企业内的领导力发展.ppt

Leadership Development in the Corporate Environment,Agenda,What is leadership & development Key aspects and systems Corporate resources Philips case study Summary/Q&A,What is leadership & development,What is leadership & development understanding leadership,Write down THE leader who had greatest impact on you Why and how (s)he impacted your life Talk to the 4 people around you, exchange views 30 seconds talk, 30 seconds listen, then change Pay attention to the trend among the four people,What is leadership & development characters vs competences,Old time leaders had characters, many were common New age leaders focus on competences All leaders are able to deliver Yet leaders are different Most leadership development concentrate on competences, but dont forget the character,What is leadership & development development methodology,Research showed successful leaders had: Challenging assignment Hardship experience Coached/mentored Constant training % of contribution,40% 30% 20% 9%,Key aspects and systems,Key aspects and systems dealing with change,The Change Game: Stand up, find a partner Observe the partner in detail Turn around back to back Make 5 changes observable Face to face again, find the changes,Key aspects and systems the fact and strategy on change,Leaders need to understand: We hate change - complaints, resistance, uncomfortable feelings Loosing vs gaining - loosing is instinct, gaining is more effective Are we alone - partner with others, share and leverage Tendency to fall back - things easily go to the same old way,Leaders need to strategize: Keep an open mind - things are not as bad as you initially think Benchmark the best practice - what the successful people are doing? Learning is the key - change is an opportunity to learn and improve As good as own attitude - positivist wins every war, you are not alone,Potential leaders need to be able to understand, strategize and initiate changes, and we need to put them in the role of change agents,Key aspects and systems goal setting and measurement,Business goals - vision of challenging status quo - goal alignment Developmental goals - skill needs vs career future - focusing on key target group Performance management - balanced score card - connecting to rewards,Deliver profitable growth for the Group,Double total activities from 2002 to 2007 Grow domestic market faster than export Become a significant contributor to group profitability,Become one of the most admired multinational companies in China,To be ranked among TOP 3 most admired foreign companies by Fortune China To be ranked as one of the TOP 10 best employers in China by BEA survey 1 To become the most preferred electronics brand in China by DDB brand capital measure,6 B,12 B,1 Best Employer Asia. The most authoritative HR survey in Asia,Key aspects and systems example: China mid-term aspiration,Key aspects and systems finding & handling the right people,Building a system to: Select the right people Develop their potential Provide the challenges and exposure Keep the inspiration on,2. Talent sourcing,4. Talent mobility,1. Talent planning,3. Talent development,5. Conducive environment,Key aspects and systems example: talent management circle,Key aspects and systems feedback to people,Need 2 volunteers Potential leaders need to learn how to provide feedback, and we need to know how to give them feedback to foster their growth, positive and constructive,Corporate resources,Corporate resources leader develop leaders,A top down approach: Determination from the top Personal involvement Exposure and mentoring Behavior role modeling,Leadership development is not only HRs job!,The CEO and Board Should Provide Leadership and Inspiration,Comparative AnalysisU.S., Europe, Asia-Pacific, and China,Corporate resources leaders involvement level,Corporate resources leveraging HR systems,Which systems are the most important in leadership development? Performance management system Management development system High potential development programs Leadership training structure Succession planning Internal assignment and exposure Coaching/mentoring structure Value/culture in development,All important, key is to make them work, together!,Value and culture,Performance mgt,Leadership training,MD system,Mentoring,Assignment,High potential,The building blocks,Succession,Delight Customers Deliver on Commitments Depend on each other Develop people,Corporate resources example: values,14,Corporate resources example: GCC - one way of learning,Area of contribution to the organization,Development continuum,Leadership Competencies,Who are the right people to meet our business needs?,Who will fill our key positions now and in the future?,What learning opportunities are needed to support development?,What is their potential? What steps do they need to take to develop?,How have they performed against business objectives and competencies/values?,Corporate resources example: mgt development process,Philips case study,Project Nominal GDP (US$ B),2041 US ($27,229 Bn),2004 France,2005 UK,2007 Germany,2016 Japan,2041 China ($28,003 Bn),Car indicates when China GDP would Exceed GDP of the G6 country,Average 2000-2050 GDP growth rate Nominal: 7.7% Real: 4.8%,Source: Goldman Sachs Global Economics report, October 2003; Projections verified with other economic and govt. sources,Philips case study China: long term opportunity,Companies,Size Headcount,11 JVs / WOFEs 12,000,8 JVs / WOFEs 4,700,24JVs / WOFEs 38,000,36JVs / WOFEs 9,000,40 JVs / WOFEs 21,000,53JVs / WOFEs 30,000,35 JVs / WOFEs 18,000,9 JVs / WOFEs 3,000,IBM,2003 Sales Revenue ($B),Contracted Investment ($B),Matsushita,Notes: Philips not include 18 H.K. companies,Source: Respective companies corporate websites,Philips case study background: leading players in China,Philips case study the China issues in 2002,Complexity of the organization: No common platform of leadership development Less sharing of practice within Philips China Isolated data management, less mobility chances Development limited to training and not scalable Philips was not One organization,Developed HR talent management strategy and key initiatives Establish structured approach to develop local talent Build up cross-PD talent pool to meet growth needs Improve employee engagement in China Strengthen employer brand,HR,Philips case study develop functional strategies,Act as One Philips in China,Existing Pool of Individual Talents,Strengthened One Philips Pan China Talent Pool,Education: classroom sessions,Experience: business project & benchmarking exercise,Exposure: sponsor, mentors, coaches & site visit,teaching,PD mgr & HR coach,GM seminar,talent learning community,Nomination & pre-work,Continuous monitoring,Philips case study TOTAL: the flagship process,hiring within 6 months up to 12 months,Frequent Review & Exposure,Focused Recruitment Process,Special Induction Program,Mandatory TOTAL Participation,PA = 3 AND GP/FT ?,Regular MD & Pan China Talent Pool,24 months beyond 12 24 months,Y,Out of the Pan China Talent Pool,N,Philips case study talent recruitment process,Philip