growing leaders to grow the company cathy pickard
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Growing Leaders to Grow the Company
Growing Leaders to Grow the Company
Cathy Pickard
Expectations of People LeadersExpectations of People Leaders
Purpose of Leader DevelopmentPurpose of Leader Development
Learning ObjectivesLearning Objectives
1. How an integrated approach to leadership development ensures a pipeline of leaders at every leadership level
2. How providing multiple leadership development methods can help accelerate the development of leaders in organizations
3. How simple, low to no-cost programs can have dramatic effects on how you identify and develop leaders regardless of the size of the organization
AgendaAgenda
1. Who is
2. Overview of our integrated approach to Leadership Development
3. Our Tools & Stories
4. Q&A
Who Is Monsanto?Who Is Monsanto?
The world leader in agriculture biotechnology. We apply innovation and technology to help farmers
around the world produce more while conserving more.
NYSE Symbol: MONwww.monsanto.ca or www.monsanto.com
Genuity™branded TRAITS
DEKALB® branded SEEDS
Roundup® branded
CHEMISTRIES
Who Is Monsanto?Who Is Monsanto?
Monsanto Dynamics & ChallengesMonsanto Dynamics & Challenges
Biotechnology Agriculture
Global nature of business, matrix structure
Development of High Potentials & Future Leaders
Diversity Sales and R&D focus
Shareholder Expectations Great Place to Work
Recruitment 13% - 17% Earnings growth targets
The Monsanto PledgeThe Monsanto Pledge
Integrity is the foundation for all that we do. We will demonstrate this value through our commitments to:
Dialogue
Transparency
Sharing
Benefits
Respect
Taking Ownership
Creating a Great Workplace
Monsanto CompetenciesMonsanto Competencies
The Keys to Success
Relationships & Networks
Courage and Candor
Agility
Initiative & Foresight
Results Orientation
Monsanto’s ProgramsMonsanto’s ProgramsPeo
ple
Rev
iew
& S
ucce
ssio
n Pla
nnin
g
Dev
elop
men
t, Per
form
ance
, Rew
ards
Development, Performance, Rewards (DPR)
Development, Performance, Rewards (DPR)
Development, Performance, Rewards (DPR)Development, Performance, Rewards (DPR)
Goals
Ensures the manager and employee agree on what is expected of them
Align individual, team and company-wide objectives
Create a culture of continuous development and increasing contribution
Establish link between development, performance and rewards
Identification of High Potentials
Development, Performance, Rewards (DPR)Development, Performance, Rewards (DPR)
“We have to be clear about what people management is not:
It’s not extracurricular or something you do when important stuff is done. It is the important stuff, and it’s not just the responsibility of HR”
Hugh Grant, Monsanto President & CEOHR Executive Magazine, “CEO’s Get It” March 2007
Development, Performance, Rewards (DPR)Development, Performance, Rewards (DPR)
Key to success is dialogue with your manager throughout the year
50% Business Goals
25%
Developm
ent
Goals
25%
Peop
le M
anag
er
Met
rics
Development, Performance, Rewards (DPR)Development, Performance, Rewards (DPR)
BenefitsEnsures managers are developing and engaging employees
Early identification of High potentials / Accelerators
Business results
Development and retention tool
Simple concept that can be achieved through paper or electronic systems
People Review &Succession Planning (PRSP)
People Review &Succession Planning (PRSP)
People Review & Succession Planning (PRSP)People Review & Succession Planning (PRSP)
Goals of People Review
Ready to fill key leadership roles with strong candidates at all times
Identify and leverage talent across the company
Develop people for roles where their contribution is maximized
Identify ‘accelerator’ employees – those with high potential for senior level positions in the company (6-10 years)
People Review & Succession Planning (PRSP)People Review & Succession Planning (PRSP)
Succession Planning
Identification of critical positions and job groups
Assessment of the types and availability of talent needed
Creation of succession plans identifying succession strengths and gaps
Identification of key individuals through assessment of potential
Assessment of employee qualifications, strengths, goals and developmental needs
Creation of development plans
People
People Review
Positions
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
People Review Process
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
Assessment of PERFORMANCE and POTENTIALPerformance - Review performance over time
PotentialAbility - Growth Factors
Characteristics demonstrated to predict success in future rolesPredict capacity to learn new skills and apply them effectively
Willingness
ReadinessHay Group®
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
Name Ince
nti
ve L
evel
Title Pers
on
nel
#
Education Lan
guag
esStrengths
Development Areas Career Goals
Potential Next Roles
Immediate Developm
ent Actions D
esir
e Cr
oss
-FN
D
esir
e In
tern
atio
nal
W
illin
g to
Rel
oca
te?
