Hindustan    Beverages Talent Management  Classified - Internal use NHRD –Mumbai 21 st  Jan 11
Talent Mgmt  Classified - Internal use <ul><li>Demographics ? </li></ul><ul><li>Technical, Supervisory, Managerial ,  Wome...
Urgency  <ul><li>In the Journey of Organizations from Good to Great, It’s the  Right People  who matter  </li></ul><ul><li...
Classified - Internal use
Talent Management Talent Talent is below the Visible Iceberg Articulate Family Values Beliefs Life Experiences Heritage Cu...
The ABC Talent Strategy focuses on building the organization Top Talent Diversity Bottom Talent Generation Y Technical sta...
Identify  strategic positions  to apply B5(Buy, Build, Borrow, Bind & Bounce) Strategy Need to ensure we have Hi Performer...
Talent segmentation & investing in Top Talent, while focusing  on Solid Citizens also Low  Perform ance High  Perform ance...
Tools to Talent Management.  <ul><li>Competency Feedback Report------------------ Potential </li></ul><ul><li>Annual & Mid...
<ul><li>KRA 1 –  What  ( 50%)  </li></ul><ul><ul><li>Achievement of Business Results against defined objectives  </li></ul...
Assessments
Defining Potential Potential Framework Comprises 3 Key Elements ABILITY  – Focus on both current and future ability.  Fact...
The 3 components of Potential –  Ability, Aspiration and Engagement  - are interlinked and do not stand alone when determi...
The Potential Toolkit -  Its easy to use tools for managers to validate their proposed potential ratings for associates & ...
Case History of XYZ Classified - Confidential XYZ Area Operations Director Large Bottling Operation
How to use the Tool?  Components of  Ability Classified - Confidential *High -  Associate meets  most or all  of the defin...
Components of  Aspiration Classified - Confidential *High -  Associate meets  most or all  of the defined behavior descrip...
Sample of Potential Assessment Classified - Confidential
The ABC Talent Strategy focuses on building the organization Top Talent Diversity Bottom Talent Generation Y Technical sta...
Mr -XYZ
PDF highlightes succession pipe line & B5 decisions needed + areas to acquire Skilled Talent  Talent
In Sum  <ul><li>Talent Management needs  Nurturing & Culture of Coaching </li></ul><ul><li>Needs to become the  DNA  of Or...
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  • 01/28/11
  • Best in Class Supply Chain management – example PLM (Product Lifecycle Management)
  • Best in Class Supply Chain management – example PLM (Product Lifecycle Management)
  • Best in Class Supply Chain management – example PLM (Product Lifecycle Management)
  • Best in Class Supply Chain management – example PLM (Product Lifecycle Management)
  • Hindustan coca cola beverages

    1. 1. Hindustan Beverages Talent Management Classified - Internal use NHRD –Mumbai 21 st Jan 11
    2. 2. Talent Mgmt Classified - Internal use <ul><li>Demographics ? </li></ul><ul><li>Technical, Supervisory, Managerial , Women, Gen Y, </li></ul><ul><li>Fast Trackers, Solid Citizens, Hi Potentials /Hi Performers , Multi Cultural/ Trans National, Direct and Indirect ………. </li></ul><ul><li>Domain? </li></ul><ul><li>Extends to all areas–be it Talent sourcing , On boarding, Performance Mgmt , Career Development, Rewards , Engagement, Bouncing ….. </li></ul><ul><li>Why? </li></ul><ul><li>Need to Grow Business and People & Retain Talent for Future? </li></ul>
    3. 3. Urgency <ul><li>In the Journey of Organizations from Good to Great, It’s the Right People who matter </li></ul><ul><li>If the Organization/Industry per se, is on the Growth trajectory , the urgency is all the more acute. </li></ul><ul><li>So what we discuss here in Talent Mgmt is-- </li></ul><ul><li>How to identify the Right People & Engage them </li></ul>Classified - Internal use
    4. 4. Classified - Internal use
    5. 5. Talent Management Talent Talent is below the Visible Iceberg Articulate Family Values Beliefs Life Experiences Heritage Culture Aspiration Education Behaviors Competencies Leadership Style Work Experience Physical Ability Race Results Gender Age Language Family Values Beliefs Life Experiences Heritage Culture Behaviors Competencies
    6. 6. The ABC Talent Strategy focuses on building the organization Top Talent Diversity Bottom Talent Generation Y Technical staff C ulture & C ontinue B uy B orrow B uild B ind B ounce A ssess Strategic Talent Solid Citizens Specialists Market Developer / Preseller Contract Labour Talent Inverting the pyramid GM Sales Force / Market Development Team Front Line Sales Management Middle Management Commercial Management Leverage Performance Leverage Performance
