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Leadership at Holcim Talent Development Program Europe

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Group Meeting Chicago, October 2003. Panel Discussion on Leadership with 7 key leaders on podium ... Spring Module I: March 14 to April 3, 2004. Module II: May ... – PowerPoint PPT presentation

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Title: Leadership at Holcim Talent Development Program Europe


1
Leadership at HolcimTalent Development Program
Europe
  • Michaela Rueda
  • April 30, 2004

2
Agenda
  • Leadership at Holcim
  • Talent Development Program Europe

3
Leadership Context
From stand-alone entrepreneur in a Group of
companies
To networked entrepreneur in a Group
  • Independent strategy
  • Growth through acquisitions and mergers
  • Decentralized management
  • Local brands, low profile
  • Diversified business
  • Production centered
  • Profit driven regarding environmental, social and
    technical standards
  • Self sufficient production and sales
  • Self sufficient in support functions
  • Being a member of a large Management team
  • Business units managed independentlyManaging
    large organizations where individual skills and
    performance were not so critical
  • Managing people whos life and career was
    centered on the company
  • Group strategy with local execution
  • Growing profits by managing prices and costs
  • Global standards local management
  • Global brand, high visibility (Internet, media,
    etc)
  • Concentration on core business
  • Customer centered aspiration
  • Heavy government and other stakeholder
    involvement
  • Optimization across borders in regional markets
  • Customers of Shared Service centers
  • Often being alone as a country manager within a
    cluster
  • Integrated and interdependent management teams
  • Managing lean organizations where each
    individuals performance is critical
  • Leading and motivating people of the new
    generation

4
Up until now
Assessment for next position by external
consultants
Relate MD to Business Plan
1
6

MD Process
  • Performance Appraisal
  • Potential Assessment
  • Performance-Potential Grid

ImplementingIDP
2
5

3
4
Succession Planning
Set up of Individual Development Plans (IDP)
5
Up until now
Latent Potentials
Leaders of tomorrow
Potential
Focus group of development measures To be
developed as future leaders
VHP
Can we make them perform better?
Leave?
HP
?
Potential Leavers
Right person in the right place
S
Training to meet job requirements
Perform or leave !
-
Performance

E
6
What has been done so far?
  • Group Meeting Chicago, October 2003
  • Panel Discussion on Leadership with 7 key leaders
    on podium
  • Supervisory Board present and supportive
  • Leadership Survey, January 2004
  • Online survey sent to 106 top managers around the
    world
  • Response rate of 85
  • Feedback given to Management Meeting 04
    Delegates, all survey participants and HR
    managers via mail

7
Results of Leadership Survey
  • GAPS
  • One clear, globally consistent set of
    expectations of leaders
  • Make better use of Strategic Competencies
  • Leadership abilities (a must)
  • Diversity (of leaders)
  • One clear, globally consistent leadership process
  • Should be practical and simple
  • Global ownership/sourcing and development
  • Recognition of people-developers
  • Mandatory Dialogue / IDPs
  • Monitoring of engagement

2 MAIN THEMES CLEAR EXPECTATIONS GLOBAL,
CONSISTENT PROCESS
PROACTIVITY
ACCOUNT-ABILITY
8
What has been done so far?
  • Leadership Workshop, February 2004
  • One day workshop on results of survey and key
    action areas
  • CEO, 2 EXCO, 5 CEOs and 5 HR Managers
    participated
  • Output being used to draft leadership strategy
  • Succession Planning
  • This years planning cycle concentrated more on
    realizable action and development plans, which
    will be monitored throughout the year
  • Revision of centralized management trainings

9
Management Learning Events at Holcim - Framework
10
Next steps
  • Elaborate new leadership profile, which describes
    leaders who are effective in the "new world" of
    Holcim
  • EXCO Workshop, 3Q
  • Finalize leadership strategy, along with its
    impact on related tools and processes
  • Formal adoption and action planning at EXCO
    meeting 4Q
  • Communicate at end of 2004.

11
Agenda
  • Leadership at Holcim
  • Talent Development Program Europe

12
An IMD project was launched to analyze the
current status of one of the identified
development drivers in our Area
Large infrastructure projects remain volume
drivers. However, volumes within the Area will
show only modest growth within the next years
More and more international customers are active
in the region
Availability of Human resources will be a
limiting factor for business development
Environmental legislation is likely to become
tougher (CO2 Tax)
Harmonization in Europe is widely fulfilled,
though nationalism still affects business by
setting rules and legislation
Costs of energy are expected to be high
throughout the region
13
Main outcomes of the IMD project
  • Lack of commitment from Top and Senior Management
    to development
  • Dialogue and Management Development are poorly
    implemented
  • Managers lack time for own development
  • Demand for more transparency and clear career
    paths
  • Continuous feedback and recognition expected from
    managers
  • Based on outcomes some recommendations were made
  • Include development objective in yearly
    objectives of top and senior managers in order to
    increase commitment
  • Regular communication by top and senior
    management of objectives and achievements of the
    company
  • Offer a structured development program to high
    potentials

