Build Organization Capability.ppt

1、Build Organization Capability,Business Stage in China,How do we get the right people ?,How do we grow our people ?,How do we keep the best people ?,Start Up,Grow,Restructure,Bigger Grow,HR Challenges,G&A Cutting,Localization,Capability Assessment Diversity Retention People Planning Process,Repatriat

2、ion Laid off,HR Challenges,Rapid Increase of Foreign Investment,Limited talent pool,High turnover,No long term commitment,Staffing,HR Challenges,Expatriate Foreigner,Region Nations,Overseas Returnees,Local,Organization Efficiency,Expected,Actual,Time,Reentry Familiarity,Culture Change,Learning Curve

3、 Patience,Repatriation,Compensation Expatriates vs. Locals,Year,Compensation (,000$),Overseas Returnee,Cost considerations Increasing unemployment rate abroad Cultural difference ,Market maturity e.g. Higher educational level, skill level, etc. Bigger demand to local labor market from multinational

4、company Lower people cost,China Vs Asia:(US$) ChinaHKTWSP Head HR92,900206,000123,000128,900 Head F&A73,800166,700143,000151,300 Head S&M127,500206,000175,200152,100 GM151,600361,800294,100285,800 source: MERC Executive C&B Survey, April 2000,The challenges facing almost all HR professionals in the

5、future will be how to build their organization capability So that actually drives business momentum,Building a Strong Team to Drive China Business Forms Important People Strategy,Establish talent pool for future business growth - Fill critical vacancies by hiring experienced talent. - Campus recruit

6、ment - Overseas returnee - Regional,PFI China Employee Development vs. Market indicates we are very successful at developing local managers,P&G Unilever S.Johnson Coca-Cola PFI,Years in China Staff Supervisor Manager Function Head/Director,12 L L 40% L 5% L 12 L L 80% L 10% L 14 L L 90% L 0% L 12 L

7、L L 30% L 7 L L L 60% L,Source: GML Consulting,Diversity,EXPATRIATE POPULATION ( Manager Level + ),Operating Unit: Frito-Lay China,TIPS This would be completed and reviewed for the Regional and Business Unit Capability Reviews. The attached “risk scorecard” should serve as a guide to assess degree o

8、f risk for all Band II+ at the Regional level and Band I+ at the BU level. The performance “plot” should be based on trends, not necessarily just the current focal point rating. Each Band I+ at the BU and Band II+ at the Region should be “plotted” on the matrix.,Performance,Risk,Action Plans,A B C,R

9、isk/Retention Summary,High,Low,Low,High,Xxxxx,Xxxxxxx xxxxxxxx,Xxxxxx xxxxxxx,Xxxxxx Xxxxxxx Xxxxxxx xxxxxxx,Diagnosing of Retention Score Promotion / Career Development 5 Compensation 4 Balance of personal life 3 Working environment 2 Stock option 1,Building a Strong Team to Drive China Business Fo

10、rms Important People Strategy,Build leadership among existing local managers through Global Management Program Broadening overseas assignment to groom the real local talent,199719981999200020012002 Volumexxxx xxxx x xxxxx xxxxx xxxxx xxxxxx Gross Salesxxxx xxxxx xxxxx xxxxxxxx xxxxxxx xxxxxxxx Gross

11、 Profitxxxxx xxxxx xxxxx xxxxx xxxxx xxxxxx NOPBTxxx xxxx xxxx xxxxx xxxxx xxxxx Exe.pipeline (BI+) 566578 Mgmt.pipeline(BA/B) 364251566575 Prof. Pipeline(BC/D) 80136189203219245 Headcount 4563444355098901250 Rec. fund30120100808080 Training36100150200200200 Retention 1572494280300300,Business Plan,

12、People Plan,HR CAPEX,10 Key managers will be nominated,Skill Building,Building Organizational Capability - Growing Business We have funded US$270,000 for Training in 2002,- Getting to know Frito-lay Fundamentals: Basic Skills (Computer and Language) - Working in Teams - Effectiveness ( SOP ),Functio

13、nal Excellence Frontline Sales Skills: Fast Forward, 5 Minute Sell, Basics of Snack Sales, etc. Frontline Manufacturing Skills: CI Training Functional Expertise,Management Maturity Leadership Competencies Effective Communication Coaching to Drive Results Overseas Exposure Senior Executive Program,Bu

