Next Generation Leadership: Integrated Talent Management for Robust Talent Pipeline


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Next Generation Leadership: Integrated Talent Management for Robust Talent Pipeline

  1. 1. Next Generation Leadership: Integrated Talent Management for Robust Talent Pipeline Hindustan Coca Cola Beverages Ltd
  2. 2. The Global Economic Meltdown
  3. 3. Why Great Companies Fail ?? Corporate Arrogance and Greed Insufficient attention to Weak Signals Lack of Vision and Risk Taking Trapped in Yesterday’s Business Models Biases of Internal Decision Processes Wrong Incentives: Short-term and Risk Averse
  4. 4. Different Leaders: Different Attributes Narayan Murthy, Steve Jobs, Infosys Apple Mark Zuckerberg, Facebook
  5. 5. Intelligence is Sticky, Tricky and Leaky That’s Why We Need to Focus on Building Leadership Pipeline Than Ever Before
  6. 6. Identifying Hi Potentials is the key • Analysing business context • Defining future needs • Working backwards to sharpen the definition of Hi Potential leaders • Assessment Centers • Objective Potential Assessment
  7. 7. HCCB Talent Management Model is based on the premise…. The Primary Responsibilities of Leaders : – Make yourself successful – Make your people successful – Make your business successful Source: Drotter Human Resources
  8. 8. We Manage our Leadership Pipeline talent needs with the help of: People Development Forums (PDFs)
  9. 9. PDF Process • a) Associate completes 2. Manager and associates discuss individual competencies, and record competencies displayed, sends to Manager for career aspirations./ development review , requests 360 areas, etc. degree feedback for self Regional/Functional/National PDF 4. Managers give feedback to the associate on development needs and action plans – HR to take Follow up actions 3. AGMs & Regional Functional Heads summarize and present their function’s talent 4. RVPs to summarize and present their DR talent 5. Corporate Functional Managers to summarize and present their DR talent
  10. 10. The PDF Network: How do they Connect? ONGOING DIALOGUE RE: DEVELOPMENT Development recommendations and strategies National PDF Region PDF FUNCTIONAL PDF Manages company-wide Leadership Talent Pool Define talent Defines HCCB technical Development requirements necessary expertise and skills to operate business unit model for functions •Reviews functional skills plans from functional PDFs •Assess the skills of •Identifies key pools of Talent Assessment and Identification employees expertise •Agrees company-wide People Development strategies and •Develop the skills of Talent Assessment •Projects needed skills priorities employees •Performs technical skills •Reviews effectiveness of Development •Hire and place needed gap analysis country level People Strategies and Recos talent Development Development •Manages company wide •Evaluate the talent and Recommendationss and talent supply skills that exist in the Assessment Support •Calibrates GM performance feedback and rewards / organisation, determine •Creates development consequence Routine Discussion needs and identify gaps strategies Point in Country Business Reviews •Create strategies to fill gaps •Brokers best practices and in talent for the present and Routine talent movement the future formal GM/ Function Membership Head dialogue • CEO Suggested •Regional VPS Suggested Membership •COO Membership •Function Head •HR VP •VP-HR,, Regional VP, •Regional Functional •OD Manager* Region anagers,AGMs, Experts •Local HR Manager* •National OD Mgr Talent assessment and functional development strategies HR Support Dialogue (HR VP, Regional, Local)
  11. 11. The PDF Network: How do they Connect? This diagram illustrates the interdependent relationship between the three types of PDFs: Region Functional CEO Senior Management / CEO PDF Region 1 Region 2 Region 3 Region 4 PDF PDF PDF PDF HR PDF Finance PDF Supply Chain PDF BSG PDF Commercial PDF
