企业内的领导力发展教学课件

企业内的领导力发展41、俯仰终宇宙，不乐复何如。42、夏日长抱饥，寒夜无被眠。43、不戚戚于贫贱，不汲汲于富贵。44、欲言无予和，挥杯劝孤影。45、盛年不重来，一日难再晨。及时当勉励，岁月不待人。企业内的领导力发展企业内的领导力发展41、俯仰终宇宙，不乐复何如。42、夏日长抱饥，寒夜无被眠。43、不戚戚于贫贱，不汲汲于富贵。44、欲言无予和，挥杯劝孤影。45、盛年不重来，一日难再晨。及时当勉励，岁月不待人。LeadershipDevelopmentintheCorporateEnvironmentAgendaWhatisleadership&developmentKeyaspectsandsystemsCorporateresourcesPhilipscasestudySummary/Q&ALeadershipDevelopmentintheCorporateEnvironmentAgendaWhatisleadership&developmentKeyaspectsandsystemsCorporateresourcesPhilipscasestudySummary/Q&AWhatisleadership&developmentWhatisleadership&development

–understandingleadershipWritedownTHEleaderwhohadgreatestimpactonyouWhyandhow(s)heimpactedyourlifeTalktothe4peoplearoundyou,exchangeviews30secondstalk,30secondslisten,thenchangePayattentiontothetrendamongthefourpeopleWhatisleadership&development

–charactersvscompetencesOldtimeleadershadcharacters,manywerecommonNewageleadersfocusoncompetencesAllleadersareabletodeliverYetleadersaredifferent

Mostleadershipdevelopmentconcentrateoncompetences,butdon’tforgetthecharacterWhatisleadership&development

–developmentmethodologyResearchshowedsuccessfulleadershad: Challengingassignment Hardshipexperience Coached/mentored Constanttraining%ofcontribution40%30%20%9%KeyaspectsandsystemsKeyaspectsandsystems

–dealingwithchangeTheChangeGame:

Standup,findapartner Observethepartnerindetail Turnaroundbacktoback Make5changesobservable Facetofaceagain,findthechangesKeyaspectsandsystems

–thefactandstrategyonchangeLeadersneedtounderstand:Wehatechange-complaints,resistance,uncomfortablefeelingsLoosingvsgaining-loosingisinstinct,gainingismoreeffectiveArewealone-partnerwithothers,shareandleverageTendencytofallback-thingseasilygotothesameoldwayLeadersneedtostrategize:Keepanopenmind-thingsarenotasbadasyouinitiallythinkBenchmarkthebestpractice-whatthesuccessfulpeoplearedoing?Learningisthekey-changeisanopportunitytolearnandimproveAsgoodasownattitude-positivistwinseverywar,youarenotalonePotentialleadersneedtobeabletounderstand,strategizeandinitiatechanges,andweneedtoputthemintheroleofchangeagentsKeyaspectsandsystems

–goalsettingandmeasurementBusinessgoals -visionofchallengingstatusquo -goalalignmentDevelopmentalgoals -skillneedsvscareerfuture -focusingonkeytargetgroupPerformancemanagement -balancedscorecard -connectingtorewardsDeliverprofitablegrowthfortheGroupDoubletotalactivitiesfrom2002to2007GrowdomesticmarketfasterthanexportBecomeasignificantcontributortogroupprofitabilityBecomeoneofthemostadmiredmultinationalcompaniesinChinaToberankedamongTOP3mostadmiredforeigncompaniesbyFortuneChinaToberankedasoneoftheTOP10bestemployersinChinabyBEAsurvey1

TobecomethemostpreferredelectronicsbrandinChinabyDDBbrandcapitalmeasure6B12B1–BestEmployerAsia.ThemostauthoritativeHRsurveyinAsiaKeyaspectsandsystems

–example:Chinamid-termaspirationKeyaspectsandsystems

–finding&handlingtherightpeopleBuildingasystemto:

Selecttherightpeople Developtheirpotential Providethechallengesandexposure Keeptheinspirationon2.Talentsourcing4.Talentmobility1.Talentplanning3.Talentdevelopment5.ConduciveenvironmentKeyaspectsandsystems

–example:talentmanagementcircleKeyaspectsandsystems

–feedbacktopeopleNeed2volunteersPotentialleadersneedtolearnhowtoprovidefeedback,andweneedtoknowhowtogivethemfeedbacktofostertheirgrowth,positiveandconstructiveCorporateresourcesCorporateresources

