Goodyear Tire & Rubber Co. implemented a $1 billion cost-cutting plan in 2007 amid declining auto sales and a looming recession. This required shifting to a premium tire strategy and developing a new crop of leaders. However, Goodyear lacked a high-potential leadership program. It created the Senior Leadership Development Program to develop leaders through on-the-job experiences, informal learning, and formal curriculum designed with Harvard Business Publishing. The program helped close Goodyear's leadership gap and supported its business turnaround, with costs cut to goal and record profits reported.
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
Optimise and benchmark your L&D interventions from 22-25th March @ Address Ho...Renuka Bhardwaj
Join Learning and Talent Development thought leaders at the forum with expert insights including:
• Linda Sharkey, Founding Member, The Marshall Goldsmith Group presenting a keynote address on how to attract and retain the best and brightest with a winning talent proposition.
• Waleed El Helw, Director, Human Resources, The Coca Cola Company on how to successfully engage business leadership with learning and development
• Brendan Noonan, Senior Vice President, Learning & Development, Emirates Airlines sharing a case-study on strategies on justifying the existence of learning and development
• Wissam Hachem, Vice President, Learning & Development, Etihad Airways discussing how to manage the shift from blended learning to experiential learning
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
Optimise and benchmark your L&D interventions from 22-25th March @ Address Ho...Renuka Bhardwaj
Join Learning and Talent Development thought leaders at the forum with expert insights including:
• Linda Sharkey, Founding Member, The Marshall Goldsmith Group presenting a keynote address on how to attract and retain the best and brightest with a winning talent proposition.
• Waleed El Helw, Director, Human Resources, The Coca Cola Company on how to successfully engage business leadership with learning and development
• Brendan Noonan, Senior Vice President, Learning & Development, Emirates Airlines sharing a case-study on strategies on justifying the existence of learning and development
• Wissam Hachem, Vice President, Learning & Development, Etihad Airways discussing how to manage the shift from blended learning to experiential learning
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
2nd Annual People In Goods & Services SummitWillQuintero
The Second Annual People in Consumer Goods & Services Summit will tackle real world workforce issues that are impacting your bottom line and will discuss the implications of economic uncertainty in today’s consumer talent market. Insightful and practitioner led sessions will address the latest strategies in recruitment, workforce planning, learning & development, performance management, engagement, and retention that can drive increased productivity and business excellence in the retail & consumer goods marketplace.
Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of the Company becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve.
Companies with effective Talent Management Systems (TMS), the results speak for themselves:
- 66% had higher return on sales,
- 20% had a higher return on assets,
- 20% had a higher return on investment,
- 13% had a higher return on equity,
- Many reported improvement’s in key human capital metrics
- There was a correlated relationship between better talent & better business performance, talent was acknowledged as a rapidly increasing source of value creation
- Enhanced capacity in talent is necessary to support more complex & dynamic business requirements, Boards, customers, employees, and financial markets are expecting more.
Key Trends for 2020:
Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere
Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities
Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity
Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions
Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials”
Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems
Trend 7: The Leadership Market Will Start a Steady Process of Reinvention
Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority
Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time
Trend 10: The Future of Work is Here and HR Is in the Hot Seat
Execution Framework has six pillars:
(1) Plan,
(2) Attract,
(3) Develop,
(4) Perform,
(5) Retain, and
(6) Optimize.
2nd Annual People In Goods & Services SummitWillQuintero
The Second Annual People in Consumer Goods & Services Summit will tackle real world workforce issues that are impacting your bottom line and will discuss the implications of economic uncertainty in today’s consumer talent market. Insightful and practitioner led sessions will address the latest strategies in recruitment, workforce planning, learning & development, performance management, engagement, and retention that can drive increased productivity and business excellence in the retail & consumer goods marketplace.
Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Парк развлечения КОСМИК представляет новую услугу - теперь мы можем приехать к Вам! Незабываемое день рождение на природе, семейные праздники и веселые свадьбы!
