9. 10/06/2014 | 9
My 2 cent opinion:
• Change is faster & more
disruptive
• Knowledge was power
• People want to be
inspired & empowered -
not being TOLD
• The global perspective
is only growing
• Associates and Consumers
have more options
• More individual tailored solutions
are needed
• Expectations towards leadership are
increasing
10. 10/06/2014 | 10
CEB study shows that leaders experience:
• 80% are getting more responsibilities
• 76% are being asked to achieve more or broader objectives
• 65% must deliver business results faster
• 54% have frequent shifts in job responsibilities
• 50% have more a global role
11. 10/06/2014
Leadership model = changing
Inspirational
• Setting direction
• Leading change
• Inspiring
Managerial
• Set objectives
• Communicate
• Control
• Feedback
Networked
• Building the right
environment based on
autonomy, trust,
sharing and
collaboration
• Create connection for
your co-workers
| 11
Traditional
framework
Add-on
framework
12. 10/06/2014 | 12
Network characteristics:
EMERGENT
RECIPROCITY
SENSE OF
COMMUNITY
RISK TAKING
CROSS
BOUNDARIES
Networked
SOURCING
NEW IDEAS
BASED ON
RELATIONSHIPS
INTERDEPENDENT
LESS
CONTROLLING
MECHANISMS
13. 10/06/2014 | 13
What are the consequences for
leadership behaviors?
TRUST
AUTONOMY
EMPOWERMENT
TRANSPARANCY
OPENESS
DIVERSITY
OF
THOUGHTS
MODEL
PERSONAL
VALUES
SHARING
Networked
17. 10/06/2014 | 17
IQ
EQ
AQ
LQ
IQ
• Smart wins every time….
….but it only explains 25% of the
performance differential….so don’t
only go for brains
• But over time it has been the most
consistent characteristic of
successful leaders
20. 10/06/2014 | 20
IQ
EQ
AQ
LQ
LA
• Learning Agility is the ability & willingness to
learn from experience and then apply that
learning elsewhere in a new situation and first
time right.
• Leaders who are high on LA :
Search for feedback and new experiences
Are critical thinkers
Know themselves
Can deal with the discomfort of change
22. 10/06/2014
Our starting point
• About 5 years Stefan Descheemaeker (ex-CEO Delhaize Europe)
requested to build a solid pipeline for the next generation of
leaders
• Our base line = « Develop the next generation of leaders »
• Our opportunities:
– International experience
– Green field approach
– Support from top management
• Our challenges:
– Retail is not a high margin business
– We are fighting all for the same talents
– Internal skeptics' and conflicting against RMT programs
• Existing believe : « If you have not started in retail operations; you don’t
know anything about retail »
– Engage local operating companies
| 22
24. 10/06/2014
We choose the Web
• Created a simple mini-site with all info available
• We use virtual spread with « Endorse a friend »
| 24
www.dreamjobdelhaize.com
• Endorse a friend
• Testimonials and
connection with past or
current trainees
• Full transparency
during recruitment
process
• Endorsements are
visible to everybody
26. 10/06/2014
Remeber the ducks?
| 26
IQ
EQ
AQ
LQ
Objective Selection Criteria
< than 2 years of work experience
We attribute points to different criteria
Abstract reasoning test
We loose about 60%
BAQ test
Looking for LA,
Teamwork, EQ, Drive,
Decision Making….
Culture
Fit
27. 10/06/2014
DG IGTP Class 2013 – the numbers
Starting
Population
(1627)
CV
Screening:
(994)
Abstract
Reasoning:
(314)
Personality
questionnaire:
(278)
Interview
Event:
(36)
Final
selection:
(9)
| 27
Objective
criteria
Company,
culture &
Values fit
EQ, AQ, LAIQ
28. 10/06/2014
Recruitment event = culture test
| 28
• Invite “Top 18” candidates to a recruitment event (1 in
US & 1 in Europe) = 2 days event
• “You have give to get something”
– During the first half day we give info about DG, our
strategy, the program, create a leadership dialogue with
a DG ExCo member, etc….
• Interviewing all candidates
– 10 people (5 HR professionals + 5 business people)
conduct 50 min. interview rounds
– Candidates are paired by 2 and rotate with colleagues
• Informal dinner with candidates, interviewers &
former or current trainees
• Finally we select the ones that fit best our culture
– KISS
• Inter-subjectivity = objectivity
• YES – NO - MAYBE
• Alumni trainees act as
interviewers
• Alumni & current trainees
join dinner
• Leadership dialogue with
DG ExCo member
• We share decision
making process & criteria
• We share test results to
all
31. 10/06/2014
Getting started
• Induction program
– Voice & hear expectations
– What is ahead
– Leadership connection with C-level
– Develop as a leader
– Give insights on self
• Life-line exercise
• Insights Test
• BAQ
• Career Anchor (E. Schein)
• Strengths-finder (Gallup)
• EQ testing
| 31
Understand
self
Step out of
the box
Deal with
power, W/L
balance, etc.
