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Business Partnering through the entrenchment of a Leadership Brand
Human Resource’s Value Proposition
FUNCTIONALEXCELLENCE
KNOWLEDGEOF THE
BUSINESS
PERSONALMASTERY
SABMILLERSABMILLERThe company has interests in more than 40 countries on four continents, and operates more than 120 breweries, producing almost
100 brands
From our origins in South Africa,SABMiller has grown to becomeone of the world’s leading brewers and one of the largest Coca-Cola and soft drinks producers.
Quick Facts
• SAB’s expansion has been led by our human capital proposition.
• The human capital proposition provides us with the capability and capacity to then build great routes to market, great brands and great companies in all the markets in which we compete internationally.
Our human capital proposition
Most companies get the basics right …
… so what are our key
differentiators?
Performance Management
Strategic People
Resourcing
Diversity Management
People Development
GlobalisationCulture and
People
Finally …
The “SOUL”
Stuff
At SAB our focus is on building human capital in all we do… a key way we are
doing this is by building a leadership brand
What is a leadership brand? *
• Leadership brand lies at the heart of an organisation’s
identity.
• Leaders exhibit distinct leadership practices
• Leaders need to both possess attributes and deliver
results.
• Branded leadership is more complex as requires
thought and commitment
• Effective leadership = attributes x results
• Leadership Brand is not about cloning leaders but
rather describing an aspirant state
* Dave Ulrich and Norm Smallwood write about the Leadership Brand and Leadership Vital Signs, 2003
To build a leadership brand you need to…
• Have a clear strategySuch as the SAB Ltd 5 year strategy
• Ensure that the strategy leads to a shared mindsetWe know that we may have to behave differently todeliver on the strategy
• Articulate desired attributes. – Attributes should be tied to the future – Attributes should be linked to strategic goals– Attributes should be focused on behaviours not ideals
These attributes will increase the likelihood of meetingthe strategy
• Define desired resultsThe desired business results are clear
• Link results and attributes into a leadership brand statement
We need to articulate what results we expect and how we expect people to behave to get us there
The Principles of the SAB Leadership Brand
• The leadership brand is applicable to all employees in the
business and not the sole domain of the top leadership
• The leadership brand reinforces the SAB Ltd Corporate
Brand – leadership by example
• The leadership brand supports the Plc Vision, Mission and
Values and drives it into the business
• The leadership brand provides the framework for all
leadership and learning interventions in the business
• The leadership brand is married to IMP as the way we
manage people – they are reinforcing of each other
A Leadership brand that reflects the key takeouts
1. From Heroic Management
2. From Functional Silos
3. From Micro-management &
command and control
4. Current values “not lived”
5. Rejecting change
6. Risk averse
7. Pure action orientation
8. Focus on technical
competence
9. From cost based
management
10. From inwardly focused
11. From work hard only
1. Engaging Leadership
2. Collaborative and team work
3. Coaching & reflective leader
4. Need a value-based decision making culture
5. Leading change
6. Calculated risk taking and entrepreneurial
7. Action, strategic thinking and reflection
8. Focus on self mastery and awareness of others and self
9. Cost and quality based leadership
10. Consumer oriented and a global mindset
11. To fun and friendship
The Leadership Brand
Engaging leadership
Thought leadership
Change leadership
Performance Leadership
Strategic Leadership
Inspirational leadership
The Leadership Brand
Vision, Mission, Values
New Management Practices
New Self-Management Practices
12 PBS Questions 360 Degree Feedback Form
Inspirational Leadership
Our reputation is indivisible
Lives the values
Continuously strives to develop
• Does this person contribute to our corporate brand, in his/her actions both in the workplace and outside the workplace?
• Does the person portray a positive outlook?
• Is passion embodied in all that he/she does but without ever compromising?
• Drives performance in his/ her team • Performs consistently well and meets his/her goals• Inspires those around him/ her to perform better than
expected• Is honest about performance• Continuously and actively works at improving his/her
management practices and style based on feedback
Engaging Leadership
Our people are our enduring advantage
Builds positive relationships
Develops positive relationships
• Is this person able to collaborate and form working partnerships with others (internal and external)?
• Does this person focus on continuous communication, making people feel connected and valued?
• Does s/he actively grow & develop people?
• Does s/he effectively manage a diverse group of people?
• Lives the values• Inspires those around them in all they do and in all aspects of
their work• Defends and enhances the reputation of SAB in everything
he/she says and everything he/she does• Believes in consequences for unethical behaviour• Is energizing to be around
Performance Leadership
•Accountability is clear and personal
•We work and win in teams
Drives performance in all aspects of the business
Takes accountability for performance and creativity
• Does s/he drive and manage performance effectively (good/and poor performers)?
• Demonstrates a strong vision for the future• Understands the outside environment/context and how it
applies to his/her job • Anticipates problems and effectively plans solutions• Considers internal and external factors when making business
decisions• Demonstrates clarity over the priority goals of the business.
Strategic Leadership
n/a Creates hope for the future
Acts as if the world is one of possibility and abundance
• Is this person intuitive about what might happen next, and is able to move easily from how things are now, to ideas of how they could be different in future?