14
TDP is aligned with Holcims mission and vision
  • Objectives
  • Provide structured learning and development to
    meet daily challenges and prepare for future
    assignments
  • Develop the current and future leaders of our
    region by equipping them with management
    know-how, leadership skills and understanding of
    Holcims strategy and culture
  • Target Group
  • Middle managers and selected senior managers

15
General outline
Functional or other seminar
General MgtProgram
Functional or other seminar
IDP Review
Team event
Kick-off Feb. 15-18, 2004
Closing eventApril 2005
1st year
2nd year
16
Kick-off Seminar (February 15 18, 2004 in
Zurich)
  • Objectives
  • To communicate objectives and design of the
    entire Talent Development Program
  • To introduce Holcims and Europe's strategy as
    well as ongoing initiatives
  • To provide the opportunity to work on the
    analysis of his/her career
  • To set-up an Individual Development Plan which
    will be discussed and agreed with the immediate
    supervisor and local HR after the kick-off
    seminar
  • To get to know other participants and start
    networking

17
Kick-off Seminar (February 15 18, 2004 in
Zurich)
18
Kick-off Seminar (February 15 18, 2004 in
Zurich)
19
Kick-off Seminar (February 15 18, 2004 in
Zurich)
Participants have to finalize their IDPs with
supervisor and local HR and send final version
to Class Sponsor and CHR !
20
General Management Program (Bled, Slovenia)
  • Objective To provide managerial knowledge,
    skills and attitudes as well as leadership
    capacity to take over strategic responsibilities
  • GMP includes project work on a managerial issue
    of strategic importance to own company. Project
    report includes an analysis, practical solution
    and action plan.
  • 5 weeks (2 modules) plus a commitment of 50 hours
    in between modules
  • Spring Module I March 14 to April 3,
    2004 Module II May 31 to June 11,
    2004Autumn Module I October 10 to 30,
    2004 Module II March 14 to 25, 2005
  • Admission requirements
  • High potential managers who will be moving
    towards more general strategic responsibilities
    (min. 2 years mgt. experience)
  • Applications to be submitted the latest 1 month
    before program start
  • Candidates have to pass an interview in English
  • More details see http//www.iedc.si/eng/programs/
    gmp.html

21
Other mandatory events aim at strengthening the
Group feeling
  • Team Event (June 2004)
  • Workshops focusing on change management and
    communication as identified by participants
    during the Kick-off Seminar
  • Realization of team building exercises
  • Closing Event (April 2005)
  • Graduation ceremony

22
Other educational modules should be based on
individual gap analysis
  • Participants will attend up to two additional
    functional or other modules (e.g. Cement
    Manufacturing Course, Marketing, etc) identified
    in their IDP according to individual and business
    needs
  • Objectives are set for each module
  • Participants report back on their learnings after
    each module (i.e. written learning report)
  • Organizational Approach
  • Based on the IDPs local HR identifies the
    educational modules needed. These modules may be
    held centrally in the region for a group of
    participants or participants may join courses of
    business schools or other providers.
  • CHR assists in identifying common development
    needs in the region and organizes joint modules
    when applicable.

23
Learnings from all modules should be transferred
to the job environment (learning on-the-job)
  • At the completion of each agreed educational
    module, participant has to agree with supervisor
    which are the three main elements he/she would
    like to apply out of what was learned in the
    educational module.
  • Organizational approach
  • Supervisors provide challenging assignments and
    on-the-job learning opportunities as identified
    in the IDP supported by the class sponsor.

24
Ongoing feedback is crucial for development
  • Participants will receive feedback from three
    sources
  • Feedback from supervisors and project managers
    via the dialogue process and ongoing coaching
  • Feedback from class sponsor
  • Feedback from educational modules
  • Organizational Approach
  • Local HR provides information and support to
    batch sponsor, mentors and supervisors

25
Overview of roles and responsibilities
Area Management is sponsor and takes final
decision on participants
  • Class Sponsor
  • Monitors the program
  • Serves as sparing partner for setting up IDPs and
    supports implementation
  • Reviews participants progress and feedback
  • Supervisor
  • Signs IDPs off
  • Gives ongoing feedback
  • Provides challenging on-the-job assignments
  • Local HR
  • Supports participants and supervisors
  • Coordinates individually defined educational
    modules
  • CHR
  • Has overall responsibility for design and
    organization of events
  • Identifies common development needs
  • Supports GCs, Sponsor participants

26
Class 2004 Kick-off Event Zurich, February 2004
Emil (RO), Florin (RO), Endre (HU), Laszlo (HU),
Martin (SK), Slobodan (SER), Teodor (HR)
27
Leadership Development is work in progress!
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