Stephan Example
Analyst
1234
BS, Computer Science
Spanish English
Results Oriented; strong network and committed to building relationships inside & outside the function. Strong technical/analytical skills & good motivator for peers.
Could work on Agility / Initiative and Foresight. Currently working on development plan to address these issues in the longer term and both are goals in current year DPR.
Wants to manage statistics & analytics group in the short-term. Longer term, has expressed interest in a role in the Commercial group.
Team Lead, Analytics
Lead a project in the analytics group and demonstrate the ability to influence / get work done through others; Take PLLS 1
Y Y Y
Employee’s Worksheet
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
Busi
ness
Pe
rfor
man
ce (2
-3 y
r tr
end)
Rela
tion
ship
s &
N
etw
orks
Cour
age
& C
ando
r
Agi
lity
Initi
ative
& F
ores
ight
Resu
lts
Ori
enta
tion
Perf
orm
ance
Not
es
Perf
orm
ance
rati
ng
Eage
rnes
s to
Lea
rn
Brea
dth
of
Pers
pecti
ve
Und
erst
andi
ng
Oth
ers
Pers
onal
Mat
urit
y
Will
ingn
ess
Read
ines
s
Potential Notes Pote
ntial
rati
ng
Risk
of D
epar
ture
Impa
ct o
f Dep
artu
re
Perf
-Pot
Box
#
VS St M St MSu
Business performance was Very Strong in 2008 but Strong in 2009; Some development needed on Courage & Candor and Initiative
M H H M H H H
Red flags: (black & white thinker; strong results orientation leads to task focus at the expense of relationships); willing to take on responsibility, move geographically. Is ready to take on 2 increases in responsibility within 6-7 yrs
H M L 8
Performance & Competencies Growth Factors, Willingness & Readiness
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
POTENTIAL
LOW MEDIUM HIGH
PERFORMANCE CURRENT RATING: Busin
ess Goals
& Competencies
HIGH 4 7 9MEDIUM 2 5 8
LOW
1 3 6
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
People Review Process
People Review & Succession Planning (PRSP)People Review & Succession Planning (PRSP)
Succession Planning
Identification of critical positions and job groups
Assessment of the types and availability of talent needed
Creation of succession plans identifying succession strengths and gaps
Identification of key individuals through assessment of potential
Assessment of employee qualifications, strengths, goals and developmental needs
Creation of development plans
People
People Review
Positions
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
Goals of Succession Planning
Identify roles that are critical to the organization
Identify candidates who could fill those roles
Ensure that strong pipelines of candidates are available to meet the company’s evolving needs
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
Succession Planning Process
POTENTIAL
L M H
PERFORMANCE
H 4 7 9
M 2 5 8
L 1 3 6
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
Succession Planning Process
ReadinessWith
Repeats (Names & Titles)
No Repeats (Names
& Titles)
NOW
2 -3 Years
4-6 Years
Accelerators 6 – 10 Years
People Review &Succession PlanningPeople Review &Succession Planning
Create a Succession Strength Index Score for each roleNumber of successors as well as their time to be ready is weighted into the score
Score is between 0 and 12
Score of 8 to 12 indicates strong succession plan
The Index is adjusted to account for individuals who are repeated on succession plans for more than 1 role
Overall evaluation of succession strength for all roles is reviewed
1 2 3 4 5 6 7 8 9 10 11 12
Succession Strength Index Scale
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
# of
Pla
ns/R
oles
Succession Strength
Average = 7.6
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
# of
Pla
ns/R
oles
Succession Strength
Average = 5.28
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
Succession Planning Process
People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)
BenefitsIdentifies future leaders, high potentials and accelerators at all levels
Ensures continuous progression of current leaders
Engages employees and managers in the creation of meaningful development plans to help prepare for the next leadership role
Identifies and leverages talent across the company
Helps us ensure we are ready to fill key roles with strong candidates at all times
Simple process
Simple tools – spreadsheets
Low cost