В вашем распоряжении анимационные программы, батуты, научные шоу и даже французские мастерские.
Мастерская праздников КОСМИК работает круглый год!
Позвоните сейчас и получите подарок: +7 (926) 300-77-71
Running head MCDONALD’S CASE STUDY 1MCDO.docxtodd581
Running head: MCDONALD’S CASE STUDY
1
MCDONALD’S CASE STUDY
4
McDonald’s CASE STUDY
Dawn Buxton
Dr. Daniel Frost
HRM532
January 20, 2019
Introduction
The success of any company is determined by the effort which is made by all the stakeholders to see its activities flourish. More importantly are the programs that are put in place by the management as they strive to be profitable and achieve their missions and attain their vision. The strategies which are put in place vary depending on the management, and they are often very successful. McDonald’s like other companies were founded with the goal of being successful and have an impact on the community surrounding it and society at large (McDonald’s, 2019). To reach their goal, the company put in several programs which were profit focused as well as community enhancement. It was seeking to improve customer trust in its products while still making profits. This paper will be focusing on discussing the program in detail looking at several aspects which it relates. Some areas of focus will be strengths of the program, how it led to success, areas which it may be improved and providing two other programs which may help the company to more profitability in future.
Talent Managing Program
The program was started by the early management which was in a bid to increase performance while maintaining quality. The early years were dedicated to improving the skills of the workers in other fields of their choice which would make them proficient. Once they achieved the required skill, they would transition to what they had chosen to do and quit their job at the company. In this strategy, the company was aiming to improve how people viewed the products it offered. The workers who worked at the different branches before moving on to other careers had knowledge and admiration for the products which assured that they would return as customers and bring colleagues from their new work environment. In a way, the program was a marketing strategy which would successfully market the company without putting in more investment to keep on advertising. The main feature and aim of the program are to equip more people with the necessary information on the products and taste of its products before they move on to their careers (McDonald’s, 2019).
Working at a place leads to developing a sense of belonging which is essential and keeps a person glued to products of the working environment. Another essential quality which the program sought to create was gratitude among the people is equipped with skills for their jobs and general career-path. When one is grateful for something you have done for him or her, they always give back by supporting your activities and ventures as a mean of repaying the goodness you have done them. The graduates of the program were spread among different localities, and that offered an avenue for growth and development of more branches of the company. Generally, the program.
Running head MCDONALD’S CASE STUDY 1MCDO.docxglendar3
Running head: MCDONALD’S CASE STUDY
1
MCDONALD’S CASE STUDY
4
McDonald’s CASE STUDY
Dawn Buxton
Dr. Daniel Frost
HRM532
January 20, 2019
Introduction
The success of any company is determined by the effort which is made by all the stakeholders to see its activities flourish. More importantly are the programs that are put in place by the management as they strive to be profitable and achieve their missions and attain their vision. The strategies which are put in place vary depending on the management, and they are often very successful. McDonald’s like other companies were founded with the goal of being successful and have an impact on the community surrounding it and society at large (McDonald’s, 2019). To reach their goal, the company put in several programs which were profit focused as well as community enhancement. It was seeking to improve customer trust in its products while still making profits. This paper will be focusing on discussing the program in detail looking at several aspects which it relates. Some areas of focus will be strengths of the program, how it led to success, areas which it may be improved and providing two other programs which may help the company to more profitability in future.
Talent Managing Program
The program was started by the early management which was in a bid to increase performance while maintaining quality. The early years were dedicated to improving the skills of the workers in other fields of their choice which would make them proficient. Once they achieved the required skill, they would transition to what they had chosen to do and quit their job at the company. In this strategy, the company was aiming to improve how people viewed the products it offered. The workers who worked at the different branches before moving on to other careers had knowledge and admiration for the products which assured that they would return as customers and bring colleagues from their new work environment. In a way, the program was a marketing strategy which would successfully market the company without putting in more investment to keep on advertising. The main feature and aim of the program are to equip more people with the necessary information on the products and taste of its products before they move on to their careers (McDonald’s, 2019).