Being a
manager
Getting
started
• Connection with DG
CHRO & CEO
• « Leave the room
meeting »
• Cooking event
• Life line exercise
• Assignment of mentor
• Assignment of buddy
32. 10/06/2014
Retail Operations
• 6 months retails ops
– Go through all categories
– Learn the basics
– « Get respected » & « Learn to respect »
• Develop tenacity by living the values (ex.
year end in Deli)
• Regular switch of stores
– Change leadership
• Project delivery
– IDP
– Retail ops review
| 32
Retail
Operations
• Change to different
stores
• Between stores –
spend time in banner
HQ
• Every 6 weeks –
learning groups
• Trainee sharepoint
site
33. 10/06/2014
International experience
• 6 months in retail related department
– A - Z project responsibility
– Focus on Result Orientation
– Stretch department choice
• Cultural learning
– Adapt to different environment
– Integrate to both country & OpCo culture
| 33
Going
Abroad
• Learning groups
continue
• Peer coaching
• Inter-cultural learning
course
• Networking trips – to
build up relationship in
prep. to landing spot
34. 10/06/2014
Prepare for landing
• 6 months in an OpCo job
– Conduct a regular job for 6 months
– Selection is closely linked to first job
• More difficult period
– Get out of the program
– Long term development vs. short term
opportunity
– International vs. going to home
| 34
Landing
Spot
• Learning groups
continue
• Project groups
assignements
• Graduation session
with Executive sponsor
or CEO DG
AFTER THE PROGRAM
• Mentoring relationship can
continue
• Act as interviewers or are
source of info for candidates
• Involvement in campus
recruitment (=US)
• Bi-annual learning groups
• (Mini-leadership College)
35. 10/06/2014
Development support during program
| 35
Support from DG Talent Management group
Mentor @ VP or Director level
Learning Groups (+/- every 6 weeks)
Individual performance conversations
• High focus on self-awareness & leadership development
• All trainees have an IDP (max. 3 development areas &
plenty of strengths they discover)
• All have a mentor at VP or min. director level
(attachement to home market)
• They have every 6 weeks learning group (tele-presence
usage) focussing on our DG LC model
• Strict follow-up on performance reviews during each
rotation + individual feedback on results
37. 10/06/2014
Some numbers
| 37
0
200
400
600
800
1000
1200
1400
1600
1800
2010 2011 2012 2013
# of applications
13%
35%
8%
5%
2%
25%
12%
# of applications per country
Belgium
Greece
Romania
Serbia
Bulgaria
8%
29%
54%
7% 2%
# of applicants/degree
High school Bachelor Master
MBA Unknown
• Extremly high retention rates (only 1 drop out
on 30 trainees in 4 years)
• Attracting a majority of female trainees (65%
female & 35% male)
• Candidates have a good geographical spread
and a solid educational background
• Program is handled completely internally
(high quality @ low cost)
39. 10/06/2014 | 39
ExCo gives mandate
(2009 – develop the digital strategy for DG)
12 Vice President/directors get selected during the
Talent review and start a 3 months journey
1 week together
• investigating the mandate
• get swamped with info (external info + benchmarking)
• assignment to an external executive coach
• develop triads + peer coaching
5 weeks virtual
• continue to explore – divergence phase
• connect weekly through virtual media
• coaching & peer coaching ongoing
1 week together
• start convergence phase
• coaching & peer coaching ongoing
5 weeks virtual
• formulate strategy - define recommendations – create experiments
and get support in the organization implementation
• prepare for presentation to the ExCo
• coaching & peer coaching ongoing
Di
v
er
g
e
n
c
e
C
o
n
v
er
g
e
n
c
e
Focusontaskanddeliveryofmandate
Focusonleadershipdevelopment
CreatealonglastingconnectionwithpeerswithinDG
Goals of the program
Presentation to ExCo
• LC presents learning, makes recommendations and asks for
testing of experiments & puts forward other recommendations
• Shares leadership development learning
Bring to life recommendation + Connection remains
40. 10/06/2014
Example – high level output
1. A clear picture of situation
2. Impact of the new reality of our traditional consumer shopping path
3. How to activate our new digital consumer shopping path
Customer
perspective
What is
Digital media?
Internal
cases
External
cases
Traditional
consumer
Shopping path
Digital consumer
shopping path
Experiment 1
Meaningful
Observations
Vision
Actions
- What
- How
- Enablers
Experiment 2 Experiment 3
41. 10/06/2014
The Vision and Strategic Elements
• Connecting Delhaize for life
• Strategic Elements
– Common Platforms
– Organizational Structure
– Multi-Channel
– Transformation -
Commitment
– Engagement for life
– 31 - Seamless connections
43. 10/06/2014
Leadership Learning Themes
• Diversity of thought
• Acknowledge cultural differences
• Trust your peers
• Respect and listen to others ideas
• The power of inquisition
• Ask clarifying questions
• Self reflection
• TEAM – « Together wE Achieve More »
45. 10/06/2014
Networked approach
• Face to Face meeting to start and mid-point
• Exploring/starting from scratch together
• Peer coaching
• Self-directing
• Self-regulating
• Little to No agenda
• Leadership role is rotating
• Development triads
• Peer feedback
| 45
Networked
47. 10/06/2014
Book-Tip for free
| 47
“One-Page – Talent Management”
By Marc Effron & Marian Ort
Published by HBR, 2010, ISBN 978-1-4221-6673-4
Why do I like the book?
• Trying to explain something complex simply
• Repeating the same approach:
Start with the science
Eliminate complexity, add value
Create transparency and accountability
• Applying it to main talent processes:
PMP
360° feedback
Talent reviews
Succession planning
Engagement
Competencies
