coaching & leadership development: mirella perez
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Presentation by Mirella Perez during the 8th editon of Vlerick HR-day 2011.TRANSCRIPT
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Self-awareness and Development toolat ArcelorMittal
08th June 2011
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What we do
Underpinning all our operations is a philosophy to produce Safe Sustainable Steel
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Where we operate
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An integrated leader of the metals and mining sector
3%
10%
19%
8%
16%
44%
EU27
Other European countries
North America
South America
Asia
Africa
61.0 78.0
5.6 8.5
(1.5) 3.6
69.6 85.0
71.6 90.6
2009 2010*
Net income/ (US$ billion)
Sales (US$ billion)
EBITDA(US$ billion)
Shipments(million tonnes)
Operating income/ /(loss) (US$ billion)
Steel production (million tonnes)
0.2 2.9
*Successful spin–off of stainless steel business (Aperam) following sharehoders approval on January 25, 2011. Accordingly stainless steel results have been shown as discontinued operations and all periods reported (results and operational KPI’s) havebeen recast
262,000 employees in more than 60 countries
Geographical allocation of employees in 2010
ArcelorMittal 2010 key figures
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• Automotive– Worldwide no.1 supplier for automotive steels with a leading market share of 19%. – Worldwide industrial presence via about 40 coating lines in Europe, North America, South
America and Africa.
• Construction– The largest market for steel: a 620 million tonnes steel consumption market comprised of
diversified products.– Emerging markets represent more than 50% of the square meters constructed each year
globally.– World leader with over 29 million tonnes of products delivered in 2010 to the building and
construction industries.
• Packaging– New packaging concepts constantly designed to achieve differentiation by steel solution
(bottle can, easy open end...).– Complementary industrial network in Europe with production plants and service centres near
customers' can making facilities.
The leader in automotive steels
ArcelorMittal main markets
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Consumer benefits of steel
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Our brand strategy defines what we stand for and how we are different from our competitors; as such, it underpins everything we say and do. Our logo is the symbol of our brand strategy.
Brand vision: transforming tomorrowWe are committed to setting globally recognised standards and managing our growth and profits with the needs of future generations in mind
Brand attitude: boldness
ArcelorMittal brand values
SustainabilityWe are guiding the evolution of steel to secure the best future for the industry and for generations to come.Our commitment to the world around us extends beyond the bottom line, to include the people in whom we invest and the communities we support. This long-term approach is central to our business philosophy.
QualityWe look beyond today to envision the steel of tomorrow.Because quality outcomes depend on quality people, we seek to attract and nurture the best people to deliver superior solutions to our customers.
LeadershipWe are visionary thinkers, creating opportunities every day. This entrepreneurial spirit brought us to the forefront of the steel industry. We are moving beyond what the world expects of steel.
transforming tomorrow: our philosophy, our values
ArcelorMittal brand strategy
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The Group Management Board (GMB)• Lakshmi N. Mittal Chairman and CEO, Responsible for Shared Services (including
Legal, IT, Purchasing, Shipping and Energy), Human Resources, International Affairs, Marketing and Commercial Coordination, Internal Assurance, Health and Safety, Mining
• Aditya Mittal CFO, Responsible for Flat Carbon Europe, Investor Relations and Communications
• Michel Wurth Responsible for Long Carbon worldwide
• Gonzalo Urquijo Responsible for AACIS, Distribution Solutions, Tubular Products, Corporate Responsibility and also Chairman of the Investments Allocation Committee (IAC)
• Louis Schorsch Responsible for Flat Carbon Americas, Strategy, CTO, Research & Development and member of IAC
• Sudhir Maheshwari Responsible for M&A, Corporate Finance, Risk Management, China and India
• Davinder Chugh Responsible for Shared Services
• Peter Kukielski Responsible for Mining
Appointed by the Board of Directors, the GMB is responsible for strategic direction
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Self-Awareness and Development tool
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Performance
Management
Talent
Identification
Development
Planning
Succession
Management
Leadership Development
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• The 5 key ArcelorMittal Group competencies are:
– CHANGE MANAGEMENT– DECISION MAKING– RESULTS ORIENTATION – STRATEGIC THINKING – TEAMWORK
• The 3 competencies used to help build performance of the new organization are:
– STAKEHOLDER ORIENTATION– EFFECTIVE COMMUNICATION – LEARNING & DEVELOPMENT
ArcelorMittal Competency Framework
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On going communication
Individual ExpectationsVision and Brand values of the Company
Performance Management at ArcelorMittal
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Self-Awareness and Development tool
• Increase self-awareness through self-rating and feedback from manager, direct reports and peers.
• Obtain insights into the internal drivers and work styles of employees.
• Understand and analyse the strengths and development areas for employees.
• Provide individual feedback and opportunity for personal developmentplanning
Process aligned with ArcelorMittal Values & Competencies
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• Personality: Perception And Preference Inventory (PAPI)
– Measures: Self perception, motivation, internal drivers
• Leadership Style: Multi-Rater Assessment (MRA)– Measures: Behavior – the way individuals present themselves
Data protection agreement signed between ArcelorMittal and Works Council
Tool profile – 2 Pillars
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• Individual assessment and appraisal
• Identifying leadership competency gaps
• Recognizing training & development needs
• Team Development
• Coaching
MRA supports
Share Survey
LearnImprove
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180 degree
360 degree
MRA assessments options
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• Supports building a culture of evaluation, learning and performance
• Strengthen company values
• Supports a desired leadership style
• Facilitates and increase effectiveness
of feedback
• Standardises priorities, competencies and
qualities on which employees focus development
• Allows for identification of group
development priorities
MRA benefits for the Business
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• Objective Multi-source feedback
• Employee understanding of their own
performance and behaviour from the eyes of others
• Increased understanding of employee in regards
their impact on their environment
• Focused personal development planning
MRA benefits for the employee
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Assessments per language
3%
93%
1%1% 2%
English French German Spanish Dutch, Portuguese, Polish and Romanian
Self-Awareness and Development tool
Tool launched in Nov/08
Participants per year
7090
476
245
2008 2009 2010 Q1/2011
Accumulated No. of:Participants = 881Reviewers = 7742
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Individual feedback session
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• Response statistics
• Summary statistics
– Gap analysis
– Competency rankings
– Highest and lowest behaviours
• Detailed behavioural rating statistics
– Competency ratings
– Individual behavioural indicator ratings
• Free text comments
Exploring the feedback report
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Competency assessment kicks off processIdentify development needs for• Current job • Performance objectives for 2011• Future career path
Technical skillsFunctional expertise…linked to Career aspirations
Development objectives shouldalso to be
SMART
Development objectives
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Thank you!