Working at a place leads to developing a sense of belonging which is essential and keeps a person glued to products of the working environment. Another essential quality which the program sought to create was gratitude among the people is equipped with skills for their jobs and general career-path. When one is grateful for something you have done for him or her, they always give back by supporting your activities and ventures as a mean of repaying the goodness you have done them. The graduates of the program were spread among different localities, and that offered an avenue for growth and development of more branches of the company. Generally, the program.
Win The War For Talent Through Best-In-Class Succession Planning, David EdwardsThe HR Observer
Past experience shows that poorly executed succession plans can have an immediate negative impact on company momentum, reputation, employee morale and the bottom line. Any business or public sector organisation, irrespective of its size, should have a strategy to deal with losing talent, whether it’s planned or unplanned. This strategy should not simply be focused on the C-suite, but applied to every level of an organisation. Find out how companies are building effective succession planning with long-term successors as well as short-term replacements in order to maximise business performance and continuity.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Societe Generale Global Solution Centre: A Social Recruiting Journey that Yie...LinkedIn Talent Solutions
Read how the HR team at Societe Generale leveraged the LinkedIn ecosystem to establish their talent brand in India, resulting in 2X ROI.
For more inspiring talent stories: lnkd.in/ltsindia
Research has shown that consumers increasingly want organisations to demonstrate a purpose beyond profit. And so after decades during which the dominant dogma focused on maximising shareholder value and short-termism, many CEO’s are now trying to achieve more. This article explores the business case for purpose and discusses a methodology for CEO’s to activate purpose within their organisation and profit in the process.
Dale Carnegie Training starts by asking, “What are the gaps in desired performance for the client organization, teams in that organization, and for individual team members? What are the barriers to achieving performance objectives? What new competencies must participants develop for the organization to breakthrough to new levels of effectiveness?” By doing this we better serve the needs of our client organizations and participants.Second, we do our best to help participants improve their attitudes toward the training programs.We provide a supportive, positive environment that focuses on strengths and getting win-win results for individuals, teams, and organizations. We move participants from seeing that not only do they need to be in the training program; they want to be there because they believe they can gain the additional skills necessary to be
more successful. We also insure the attitude continuum is fully cycled by helping them commit to changing their
behaviors, applying new processes, and encouraging the “slightest improvement and every improvement.”
The third step is to insure they get the right knowledge, methods, and principles so they know what to do to reach their goals and the goals of their organizations. The knowledge is practical, useful sooner than later, and founded on proven strategies for success.
Knowing what to do is not enough. To cement knowledge and understanding into new habits for improved effectiveness, we help participants practice the skills with positive, honest coaching. Once the participants have success in class, they commit to applying the new skills and techniques back in their work environments. To insure that they turn good intentions into good deeds, we hold them accountable to one another and their organizations by having them make commitments and keep those commitments in a friendly, competitive atmosphere. This leads to successes which encourage a continued cycle of setting new, more challenging goals. In this way, the individual and the organization see significant returns on their investments for their investment in time and training dollars.
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One Training in Organizations
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Learning Objectives
After reading this chapter, you should be able to:
Describe the components of a general open systems model.
Describe how an open systems model applies to the training unit of an organization.
List and describe the interrelationships among the �ive phases of the training process model.
Explain how the training model can be applied to organizational improvement and problem solving.
Describe the challenges/opportunities facing training.
De�ine key terms used in the training literature.
Describe the bene�its of integrating organizational development and training principles.
Describe the differences in how small and larger businesses might implement the training process
model.