People Leader Learning Series (PLLS)
People Leader Learning Series (PLLS)
People Leader Learning Series (PLLS)People Leader Learning Series (PLLS)
Goal
A formal training program that covers Monsanto’s expectations of People Leaders
People Leader Learning Series (PLLS)People Leader Learning Series (PLLS)
Benefits
Creates common baseline for people leaders
Focus on critical role of people leader, selecting, setting direction, motivation, development, assessment, diversity and intercultural skills
Networking with other leaders
Developed and delivered internally – uses internal expertise
Global Mentoring Plus ProgramGlobal Mentoring Plus Program
Global Mentoring Plus ProgramGlobal Mentoring Plus Program
GoalA virtual program that focuses on High Potential employees
to accelerate their readiness to take on Regional or Global Leadership roles
Global Mentoring Plus ProgramGlobal Mentoring Plus Program
Components
12 month mentor relationship with senior leader Build global perspective
Develop strategic thinking
Enhance connectivity
Career coaching
Ongoing Web Conference Based Learning EventsExternal speakers on leadership, cross cultural skills, etc.
Sessions with key leaders at Monsanto
Quarterly Guest Speakers – senior global leaders
Global Mentoring Plus ProgramGlobal Mentoring Plus Program
Mentee Selection Mentor SelectionHigh Potential employees who could be on Regional Leadership Teams in 5–10 years
High Performers with a consistent track record of performance
Identify by reviewing boxes 7, 8 & 9 from the Performance – Potential boxes used in People Review & Succession Planning process
Current members of Regional Leadership Team
Track record in successful coaching / mentoring
A natural talent and inclination for developing people
Global Mentoring Plus ProgramGlobal Mentoring Plus Program
Benefits
Global knowledge exchange/exposure
Business & leadership skill focus
Multi-cultural focus
Increased organizational commitment from employee
Development and retention
Supplements formal education opportunities
Simple – web and phone based
Emerging Leaders ProgramEmerging Leaders Program
Emerging Leaders ProgramEmerging Leaders Program
Goal
To onboard and develop experienced high potential future leaders across world areas
2 year program, for experienced hires
MBAs with 5-7 years of post qualification experience employed with reputed multi-national companies in key roles OR
Non MBAs with 8-10 years of experience in commercial Sales, marketing, production management, strategy
Emerging Leaders ProgramEmerging Leaders Program
YEAR 1 – Home Country YEAR 2 – International
Purpose
Core area of business assignmentBalances learning & business deliverablesRounds past experience
Cross cultural experienceLocal mentor
Training
Business updatesBest practices sharingMentoring sessions
Leadership, strategy sessions, business simulations, cross cultural skills, market visits, case analysis, leadership presentations
Review
Annually with manager & LeaderFeedback & assignment to second role
Review & feedback, final role assignmentRecognition & CelebrationPeople Review & Succession Planning
Emerging Leaders ProgramEmerging Leaders Program
Benefits
Attracts experienced candidates
Injects candidates into the leadership pipeline who will be ready in 2 years for senior roles
Cross cultural / global experience
Mentoring relationships
Business & Leadership skill development
Hands on experience
Recruitment, development and retention tool
Long term investment
People Leaders Network (PLN)People Leaders Network (PLN)
People Leaders Network (PLN)People Leaders Network (PLN)
Develop people leadership capabilities
Provide resources and tools to improve people leadership skills
Deliver key information in a timely fashion
Provide a forum for sharing best practices, discussing issues and generating solutions
Improve communication at all levels
Goals
People Leaders Network (PLN)People Leaders Network (PLN)
Newsletters
Training sessions
Net meetings & conference calls
Video Links
SharePoint website
How?
People Leaders Network (PLN)People Leaders Network (PLN)Skip to main content
Connection > People Leaders Network, Canada
Welcome FUNK, WENDY [AG/5125] |
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Manager Toolkit - LOE
People Leaders Network, Canada
Welcome
Welcome to the People Leaders Network!