–leaderdevelopleadersAtopdownapproach:

Determinationfromthetop Personalinvolvement Exposureandmentoring BehaviorrolemodelingLeadershipdevelopmentisnotonlyHR’sjob!TheCEOandBoardShouldProvideLeadershipandInspirationTopCompaniesChinaUSEuropeA-PacCEOisactivelyinvolvedinleadershipdevelopment95%90%100%72%CEOprovidessufficientresourcestodevelopqualityleaders95%90%90%59%Boardisactivelyinvolvedinleadershipdevelopment74%80%80%38%ComparativeAnalysis——U.S.,Europe,Asia-Pacific,andChinaCorporateresources

–leaders’involvementlevelCorporateresources

–leveragingHRsystems

Whichsystemsarethemostimportantinleadershipdevelopment?PerformancemanagementsystemManagementdevelopmentsystemHighpotentialdevelopmentprogramsLeadershiptrainingstructureSuccessionplanningInternalassignmentandexposureCoaching/mentoringstructureValue/cultureindevelopmentAllimportant,keyistomakethemwork,together!ValueandculturePerformancemgtLeadershiptrainingMDsystemMentoringAssignmentHighpotentialThebuildingblocksSuccessionDelightCustomersDeliveronCommitmentsDependoneachotherDeveloppeopleCorporateresources

–example:values14Corporateresources

–example:GCC-onewayoflearningAreaofcontributiontotheorganizationDevelopmentcontinuumSelectionPerformanceReviewsSuccession

PlanningTalentDevelopmentTalentIdentificationLeadershipCompetenciesWhoaretherightpeopletomeet

ourbusinessneeds?Whowillfillourkeypositionsnowandinthefuture?Whatlearning

opportunitiesare

neededtosupport

development?Whatistheir

potential?

Whatstepsdothey

needtotaketo

develop?Howhavetheyperformed

againstbusinessobjectives

andcompetencies/values?Corporateresources

–example:mgtdevelopmentprocessPhilipscasestudyProjectNominalGDP(US$B)2041US($27,229Bn)2004France2005UK2007Germany2016Japan2041China($28,003Bn)CarindicateswhenChinaGDPwouldExceedGDPoftheG6countryAverage2000-2050GDPgrowthrateNominal:7.7%Real:4.8%Source:GoldmanSachsGlobalEconomicsreport,October2003;Projectionsverifiedwithothereconomicandgovt.sourcesPhilipscasestudy

–China:longtermopportunityCompaniesSizeHeadcount11JVs/WOFEs12,0008JVs/WOFEs4,70024JVs/WOFEs38,00036JVs/WOFEs9,00040JVs/WOFEs21,00053JVs/WOFEs30,00035JVs/WOFEs18,0009JVs/WOFEs3,000IBM2003SalesRevenue($B)ContractedInvestment($B)MatsushitaNotes:Philipsnotinclude18H.K.companies

Source:RespectivecompaniescorporatewebsitesPhilipscasestudy

–background:leadingplayersinChinaPhilipscasestudy

–theChinaissuesin2002Complexityoftheorganization:

Nocommonplatformofleadershipdevelopment LesssharingofpracticewithinPhilipsChina Isolateddatamanagement,lessmobilitychances Developmentlimitedtotrainingandnotscalable PhilipswasnotOneorganizationDevelopedHRtalentmanagementstrategyandkeyinitiativesEstablishstructuredapproachtodeveloplocaltalentBuildupcross-PDtalentpooltomeetgrowthneedsImproveemployeeengagementinChinaStrengthenemployerbrandHRPhilipscasestudy

–developfunctionalstrategiesActasOnePhilipsinChinaExistingPoolofIndividualTalentsStrengthenedOnePhilipsPanChinaTalentPoolEducation:classroomsessionsExperience:businessproject&benchmarkingexerciseExposure:sponsor,mentors,coaches&sitevisitteachingPDmgr&HRcoachGMseminartalentlearningcommunityNomination&pre-workContinuousmonitoringPhilipscasestudy

–TOTAL:theflagshipprocesshiring within6monthsupto12monthsFrequentReview&ExposureFocusedRecruitmentProcessSpecialInductionProgramMandatoryTOTALParticipationPA>=3ANDGP/FT?RegularMD&PanChinaTalentPool24monthsbeyond12–24monthsYOutofthePanChinaTalentPoolNPhilipscasestudy

–talentrecruitmentprocessPhilipscasestudy

–theverytopdownapproachChinatalentmanagementinvolvedby:

BoMa