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Case: Taking Charge at Domtar: What It Takes for a
Turnaround*
(http://content.thuzelearning.com/books/AUBUS680.16.1/sections/i8#ch01fnt02)
Domtar is the third largest producer of uncoated freesheet paper in North America. In the decade prior to
1996, Domtar had one of the worst �inancial records in the pulp and paper industry. At that time it was a
bureaucratic and hierarchical organization with no clear goals. Half of its business was in “trouble areas.”
Moreover, the company did not have the critical mass to compete with the larger names in the �ield. The balance
sheet was in bad shape, and the company did not have investment-grade status on its long-term debt.
In July of 1996, Raymond Royer was named president and chief executive of�icer (CEO). This was quite a
surprise because, although Royer had been successful at Bombardier, he had no knowledge of the pulp and
paper industry. Many believed that to be successful at Domtar, you needed to know the industry.
Royer knew that to be effective in any competitive industry, an organization needed to have a strategic
direction and speci�ic goals. He decided to focus on two goals: return on investment and customer service.
Royer told Domtar executives that to survive, they needed to participate in the consolidation of the industry and
increase its critical mass. The goal was to become a preferred supplier. The competitive strategy had to focus on
being innovative in product design, high in product quality, and unique in customer service. At the same time,
however, it had to do everything to keep costs down.
When Royer took over at Domtar, he explained to the executive team that there were three pillars to the
company: customers, s.
This presentation provides an overview of the One Page Strategic Planning process and why you should consider this framework for planning in your mid-sized firm. Growing businesses must ensure that 4 key decisions are correct in order to grow - People, Strategy, Execution and Cash as outlined in Verne Harnish's books Mastering the Rockefeller Habits and The New Rockefeller Habits.
http://au.linkedin.com/in/bradleygiles/
http://www.evolutionpartners.com.au/
A leadership pipeline approachis not a single program or tool.
It’s a process that provides both the right quantity and quality of leaders—in time—to step up and meet pressing business challenges.
Here are questions you should ask, tips to consider and proven practices to help get you started.
Unlocking Potential- Empowering Leaders through our Dynamic Leadership Develo...AmanKumarSingh97
This article delves into the essence of a potent leadership development program, exploring its pivotal role in unlocking the untapped potential of aspiring leaders.
The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes.
You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.
Similar to Talent Management Magazine July 2014 (20)
5 Best Practices for Identifying Potential Leaders
Talent Management Magazine July 2014
1. July2014
36 talent management magazine www.talentmgt.com
In 2007, Goodyear Tire & Rubber Co. put in place an ambitious plan: Cut
costs company-wide by $1 billion.
Weighed down by lagging global auto sales and an economy on the brink
of the worst recession in a generation, the Akron, Ohio-based company
sought to trim operations by focusing on its core tire manufacturing
business while jettisoning underperforming and lower-margin products
and plants.
In essence, the company aimed to become a premium tire supplier to
target market segments, instead of its previous strategy as an across-
the-board volume supplier.
Under the volume model, the company’s North American division alone
sold roughly 90 million tires a year — many of which didn’t even carry
the Goodyear brand because they were sold under what the company
terms “replacement and private label.”
“It was a good strategy on paper, but we were only making money in one
of those areas, our replacement business,” said Gary VanderLind, vice
president of human resources for Goodyear’s North American division.
From a talent management perspective, the restructuring brought
massive needs. Namely, the shift required a crop of leaders who could
spearhead the change and sustain the new strategies, which would take
years to see through.
The problem: Goodyear’s North American division, at the time led by
Rich Kramer, who is now the company’s CEO, didn’t have a high poten-
tial leadership development program.
Where the Rubber
Meets the Road:
Goodyear’s Quest
to Build Leaders
Needing to stock a dry leadership pipeline amid a major business
restructuring, Goodyear’s North American business unit created
a high potential leadership program from the ground up.
case study by Ladan Nikravan
3. July2014
38 talent management magazine www.talentmgt.com
Instead, the division relied largely on expensive exter-
nal executives hires. And although Goodyear’s human
resources team felt satisfied in its ability to identify
future leaders internally, there was little in place to de-
velop them. Most of the identified future leaders were
still a ways away from being ready for critical senior
positions and left to mature on their own.
