Your SlideShare is downloading. ×
0
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Global hr forum2009-bill gardner-developing creative talent in a multinational corporation-successful examples from amd

538

Published on

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
538
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Developing Creative Talent in a Multinational Corporation Successful Examples from AMD Bill Gardner Director, Global Talent Development Austin, Texas USA
  • 2. AMD: The Company 2 | AMD Corporate Overview | AMD Confidential
  • 3. AMD At-A-Glance A leader in microprocessors and graphics Founded: 1969 Headquarters: Sunnyvale, California USA Employees: approximately 11,000 worldwide 2008 Revenue: $5.8 billion “AMD is not a CPU and graphics company doing ‘Fusion.’ We are a ‘Fusion’ company that also makes the world’s best discrete CPUs and graphics technologies.” —Dirk Meyer, AMD President & CEO 3 | AMD Corporate Overview | AMD Confidential
  • 4. World-class Platforms: Only from AMD System performance depends on the right balance of CPU, GPU and chipset capabilities, optimized for the real-world applications users care about most Only two companies Only two companies develop and deliver x86 develop and deliver leading- processors in volume edge 3D graphics Only AMD can do both 4 | AMD Corporate Overview | AMD Confidential
  • 5. AMD’s Philosophy: The Future is Fusion Intimacy Combine our partners’ dreams with our innovation Integration Impact Powerful CPU and graphics Bringing powerful technologies together enabling technologies into the mainstream 5 | AMD Corporate Overview | AMD Confidential
  • 6. Partners and Products Enabling over 2000 Manufacturers and Partners worldwide “Fusion is a natural fit for AMD because at our core we are a collaborative company. It’s this coming together of companies, of people, of ideas and unleashing great things.” ―Dirk Meyer, AMD President and CEO 6 | AMD Corporate Overview | AMD Confidential
  • 7. Partners—Graphics, Motherboard ASK Corpora tion 7 | AMD Corporate Overview | AMD Confidential
  • 8. Worldwide Operations Business Operations Sales Design Center Multi-functional Sites 8 | AMD Corporate Overview | AMD Confidential
  • 9. A Responsible Corporate Citizen Recognized as one of 100 Best Corporate CRO Citizens in America by the Corporate CORPORATE RESPONSIBILITY OFFICER Responsibility Officer (CRO) magazine 2009 Named as one of the Global 100 Most Sustainable Companies in the World by Innovest Strategic Advisors Founding member of The Green Grid, a global consortium dedicated to developing models, metrics, and standards promoting energy efficiency for data centers and business compute ecosystems 9 | AMD Corporate Overview | AMD Confidential
  • 10. A Responsible Corporate Citizen Listed on various Socially Responsible Investment indexes, including the Dow Jones Sustainability World Index since 2002 Students harnessing the power of digital games with social content, while learning critical education and life skills US EPA's 2009 Climate Protection Award winner recognizing AMD's commitment to energy efficient product innovation, facility design and management and industry education 10 | AMD Corporate Overview | AMD Confidential
  • 11. AMD: Development Strategy & Philosophy 11 | AMD Corporate Overview | AMD Confidential
  • 12. AMD’s Development Philosophy: The Future is Global Talent Capability Intimacy Combine our employees career goals with our business needs. Integration Impact Tying all development Building Global efforts to business strategy Leaders around a & needs. consistent set of competencies 12 | AMD Corporate Overview | AMD Confidential
  • 13. The Talent Management System / Strategy (Integration, Intimacy and Impact) Build Organizational Effectiveness (Talent Planning) Hi-Po Identification, Corp Staff Retention, & Accountability Development Business & Talent Strategy Alignment Executive/ Leadership Succession Development Management 13 | AMD Corporate Overview | AMD Confidential
  • 14. AMD Global Leadership Competency Model AMD Values 14 | AMD Corporate Overview | AMD Confidential 14