    7. 7. Identify strategic positions to apply B5(Buy, Build, Borrow, Bind & Bounce) Strategy Need to ensure we have Hi Performers in ~ 65% of Strategic Positions and that they are compensated > Market Median V = Influences customer’s perception of value P = Enables us to charge our desired price C = Enables us to produce at our desired cost Talent Commercial Value Price Cost Market Developer √ Sales Team Leader √ Area Sales /Channel / Key Account / Sales Cap Dev Manager √ General Sales Manager √ √ Unit Cold Drink Equipment Manager √ √ Supply Chain Value Price Cost Site OE Lead √ Factory Manager √ √ Unit Distribution Manager √ √ Business Head Value Price Cost Area Operations Director √ √ √ Strategic Capabilities : What must the workforce be ABLE to do to grow our business by creating customer and economic value? Strategic Positions: Are the roles that create customer and economic value . Strategic Positions Are Found within Strategic Capabilities (VPC)
    8. 8. Talent segmentation & investing in Top Talent, while focusing on Solid Citizens also Low Perform ance High Perform ance Potential Well Placed Promotable / Expandable High Potential Medium Perform ance Performance Talent ?? TOP T ALENT TOP T ALENT BOTTOM PERFORMER SOLID CITIZEN TOP T ALENT BOTTOM PERFORMER SOLID CITIZEN SOLID CITIZEN
    9. 9. Tools to Talent Management. <ul><li>Competency Feedback Report------------------ Potential </li></ul><ul><li>Annual & Mid Review processes------- Performance & Potential </li></ul><ul><li>Individual and Group Assessment centers------ Potential </li></ul><ul><li>OPQ & other psychometric tools.----------------- Potential </li></ul><ul><li>Managers & other team members----- Performance & Potential </li></ul><ul><li>PDF discussions.------------------------- Performance & Potential </li></ul>
    10. 10. <ul><li>KRA 1 – What ( 50%) </li></ul><ul><ul><li>Achievement of Business Results against defined objectives </li></ul></ul><ul><ul><li>Big Rocks </li></ul></ul><ul><li>KRA 2 – How (50%) </li></ul><ul><ul><li>People Leadership </li></ul></ul><ul><ul><li>Self Development </li></ul></ul><ul><ul><li>Culture & Engagement Scores </li></ul></ul><ul><li>180 Degree HCCB Competency Feedback’ measures observable behaviors related to: </li></ul><ul><ul><li>People Leadership – Situational Leadership, Coaching & Feedback using GROW, Building Capability, Self Development, Emotional Resilience, Supporting Teams, Leading by Example </li></ul></ul><ul><ul><li>Thought Leadership – Developing Ideas and Analytical Thinking </li></ul></ul><ul><ul><li>Result Leadership - Speed of Execution, Relentless Responsiveness, Commitment and Relationship Building </li></ul></ul>PMS Process that focuses on developing people (HOWs), while continuing focus on Business results (WHATs) Talent
    11. 11. Assessments
    12. 12. Defining Potential Potential Framework Comprises 3 Key Elements ABILITY – Focus on both current and future ability. Factors such as core & functional competency expertise, ability to operate effectively under stress, eagerness to learn, openness to and seeking feedback, influencing others are some of the factors to be taken into account. Note: Ability is not the same as performance against current objectives ASPIRATION – Focus on interests and motivation. Does the associate aspire to a more senior role, do they have the motivation to lead & develop others, understand trade-offs, etc ENGAGEMENT - Focus not only on how engaged the associate is but also on how they engage others. Do they demonstrate passion for the Company and inspire others? Classified - Confidential Engagement (Self + Others) Ability (Current Ability + Ability to Grow) Aspiration ( Interest + Motivation ) Pre-requisite: Track record of Performance Aspiration Engagement Ability
    13. 13. The 3 components of Potential – Ability, Aspiration and Engagement - are interlinked and do not stand alone when determining potential. Managers must weight all three elements EQUALLY when applying them to a potential rating. <ul><li>NEED HELP IN VALIDATING A POTENTIAL RATING? </li></ul><ul><li>Use the Potential Toolkit to: </li></ul><ul><ul><li>Practice rating Ability, Aspiration & Engagement </li></ul></ul><ul><ul><li>Determining the extent to which an associate meets defined behaviors and characteristics using a a scale of High, Medium & Low </li></ul></ul>Classified - Confidential
    14. 14. The Potential Toolkit - Its easy to use tools for managers to validate their proposed potential ratings for associates & assess to determine ‘ Real Hi Pots’ <ul><li>Consider both current & future ability </li></ul><ul><li>Ability should not be confused with current performance </li></ul><ul><li>Take into account both interests and motivation of associate. </li></ul><ul><li>Take into account both their own engagement as well as how they engage others </li></ul>Step 3 - ASSOCIATE’S ENGAGEMENT Step 1 - ASSOCIATE’S ABILITY Step 2 – ASSOCIATE’S ASPIRATIONS Case History of Associate The potential framework elements of Ability, Aspiration and Engagement are broken down into behaviors and characteristics that can be observed or scored on a scale of High, Medium or Low. Classified - Confidential