This left Goodyear with a noticeable leadership gap at
an inopportune time.
“We knew we were light on successors, not getting
great success from external hires we placed in top
positions and didn’t have a learning strategy around
developing high potentials,” VanderLind said. “Rich
Kramer essentially approached us and said, ‘How are
you going to fix that?’”
Identifying Leadership Profile
Aside from the fact that Goodyear needed to revamp
its development efforts to produce a large number of
ready-now successors, VanderLind said there was a
unique leadership profile the company aimed to create.
Goodyear wanted to develop leaders who could man-
age in the emerging business environment, one in
which markets are constantly in flux, in turn requiring
quick shifts in strategy.
When previously faced with similar challenges, Goodyear
would bring in external executives, VanderLind said.
The success rate for external hires, however, was often
lower than expected, and the executive team instead
shifted toward the idea of adopting a “buy early and
build up” strategy. In other words, Goodyear aimed to
create an environment similar to a Major League Base-
ball team’s farm system — acquire talent early in their
growth and develop them, or “build up,” through for-
mal and experiential learning and stretch assignments.
Ultimately, VanderLind wanted to create a develop-
ment strategy addressing two sets of employees. The
first were high potentials. Targeting this group would
immediately help close the senior leadership gap im-
peding Goodyear’s restructuring efforts. The second
group was emerging leaders and line-level managers.
Focusing on this group would build a development cul-
ture the company previously lacked.
As one of its first steps, Goodyear in 2011 hired Amy
Alexy as its director of learning and talent development,
a new position within the company. Then, after getting
buy-in from Goodyear’s executive team, the company
initiated a partnership with Harvard Business Publish-
ing to help with curriculum design and implementation.
“We believe the highest probability of success in our
top leadership positions come from those who have ex-
perience within the company,” Alexy said. “As part of
this new talent initiative, we wanted to acquire and
identify that top talent early in someone’s potential
so we could make sure we provide them with devel-
opment tools to help prepare them and improve the
probability they’ll be successful in those top positions.
We didn’t want the focus to be development only at
times of need, last-minute. We wanted to change the
culture around learning.”
According to Ken Blanchard, co-founder and chief
spiritual officer of leadership consulting firm the Ken
Blanchard Cos., it’s that kind of mindset that makes
most talent initiatives successful, though for most
companies, creating a culture around learning is an
ongoing endeavor.
“The best companies focus on people and results in
good times and in bad,” Blanchard said. “Your people
are your best asset, and if you continue to develop
them, they will continue to think of new ways to serve
your customers and bring in more business.”
With executive buy-in locked in, Goodyear then con-
ducted a learning needs analysis to identify the core
competencies for the high potential development pro-
gram. To do this, the group worked through a card
sorting exercise to match dozens of competencies to-
gether. The goal was to identify 10 competencies for
leaders to carry out the target market segment strategy.
The 10 they settled on: financial acumen; accountabil-
ity; strategic planning; change leadership; visionary;
continuous process improvement; decision quality; de-
veloping others; challenges the status quo; and building
relationships.
VanderLind said these competencies were chosen in part
Goodyear’s Gary VanderLind and Amy Alexy created a strategy to
develop the company’s next crop of leaders. Courtesy of Goodyear
4. July2014
talent management magazine www.talentmgt.com 39
because they aligned with the five core leadership traits
the company already had in place — team-building,
problem-solving, communication, decision-making and
results. Taken together, the two sets would be the skills
measured within Goodyear’s management population.
The team then sent a survey to 1,800 emerging lead-
ers and managers in the company’s North American
division. In it, the team asked the leaders to rate their
current performance on each skill as well as each
skill’s importance. Through the survey, four key top-
ics emerged: strategy, change management, developing
others and a focus on results.