  • 15. Leadership Talent Pipeline Top Talent Programs VP • Nominated Institute • For high performing Directors Global top talent Leadership Institute Directors Leadership Academy Accelerator Core Programs Programs Experienced Manager • Manage the • Nominated Academy Leadership Turns • For high • All Managers performing top talent and other Stepping targeted groups Up to Management Best Talent Diversity 15 | AMD Corporate Overview | AMD Confidential
  • 16. AMD: Examples of Global Development 16 | AMD Corporate Overview | AMD Confidential
  • 17. Advanced Leadership Development Program (ALDP) The Goal of ALDP ALDP is designed to accelerate the development of high potential Managers & new Directors. The program’s primary goal is to enhance leadership skills & business knowledge and expand the participant’s professional network for further his/her career at AMD Participant Criteria •Must be a Senior Manager or newly appointed Director •Identified as high potential and/or top talent •Diversity criteria is given consideration 17 | AMD Corporate Overview | AMD Confidential
  • 18. BU Advanced Leadership Development Program (ALDP) Leaders identify 1 Process Map & Key Deliverables need Participant Selection 2 Program Launch •Nominations Orientations 3 •BU Selection of Assessments & Participants Tools •Participants •Managers 4 Executive Panel •Mentors •LDS Interviews •Coaches •360 Survey •EI Assessment •Internal Resume & •EPI Results Accomplishments •AMD Competencies •Behavioral Interviewing •Leadership Panels & Debriefs 5 Coaching Mtgs & Development 6 Planning HRBP/BU Leadership Dev •Online Dev Plans 7 Strategy Mtg •Coaching: Mentoring •F-2-F 9 8 Progress •Assessments •Virtual Program Ending Check-in Mtgs •Orientation Review Activities •Coach /Mentor •Mentor Match Meetings •Engagement Level •Dev Strategies •Participant Mtgs •Online Plan •5-way Transition Mtg •Mentoring Rel. •BU Presentation •Mgr Involvement •Graduation & •Recognition 18 | AMD Corporate Overview | AMD Confidential
  • 19. Experienced Manager Academy The Goal of EMA To prepare experienced managers to be successful running a global business. To foster the building of a global cohort for experienced managers from all of AMD’s businesses and from all countries in which AMD operates. Participant Criteria •Must be a Manager or Senior Manager with 3 or more years in role •Identified as high potential and/or top talent •Diversity criteria is given consideration •Global makeup of class is same as makeup of company 19 | AMD Corporate Overview | AMD Confidential
  • 20. Design Considerations for EMA  Leaders Developing Leaders  Class make-up mirrors AMD makeup  Tables are max-mix for functional and geographical affiliation  Simulation requires each person be a “leader of the round” to get feedback on their cross-cultural leadership style  One full day devoted to understanding business in “other” countries as well as individual strengths and issues in other countries/cultures.  Follow-up to class emphasizes time and calendar differences 20 | AMD Corporate Overview | AMD Confidential
  • 21. 21 | AMD Corporate Overview | AMD Confidential
  • 22. Back Up Slides – Additional Information 22 | AMD Corporate Overview | AMD Confidential
  • 23. Defining High Potential 23 | AMD Corporate Overview |Council Realizing the Full Potential of Rising Talent Volume I: A Quantitative Analysis of the Source: Corporate Leadership AMD Confidential Identification and Development of High-Potential Employees, 2005.
  • 24. Right Management’s HIPO Research  Past Business Success – Demonstrated track record of achieving objectives – Performance consistency over time – Results-driven  Competencies – Leadership Foundations  Leadership inclination  Understands/acts consistently with strategy  Executive temperament 24 | AMD Corporate Overview | AMD Confidential
  • 25. Right Management’s HIPO Research  Competencies (cont.) – Personal Agility  Strategic thinking  Effective judgment/decision-making  Learning agility  Adapts to change – Relationship Management  Self-aware/regulates emotions  Communication skills  Influencing  Motivation – Models organizational values/integrity – Ambition towards advancement 25 | AMD Corporate Overview | AMD Confidential

×