This site is designed for Monsanto's People Leaders. Presentations, Helpful Tips, Announcements, Training Opportunities and more all in one place.
Use the Online Calendar to track upcoming events and activities.
Share best practices, training feedback and opinions in
Links
Help Me Lead
Manager Toolkit Teamsite
Add new link
People Leaders Network (PLN)People Leaders Network (PLN)
BenefitsFocused on leaders
Timely communication
Helps People Leaders drive employee engagement
Encourage collaboration of leaders across functional areas
Supports leadership development as an on-going process
Low cost, simple
L180 Leadership Survey (L180)L180 Leadership Survey (L180)
L180 Leadership Survey (L180)L180 Leadership Survey (L180)
Goal
A developmental tool designed to give upward feedback to people managers to help
strengthen their effectiveness as leaders
L180 Leadership Survey (L180)L180 Leadership Survey (L180)
L-180 Dimensions
L180 Leadership Survey (L180)L180 Leadership Survey (L180)
L-180 Results
L180 Leadership Survey (L180)L180 Leadership Survey (L180)
Benefits
Compares Self and Respondent ratings to find developmental opportunities
Strengthens quality of feedback between team and People Managers (dialogue, respect, transparency, courage & candor)
Measures success of leadership
Supports continuous improvement
Regional & Global Leadership Exchange (RLE & GLE)
Regional & Global Leadership Exchange (RLE & GLE)
Regional & Global Leadership Exchange (RLE & GLE)Regional & Global Leadership Exchange (RLE & GLE)
Goal
Strengthen the Talent Pipeline for leadership roles
Accelerate the development of a selected group rated High In Potential by Business Leaders
Regional & Global Leadership Exchange (RLE & GLE)Regional & Global Leadership Exchange (RLE & GLE)
Regional Leadership Exchange Components
Part 1 Part 2 Part 3Business Strategy
Leadership Identity & Development
Business Planning
Structure & mission
Leading a team
Strategy Fundamentals
Commercializing & Selling Monsanto Products
Leading Through Relationships
Leading in a Matrix
Leadership Style
Career Plans
Regional & Global Leadership Exchange (RLE & GLE)Regional & Global Leadership Exchange (RLE & GLE)
Part 1 Part 2 Part 3
Business Overviews
Career Development
Self Awareness
External Coach
Leading in a Matrix
Business Strategy
Market Visit & Customer Insights
Self Awareness
Leadership’s Role in Developing an Organization
Strategy Project
Project Presentation
Leading an Organization Through Change
Global Leadership Exchange Components
Regional & Global Leadership Exchange (RLE & GLE)Regional & Global Leadership Exchange (RLE & GLE)
Benefits
Projects provide experience and business value and help employee prepare for their next leadership role
Development and Retention
Future leader pipeline development
Networking and relationship development
Custom ProgramsCustom Programs
Goals
Targets Senior Leaders with many years of experience within Monsanto
Externally focused
Customized to meet individual needs
Outside of the classroom
Custom ProgramsCustom Programs
Other InitiativesOther Initiatives
Monsanto University
Memberships
Tuition Reimbursement (MBAs, PhDs, certifications, etc.)
Conferences, External Training
Other InitiativesOther Initiatives
SummarySummary
Talent Segments & StrategiesTalent Segments & Strategies
TALENT SEGMENT
TALENT STRATEGY
Acquisition Development Retention
Custom Programs
Regional Leadership ExchangeGlobal Mentoring Plus
Emerging Leaders Program
Global Leadership Exchange
L180 Leadership SurveyPeople Leader Learning Series People Leader’s Network
Memberships & TuitionMonsanto University
Dev
elop
men
t, Pe
rfor
man
ce, R
ewar
ds
Peop
le R
evie
w &
Suc
cess
ion
Plan
ning
Global Assignments
Questions & AnswersQuestions & Answers
Cathy PickardHuman Resource Lead, Canada
Monsanto Canada Inc.900 – One Research RoadWinnipeg, MB R3T 6E3
cathy.l.pickard@monsanto.com(204) 985-1009
Thank You
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