These would be the basis for the company’s broader
leadership development engine, Goodyear’s Great
Leader Academy. The main focus of the academy would
be led by the program specifically for high potentials,
the Senior Leadership Development Program, or SLDP.
Ramping Up Development
The first SLDP cohort, selected by the executive team
to begin the program in February 2012, represented all
business units and functional areas within Goodyear
North America and consisted of nearly 50 participants,
including managers, general managers, directors and
the chief marketing officer.
The high-potential-focus SLDP is a yearlong program
structured around the 70-20-10 model of learning deliv-
ery. The model says that 70 percent of learning happens
through on-the-job experiences, while 20 percent hap-
pens through informal conversations and 10 percent
takes place through formal learning programs.
The program began with a face-to-face meeting during
a two-and-a-half-day event with formal learning ex-
ercises with Harvard faculty. The weeks that followed
consisted of other elements of formal learning, includ-
ing virtual sessions broken down into modules. Each
module consisted of readings from leading thinkers on
the topic, webinars, case studies and virtual lectures
from Harvard Business School faculty.
Goodyear’s executive team interacted with partici-
pants through the modules. Their role was designed as
a way to set context and provide input on important
takeaways from the virtual sessions, which covered
topics like financial analysis, drivers of profitability
and value, and evaluating opportunities.
VanderLind, for instance, said he moderated one of the
“Results Focus” modules during the first high-potential
cohort. Each of the virtual learning components was
designed so that participants attended one learning
event a week over WebEx for a month for each module.
To address the 20 percent learned informally, Good-
year created a program to help participants identify
learning areas of need and to find a partner in the
organization that could help them address it.
To start, Alexy said all high potential program partici-
pants complete a development plan. During the kickoff
session, they are asked to identify people in the pro-
gram who can help them close a developmental gap.
The company says the concept is different from that
of a mentor, because the relationship is designed to be
much shorter and specific to a learning need.
The process of identifying a learning partner starts
with a development plan that includes pre-identified
general manager competencies, desired experiences
and Goodyear’s leadership traits. Based on where peo-
ple want to focus their development, they’re asked to
identify internal and external resources that would
help them learn something new.
Participants then determine the plan and frequency for
meeting with their learning partners, and they meet
with their manager to review. In the first year, 41 per-
cent of participants had one learning partner, 19 percent
had two and 40 percent had three or more.
To address the 70 percent on-the-job portion of SLDP’s
design, Goodyear tapped two methods: action learning
projects and leadership career path management.
The action learning projects, which participants have
nine months to complete, were conceived by Goodyear’s
executive team to address real business decisions.
“These projects are not just case studies that we
want them to go work on,” VanderLind said. “These
are real, live business problems. The leadership team
looks at our strategy, looks at our concerns and says,
‘What are the top four-five issues that we’re faced
with right now as a company? Let’s turn those issues
over to the teams in our courses and have them de-
velop solutions.’”
Team members for the action learning projects aren’t
always co-located, meaning there’s a significant reli-
ance on virtual collaboration. The challenge of having
to work virtually ends up mirroring how leaders
operate in the real world, VanderLind said, which ul-
timately adds to the program’s impact. In many cases,
teams don’t meet face-to-face until the project’s two-
day closing module, when each team presents its
action learning results to Goodyear’s North American
executive team.
So far, the projects have varied in complexity, and not
“No longer are senior
leaders only familiar with
talent in their individual
business or function.
They have a broader view
of our people, and
our people have a broader
view of the business.”
— Gary VanderLind, vice president
of human resources for Goodyear’s
North American division
5. July2014
40 talent management magazine www.talentmgt.com
everything has been implemented. However, Alexy
said a member of the executive team will always take
the recommendations back for further review. From
there, some of the recommendations may be shared
with a broader audience who might decide to use the
project’s proposed solutions.
