SEAAOCChris WoodManager, Human ResourcesContingent Workforce
Human Capital Development FrameworkPotentialPerformanceVPName / PhotoRating: H/HSuccessor 1 & 2Name / PhotoRating: M/HSucc...
Leadership Capabilities
Trust ConversationsRelationships“I rely on mymanager todeliver”“I trust myteam toperform”Do we, do they…….talk, listen, as...
Transformational Leadership(coping with change,giving focus, energy &direction)(coping with complexity, givingorder and pr...
Leadership Development OptionsTrainingJob ExperiencesBusiness ForumsProjectsJob Placement/SecondmentsVolunteer WorkCompete...
Investingin LeadershipLeadership Development programMarch 2013
Leaders catalyse others towardsexceptional performance throughongoing conversations – coaching forsuccess…..Outputs =Focu...
Phase 2 Building Leadership CapabilityPhase 1 Building shared meaning &purposePhase 3 Maintaining Momentum / CelebratingSu...
Leader as Coach• Growth vs. Fixed Mindset• Situational Leadership• Engagement• Coaching skills practice• Conversation fram...
Leader AssimilationSix questions-What do we know?-What do we want to know?-What is Dave doing that helps us reachour maxim...
Leader Reconnect
A & D: Measuring Our SuccessTraffic light imageNicole/ AR to insert table basedon discussion with Dave
Chris WoodManager, Human ResourcesContingent Workforce
Chris Wood, Santos; Talent management  & leadership development
Chris Wood, Santos; Talent management  & leadership development
Chris Wood, Santos; Talent management  & leadership development
Chris Wood, Santos; Talent management  & leadership development
Chris Wood, Santos; Talent management  & leadership development
Chris Wood, Santos; Talent management  & leadership development
Chris Wood, Santos; Talent management  & leadership development
Upcoming SlideShare
Loading in …5
×

Chris Wood, Santos; Talent management & leadership development

619 views

Published on

• Identifying critical capabilities from a leadership perspective to recruit the right talent and deliver on business strategy
• Integrating robust and objective data into existing talent management / succession planning processes
• Assessing and supporting key capabilities of high potential or future talent for leadership development
• Implementing a multifaceted leadership development strategy that contributes to overcoming succession hiccups

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

  • Be the first to like this

No Downloads
Views
Total views
619
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
12
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • One of Australia’s largest domestic natural gas producers ASX Top 20 company, market cap A$11b Approx 113,000 shareholders More than 3,000 employees 2012 sales revenue $3,220mil 2012 net profit after tax $519mil International operations: Offices in Adelaide, Brisbane, Perth, Sydney, Jakarta, Hanoi, Port Moresby, New Delhi, Dhaka and Singapore
  • Business – is about ‘performance’ Great Leaders ‘engage’ their teams through an inspiring style of leadership Engaged employees give greater discretionary effort, which leads to a better performance Leaders develop others as Leaders Whitbread – 60,000 employees $ profit PTI – 25000 hotel rooms Marriott – 60 hotels Costa Coffee – 500 coffee shops David Lloyd – 50 Leisure centres easyJet – 7500 employees / 20 countries / 5 disciplines Santos – 2500 emp/2500 cont - $
  • Discussion today: Including robust and objective data into existing talent management Assessing and supporting key capabilities critical capabilities from a leadership perspective multifaceted leadership development – case study
  • Integrating robust and objective data into existing talent management / succession planning processes PPF – Art and science, Digital Talent review and Org Plus, Tech Ladder, competency assessments 7 Slides prepared by BU/Discipline VP and HRM for presentation and discussion with CEO: The Technical Ladder framework enables:- Team members to identify individual development needs The organisation to identify training requirements for each discipline- Petroleum/ Facilities Engineering, Geoscience. The organisation to identify staff for specific projects depending upon competency requirements Staff progression via input into the promotions process (Note that Technical Ladder data is one of a number of inputs into this process).
  • Identifying critical capabilities from a leadership perspective to recruit the right talent and deliver on business strategy - EGON Zender assessment to determine six above. Potential model – Engagement – Resilience – Conversations – Mindfulness – Unconscious Bias – Santos Competencies – Functional and Technical Assessing and supporting key capabilities of high potential or future talent for leadership development PPF, Civility, MBA, Individual IDPs, exec coaching
  • KFCD video
  • The relationship between employees and their manager is key A company might have a world-class performance management system in place, but the system is only as effective as the managers who implement it. Companies that want to increase organizational and employee performance and productivity should invest in getting the right managers in place and support them in engaging their employees. Engagement: = balance of Leadership and Management activities
  • Potential model – Engagement – Resilience – Conversations – Mindfulness – Unconscious Bias – Santos Competencies – Functional and Technical Leader as Coach, Facet 5, Civility, Leader Assimilations PPF, Civility, MBA, Individual IDPs, Exec coaching Rotations / secondments – internal and with JV’s
  • Implementing a multifaceted leadership development strategy that contributes to overcoming succession hiccups CASE STUDY example AD group in GLNG.
  • © Santos Ltd 2009 (v240109)
  • 70/20/10 explain interventions at each stage
  • Leadership Assessments Self assessments: Facet 5 Live 360’: Leader Assimilations
  • Vision - how do we build urgency Visualisation Exercise CEO is taking a group of investors through a presentation which outlines what your team as delivered: – picture yourself there “– how would the CEO describe the contribution your team has made, what would he say about its importance and why its stands out as the most significant achievement of 2015. “ - What challenges did you overcome – why are you proud of your achievement – what does it mean to you personally.
  • Leader to Explain “Mindset Shift” concept - Change starts with clearly understanding and committing to the Vision and collectively agreeing the behaviors that will deliver our success. Leaders role in building shared meaning around this with their teams and individuals in the coming months. Goals Mindset from… Silo looking after myself Mindset to… considering other business process – integration / collaboration Supportive Behaviours ….. Non-supportive behaviours …… Mindset Shift Workshop, Delivered to all teams by 31 st April Collective understanding of vision Understanding of the key behaviours that will drive success © Santos Ltd 2009 (v240109)
  • We have just spent time focussing on our A & D vision – so that we have collective clarity of What needs to be delivered and Why A & D exists. Transformational Leaders – have the ability to create meaning and purpose for others through the stories they tell. Compelling: They have a human element or suspense and touch and ideally touch on a problem or challenge that needs to fixed . Concise: Less is best – people only remember a finite amount before our ever efficient NeoCortex files it in “uninteresting” or “too much information” category. – Stick to 3 key messages – what would someone remember and easily translate over a BBQ conversation. Remember too it matters less what you say, but how you say it… ie lead into the idea of consistent/ authentic story telling Consistent: Your story needs to be authentic and quintessiently you – however it also needs to be consistent with the messages people are hearing from other leaders – ambiguity = trust erosion. So find you own voice, just make sure your singing form the same sheet music.
  • 1. Leader as Coach (Coaching skills) This is our back to basics offering. This one day program is focusses on up skilling leaders to have conversations which “lift the bar” on employee performance. Growth vs. Fixed Mindset (Leadership paradigm) Situational Leadership (Model/Self Assessment profiling tool) KFCD (Engagement/Coaching) GROW (Conversation Framework)
  • Request open, candid feedback from the team – explain that a culture of open, feedback and is something he is passionate about and this is an opportunity for the team to provide some collective, specific feedback to Dave on how he can be most effective in leading the team to achievement in 2013 and beyond, AR – Brief Overview of Leadership Assimilation Process Focus in on feedback around Dave’s personal impact as a Leader (ie not about discussing/ debating business strategy etc) Reinforce confidentiality – individuals will not be personally identified (unless you choose to be) Purpose is to provide constructive specific feedback to assist Dave in leading the A & D team in the most effective manner At the conclusion Dave and the Team will explore the priority themes and agree an action plan moving forward
  • Measure, Recognise & celebrate behaviours that lead to success?
  • Chris Wood, Santos; Talent management & leadership development

