT) via CD-ROM;
      •  
      • Teleconferences;
      •  
      • CBT via Internet;
      •  
      • Virtual reality training; and
      •  
      • Desktop videoconferencing 
  • 20. HUMAN RESOURCES DEVELOPMENT CHALLENGES Manpower Planning and Induction Initial Training to Enhance Skill Sets Continual Skill & Competency Upgrades Creating & Sustaining Learning Org. Partnership between Company and External Resource Institution
  • 21. THANK YOU