  12. 12. Succession Plan for Function RN Candidate 1 R1 Candidate 2 FH R2 Candidate 3 R3+ Candidate 4 direct 1 direct 2 direct 3 Direct 4 Direct 5 RN Candidate 1 RN Candidate 1 RN Candidate 1 RN Candidate 1 RN Candidate 1 R1 Candidate 2 R1 Candidate 2 R1 Candidate 2 R1 Candidate 2 R1 Candidate 2 R2 Candidate 3 R2 Candidate 3 R2 Candidate 3 R2 Candidate 3 R2 Candidate 3 R3+ Candidate 4 R3+ Candidate 4 R 3+ Candidate 4 R3+Candidate 4 R3+Candidate 4 Readiness Ratings RN = Ready Now R1 = Ready in 1year R2 = Ready in 2-3 yrs R3+ = Ready in more than 3 yrs
  13. 13. Performance / Potential Matrix SUSTAINED PERFORMANCE Exceptional Full Not Yet Full Performance Performance Performance 1 Exceptional/Turn 3 Full/Turn 6 Not Yet Full/Turn EXCEPTIONAL TALENT POTENTIAL TALENT Turn Potential TALENT able to do the work at the next level xxxxx POTENTIAL 2 5 Full/Growth 8 Not Full Exceptional/Growth PERFORMER WITH Yet/Growth Growth Potential HIGH PERFORMER POTENTIAL POTENTIAL able to do the work of bigger jobs at the WITH POTENTIAL PERFORMER same level in the near term 4 7 Full/Mastery 9 Not Yet Exceptional/Mastery PERFORMER Full/Mastery Mastery Potential HIGH PERFORMER UNDERPERFORMER able to do the same kind of work, only better
  14. 14. What are the distinguishing competencies of a Leader? • Technical (Financial Intelligence, IT Knowledge) • Cognitive (Memory, Analytical Skills, Strategic Thinking) • Emotional (Self Awareness, Self-Regulation, Empathy, Social Skills)
  15. 15. Research Data on Emotional Quotient Ruth Jacobs & Wei Chen – Hay McBer Analyzed competency data from 40 companies Of the distinguishing competences…
  16. 16. Research Data on Emotional Quotient Richard Boyatzis – Weatherhead School of Management • Studied 2,000 supervisors, middle managers, and • Identified 16 abilities that distinguished stars from executives at 12 different large US organizations
  17. 17. Research Data on Emotional Quotient Lyle Spencer, Jr. – Hay McBer •Studied 286 organizations, globally and at all levels of management •Identified 21 generic competencies that distinguished high performers from average performers •The proportion of competencies that were emotional in nature increased with the level of management. At the most senior level of management…
  18. 18. “ Your first and foremost job as a leader is to take charge of your own energy and then to help orchestrate the energy of those around you” Peter Drucker
  19. 19. Understanding and Improving Performance Business 360 degree Building capabilities Feedback & Coaching Simulation leadership feedback Effective Leadership Conversation Derailers Leader Innovative FIRO-B Workshops Individual Peer Coaching Managing Complexities Sharing Best Accelerating Sustainable Practices Performance Execution World-Class Organization
  20. 20. Leadership Derailers Perfectionistic Eccentric 0–39% = no risk Melodramatic 40–69% = low risk Mischievous generally better; may reveal strengths Arrogant 70–89% = moderate Passive risk resistant potential negative impact Aloof on performance Overly cautious 90–100% = high risk likely negative impact Distrustful on performance Volatile Pleaser
  21. 21. Building Sustainability and a High-Performance Culture Action Learning Mission Best Practice Sharing & Competition Experiential Learning Ethics Building Capabilities Denison Culture Involvement: Survey Leader Engagement Marketplace Adaptability: Case Sharing Customer First Experiential Consistency: Learning/Visits Accelerating Sustainable Sustainability Performance Peer Coaching High- Performance Culture World-Class Organization
  22. 22. The Denison Model
  23. 23. Organisational Culture & Value-system The Denison Model addresses the following: 2. Core Values 3. Goals & Objectives Creating Change 4. Vision 5. Strategic Direction & Intent 6. Customer Focus 7. Coordination & Integration
  24. 24. Identify quick role changes for Hi pots and growing them into leadership roles – On the job : 70% – Coaching : 20% – Structured training : 10% Complexity of Role Time
  25. 25. Classified - Internal use
  26. 26. Situational Leadership helps people to Grow Under Appropriate Leadership
  27. 27. Leaders Lead Themselves……. And their Actions Lead Others