    1. 1. SEAAOCChris WoodManager, Human ResourcesContingent Workforce
    2. 2. Human Capital Development FrameworkPotentialPerformanceVPName / PhotoRating: H/HSuccessor 1 & 2Name / PhotoRating: M/HSuccessor 1 & 2Name/PhotoRating: L/MSuccessor 1 & 2Name / PhotoRating: H/HSuccessor 1 & 2
    3. 3. Leadership Capabilities
    4. 4. Trust ConversationsRelationships“I rely on mymanager todeliver”“I trust myteam toperform”Do we, do they…….talk, listen, ask ?Civility,empathy,honesty &visibility
    5. 5. Transformational Leadership(coping with change,giving focus, energy &direction)(coping with complexity, givingorder and predictability)Set DirectionAlign PeopleMotivate& EnergisingPerformanceConversationsPlans / BudgetsControlling &ProblemSolvingRisk Mgt= Engagement . .Source: J. Kotter (2001) “What Leaders Really Do” Harvard Business Review: Dec 2001
    6. 6. Leadership Development OptionsTrainingJob ExperiencesBusiness ForumsProjectsJob Placement/SecondmentsVolunteer WorkCompetencyFrameworkPeer Sharing360 FeedbackLeader/ManagerCoach/Mentor1:1’s10%20%70%Acting PositionsRotationsCommitteesNetworkingProfessional AssociatioSelf Study• Formal Learning• Learning from Others• On the Job learning
    7. 7. Investingin LeadershipLeadership Development programMarch 2013
    8. 8. Leaders catalyse others towardsexceptional performance throughongoing conversations – coaching forsuccess…..Outputs =Focussed collaborationClarityShared understandingOngoing, frequentconversations
    9. 9. Phase 2 Building Leadership CapabilityPhase 1 Building shared meaning &purposePhase 3 Maintaining Momentum / CelebratingSuccess1.Team Performance Planscreated2.Leaders 1:1Development Plan3.Mindset + Behaviourscaptured = commonlanguageOutputsMarchAprilJuly/AugLeadershipMindsetLeadershipMindsetPerformanceMindsetPerformanceMindsetLeader asCoachLeader asCoachLeaderAssimilationLeaderAssimilationObjectiveSettingDevelopmentPlanningObjectiveSettingDevelopmentPlanningLeaderReconnectLeaderReconnectStoryTellingCelebratingSuccessStoryTellingCelebratingSuccess
    10. 10. Leader as Coach• Growth vs. Fixed Mindset• Situational Leadership• Engagement• Coaching skills practice• Conversation framework
    11. 11. Leader AssimilationSix questions-What do we know?-What do we want to know?-What is Dave doing that helps us reachour maximum potential as leaders?-What would you like to see Dave do lessof?-What challenges will Dave be facing?-What is missing in our team and if it waspresent, would make a difference?
    12. 12. Leader Reconnect
    13. 13. A & D: Measuring Our SuccessTraffic light imageNicole/ AR to insert table basedon discussion with Dave
    14. 14. Chris WoodManager, Human ResourcesContingent Workforce

    ×