Thus far, two cohorts — 90 high-potential employees
in total — have completed the program, and Vander-
Lind said each cohort stays together as their learning
experiences continue.
“We have identified the 90 top leaders of the company and
are keeping them fully engaged in their learning and want
to give them additional learning as
the business strategy changes,” he
said.
As part of the company’s leader-
ship career path management
process, VanderLind said the
company’s executive team spends
one day per quarter discussing
the progress of these 90 individu-
als. The talks consist of what the
executive team in particular can
do to help move these high poten-
tials in the organization, how they
can challenge and stretch them,
and how they can give them new
experiences in different functions
within the company.
Finding Stride
Today, Goodyear’s cost structure
is on positive footing, something
the company credits in large part to its high potential
leadership development revamp.
By 2012, Goodyear’s North American business segment
reported full-year operating income — a measure of
profitability from its core business — of $514 million,
compared with $276 million in 2011, according to the
company’s 2012 annual report. In 2013, the business
unit delivered a record $691 million in full-year operat-
ing income, according to its 2013 annual report.
What’s more, the company at large reported a record
operating income of $1.6 billion in 2013, according to
the annual report. And from 2010 to 2012, Goodyear
realized a total cost savings of roughly $1.1 billion, its
2012 annual report said, exceeding its goal.
“We’re selling fewer tires,” VanderLind said, “but we’ve
focused our brand, and we’ve lowered costs to our goal.
This is the evolution we needed to change the business.
This is what drove the ship to change our talent devel-
opment strategy.”
VanderLind said a strong leadership bench has been in-
strumental to the success of the new strategy.
“SLDP isn’t just a training program,” he said. “It’s a
whole way of thinking of developing leaders, prioritiz-
ing talent and preparing the company for the future.
No longer are senior leaders only familiar with talent
in their individual business or function. They have
a broader view of our people, and our people have a
broader view of the business.”
Roughly half of the first SLDP cohort have received
new assignments or increased job responsibilities as
a result of completing the program; 28 percent have
made lateral moves or changed the scope of their
role; and 22 percent have received promotions.
In Goodyear’s most recent employee engagement
survey, learning and development went up by 5 per-
centage points from 2010 to 2012 — the largest gainer
among the data collected in North America. “We fun-
damentally believe that’s a result
of increased potential but also
the collective ownership of talent
and co-moderation of this work
by our senior executive team,”
VanderLind said.
Though Goodyear has made prog-
ress mending its high potential
leadership gap, the company is
still working on its goal of cre-
ating a broader culture around
leadership development. “With
more programs in place and our
L&D infrastructure becoming
more global, we are gaining mo-
mentum, but we are still early in
our journey,” VanderLind said.
In terms of continuing to mea-
sure the high potential program,
every month the team identifies
how many ready-now succes-
sors are in place for each position two levels below the
CEO. The team is also keeping a close eye on retention,
which it says is at 98 percent for North American di-
rectors and above.
The company says its success domestically has also led
it to roll out similar leadership development programs
in segments across Asia, Europe, the Middle East, Af-
rica and Latin America.
The North American team, meanwhile, now finds
itself in the middle of a new learning needs analysis —
an effort to stay ahead of changing market conditions.
“In the course of the past two and a half years, we’ve
moved the mark on the competencies we measured in
our first analysis,” Alexy said. “We want to ensure the
behaviors and skills we need to develop are still the
same and adjust accordingly.”
For VanderLind, measuring the progress Goodyear has
made on the leadership development front comes down
to being able to answer a simple series of questions.
“If you go back to Rich’s original question that started
this whole thing: Who are these leaders? What are
we doing to make sure they’re ready in the next two,
three years? We now have an answer and measures
for that.”
Goodyear aimed
to create an
environment
similar to a Major
League Baseball
team’s farm
system — acquire
talent early in
their growth and
develop them.