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.

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Preparing Global Managers

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

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