14、siness Strategy,Building a Strong Team to Drive China Business Forms Important People Strategy,Implement Human Resource Planning (HRP) program to enhance people development Build / refine processes to compensate for lack of experience,Organization Capability Review (March-April),Staffing / Bench Ana

15、lysis,Individual Review,Game planning (March-April),Pipeline Gaps,Individual Capability Assessments,STRAT PLAN (April-June),Plans and resource requirements to fuel FLI strategic direction,Sourcing Development,Tools Training,AOP (Sept.-Nov.),Performance Gaps,Frito-Lay Way (On-going),(DTS, OT, Ops Tas

16、k Forces),Sourcing & Development Needs,Organizational KPIs and Issue Analysis,Organizational Effectiveness Issues,Candidate Slating Process (Feb.-March),Candidate Slates,Candidate Slates,The People Planning Process helps to direct and fund our capability building strategy.,People Planning Process,PI

17、PELINE/BENCH PLAN,Operating Unit: Frito-Lay China,Position,Band,Perf. Rating,Incumbent Name,Date In Position,Potential Moves,Risk (L/M/H),Ready Now,Ready 1-2 Years,Ready 2-3 Years,A Pipeline/Bench Analysis Chart must be completed . Complete sections on “Potential Moves” and “Timing” when appropriate

18、. Only people currently located in your Business Unit should appear on your Pipeline/Bench Plan. Make sure you list projected new positions that would report to the GM. All Business Unit Pipeline/Bench Plans will be rolled up at the Region level.,REQUIRED,Example,PURPOSE:,PREPARATION:,Identify possi

19、ble position gaps and potential backfill.,Potential Backfills,Ope./ Planning Dir. HR Dir. R&D Dir.,Band I Band I Level 11,XXXX YYYY ZZZZZ,7/97 1/96 4/00,AT AT AT,L M H,R.Huang,Staffing/Bench Analysis,Region Asia,L. Huang,Sun,FRITO-LAY DEVELOPMENT FORUM,Leadership imperatives/managerial competencies

20、- assessment/development processes - flow & linkage,PepsiCo Leadership Imperatives & Managerial Competencies,Assessment Process,Development Feedback &Coaching Process,TAKING OTHERS WITH YOU Builds capable teams Aligns and motivates teams,DOING IT THE RIGHT WAY Creates a positive work environment Act

21、s with integrity,FUNCTIONAL EXPERTISE Technical Mastery Continuous Improvement Cross Function Decision Making,Specially designed tools and activities which demonstrate and measure leadership imperatives and managerial competencies in action,Specific feedback on strengths and ways toleverage them Spe

22、cific feedback on development needs Individuals developmentPlan Coaching by trained faculty,Role play Exercises Games Instruments Structured Interviews Group discussions by Trained Assessors,Performance Appraisal 360 feedback,Profiles Development Plans,Frito-LayDev.Forum,Draft 1 Ready,Review, feedba

23、ck and finalization,Pilot,Jan - Feb 2002,Mar 2002,April 2002,Project Cost,US$20,000,19,May 2002,Rollout,SETTING THE AGENDA Manages key Business drivers Develops winning Plans Takes initiative,Objective:To prepare current Managers for higher levels of Management through structured processes run by Le

24、aders and Experts,MANAGEMENT DEVELOPMENT CORE CURRICULUM,Understanding of business, strategies & business processes Alignment with organizational issues, plans & policies Managerial skills & concepts Working with people Building organizational culture,Frito Lay (Asia Pacific) Competency Gaps from SW

25、OT,Teach What We Have,Management Development Core Curriculum - A FL mini MBA,1. Setting the Agenda,3. Doing it the Right Way,4. Functional Excellence,2. Taking Others with You,1. Business of Business Business Strategy Competitive positioning Business Planning & Review Financial Management & Ratio An

26、alysis Understanding Balance Sheets Sales Orientation & Case Study Market Orientation & Case Study Overview to Operations , Finance and HR,2. Working with People Leadership Teams Conflict Management Coaching & Feedback Motivation Communication Interpersonal Skills,3. Values & Culture Facilitating Ch

27、ange Culture Building People systems & processes Management of performance On-boarding new hires,4. Business of Management Planning, Organizing & Delegating Co-ordination & Time management Presentation skills Negotiation skills,“ORGANIZATION EFFECTIVENESS FRAMEWORK”,VISION,ORGANIZATION & PEOPLE,BUSINESS PROCESSES & SYSTEMS,FR