    15. 15. Case History of XYZ Classified - Confidential XYZ Area Operations Director Large Bottling Operation
    16. 16. How to use the Tool? Components of Ability Classified - Confidential *High - Associate meets most or all of the defined behavior descriptors and characteristics AND does so exceptionally well **Medium - Associate meets some of the defined behavior descriptors and characteristics AND does so reasonably well ***Low - Associate meets only one or none of the defined behavior descriptors and characteristics <ul><li>Use the guidelines below as a checklist to determine the extent to which the associate displays the relevant behaviors and characteristics. Place an “x” in the relevant boxes. </li></ul><ul><li>Use this as a guide to determining an overall (High, Medium or Low) rating for Ability. </li></ul>COMPONENTS OF ABILITY *HIGH **MEDIUM ***LOW <ul><li>Current Ability </li></ul><ul><li>Demonstrates core & functional competencies that are transferable to either more senior roles, next level in the organization or similar role with greater scope or complexity </li></ul><ul><li>Operates effectively under stress </li></ul>More Senior Roles Always Next Level Role Sometimes Similar Roles Rarely <ul><li>Ability to Grow </li></ul><ul><li>Has a curiosity and eagerness to learn new skills or ways of thinking to adapt to changing circumstances and new demands </li></ul><ul><li>Is open to & actively solicits feedback </li></ul><ul><li>Thinks beyond current boundaries; focuses on longer-term, big picture issues; has a global mindset </li></ul><ul><li>Makes useful connections across the System </li></ul><ul><li>Thinks in fresh, creative ways </li></ul><ul><li>Understands & influences others </li></ul><ul><li>Practices active listening; empathizes with and brings out the best in people </li></ul>Always Always Always Consistently Consistently Always Always Sometimes Sometimes Sometimes Sometimes Sometimes Sometimes Sometimes Rarely Rarely Rarely Rarely Rarely Rarely Rarely OVERALL ABILITY RATING
    17. 17. Components of Aspiration Classified - Confidential *High - Associate meets most or all of the defined behavior descriptors and characteristics AND does so exceptionally well **Medium - Associate meets some of the defined behavior descriptors and characteristics AND does so reasonably well ***Low - Associate meets only one or none of the defined behavior descriptors and characteristics <ul><li>Use the guidelines below to determine the extent to which the associate displays the relevant behaviors and characteristics. </li></ul><ul><li>Use the guidelines below as a checklist to determine the extent to which the associate displays the relevant behaviors and characteristics. Place an “x” in the relevant boxes. </li></ul><ul><li>Use this as a guide to determining an overall (High, Medium or Low) rating for Aspiration. </li></ul>COMPONENTS OF ASPIRATION *HIGH **MEDIUM ***LOW <ul><li>Interests </li></ul><ul><li>Is interested in advancing to a more senior role or role of additional scope, responsibility or complexity </li></ul><ul><li>Understands the demands and trade-offs of operating in a more senior role </li></ul>Strong Strong Average Some Low Weak <ul><li>Motivation </li></ul><ul><li>Has the motivation to lead and develop others </li></ul><ul><li>Demonstrates motivation to gain the critical experiences required for a more senior role </li></ul><ul><li>Motivation to excel and grow </li></ul>Strong Always Always Some Sometimes Sometimes Weak Rarely Rarely OVERALL ASPIRATION RATING
    18. 18. Sample of Potential Assessment Classified - Confidential
    19. 19. The ABC Talent Strategy focuses on building the organization Top Talent Diversity Bottom Talent Generation Y Technical staff C ulture & C ontinue B uy B orrow B uild B ind B ounce A ssess Strategic Talent Solid Citizens Specialists MD / Preseller/ Hunter Contract Labour Talent Inverting the pyramid GM Sales Force / Market Development Team Front Line Sales Management Middle Management Commercial Management Leverage Performance Leverage Performance
    20. 20.
    21. 21. Mr -XYZ
    22. 22. PDF highlightes succession pipe line & B5 decisions needed + areas to acquire Skilled Talent Talent
    23. 23. In Sum <ul><li>Talent Management needs Nurturing & Culture of Coaching </li></ul><ul><li>Needs to become the DNA of Orgn </li></ul><ul><li>Every business review needs to have People discussion </li></ul><ul><li>PDF is Dynamic & needs periodic review. </li></ul><ul><li>Intimacy & Professionalism </li></ul><ul><li>It’s a Journey , the earlier you begin, the better it is. </li></ul>
    24. 24. Thank You

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