• Builds positive relationships that take the business forward• Values and respects differences in people• Empowers others by building competence, confidence and
trust• Focuses on continuous communication, making people feel
connected and valued• Is tough about results, but never at the expense of human
dignity
Change Leadership
n/a Makes change feel like progress
Copes with and recovers well from setbacks
• Is this person energising, making change feel like progress?
• Makes change feel like progress • Manages all aspects of change, creating a positive
environment• Committed to change and improvement – does things to make
it happen• Communicates well and gives people a clear sense of
direction • Persuades people and wins them round to his/her way of
thinking
Thought Leadership
We understand and respect our customers and consumers
Drives initiative, quality and creativity
Practices initiative
• Compared to other people in the same function, does this person “lead” in terms of understanding and expertise?
• Is this person effective across a broad spectrum of work?
• Drives initiative, quality and creativity• Displays outside in thinking• Stays on top of developments in his/her field• Seeks and responds to new ideas and feedback• Has functional/technical expertise, which s/he effectively
passes on to others
HR Business Partnering
• HR’s widening agenda
• Our burning platform
• Strategic overview
• Business Partnering model
– Role profiling
– Social Systems – Matrix Management
• Business Partnering and the Leadership Brand
• Measurement and making it stick
Strategic adviser
(Future visioning: extrapolation)
True business partner
(Blue sky)
Solutions provider
(Implementing HR solutions)
Challenge / support
(Hold up the mirror)
Known Not Known
Current
Future
(YSA; PWC)
HR’s Role: Widening the Agenda
Fire fighting Expert Helper Collaborator Partnering Leading
• Fire fighting: Solve crises• Expert: Advocate solutions, offer technical expertise, train or educate• Helper: Diagnose problems, find facts, provide solutions for symptoms• Collaborator: Joint problem solve, identify alternatives, generate ideas with client• Partnering: Deal with problems at outset, work on business issues not necessarily
directly related to HR, deal with strategic issues before they happen, ask important questions and pose suggestions, using process expertise to compliment client’s expertise
• Leading: Partner client while raising their self-awareness, challenge the client on business and personal issues, taking risks, coaching, giving and receiving feedback, promoting learnings in the business
The relationship continuum
HR’s Burning Platform
• To align HR with SAB’s growth and functionalisation initiatives
• To partner line more proactively to enhance company
performance
• To consolidate transactional HR and to develop
transformational HR
• To make HR roles more aspirational and the jobs more
enriching
• To revisit HR nine years after Functional Integration Process
• To align with the SAP HR upgrade
• To declutter, delayer and empower
• To improve the Central Office-regional interface
• To address line management feedback on HR’s efficacy
• To align with international best practice
• To define a minimum standard set of HR deliverables and
processes to which all business units must adhere
STRATEGIC INTENTProvide pro-active support to business unit initiatives through strategic alignment with initiatives and tailored responsesPlay a pre-emptive role in forecasting future people
trends and needs, to guide the business’ people
needs with minimum disruption
If HR is to be a true business partner then it needs to ensure that the HR practices, processes and outputs meet line’s needs and international best practice
SAB Ltd’s success is its ability to attract, retain and develop high calibre people who ensure that all strategic and operational goals are delivered. HR must ensure SAB’s human capital competitiveness.
HR’s must play a role in optimizing growth by providing a framework and toolbox for creating and sustaining a performance driven culture
Strategic Overview
– HR will:
• Act with integrity
– HR will not tolerate discrimination, or nepotism. People are SAB’s biggest asset –
HR will foster their dignity, respect their diversity and ensure fair treatment.
• Maintain professional independence
– HR will be completely responsive to Line’s needs, yet act with professional
independence and integrity
– HR practitioner’s conduct will reflect the highest standards of a business
professional. HR will not allow corruption of HR data to shape a business decision
and will endeavour to apply “best in class” HR tools to business decisions at all
times.
– HR will proactively seek out organizational problems and partner line in devising
and implementing solutions
• Ensure that all people decisions are made in SAB’s long term
interests
– HR will not sacrifice the long-term for short term expedience. HR is part of the
business and will strive to meet business needs, while maximizing people
potential and development. HR will confront the rest of the business whenever
encountering inappropriate or unfair decisions or behaviour
HR’s Value Proposition“Line in the Sand” Philosophy
Building HR Business Partnering Capacity
FUNCTIONALEXCELLENCE
KNOWLEDGEOF THE
BUSINESS
PERSONAL MASTERY
• HR competencies defined and entrenched through HRD
• OD methodologies / tools
• SPR process and practices
• Self awareness
• Awareness of others
• Closeness to customers
• Consulting skills
• Culture of robust engagement
• Diagnostician• Pragmatism• Intuitive analysis• VALUE ADD• INDEPENDENT
PARTNER: PROFESSIONAL IN-HOUSE CONSULTANT
31
2• Full participating member of
Line management team• Align HR to functional
strategic intents• Commercial Competence• ‘Time in trade’ philosophy
Role profiles developed
Role profiles drawn up for
• Regional HR
•HRC
•HRS
•TS
•HR Co-ordinator
• CO HR
•OD
•SPR
•HR Director
•HRDE
•HR Services
• Line Management
•Generic line role
Tasks
1. Core purpose
2. Key stakeholders
or constituencies
3. Value add
4. Key success criteria
Competency guides updated
Revised What changed
HRC - OD role emphasized- Business knowledge enhanced
HRS - OD role emphasized- Business knowledge enhanced
TS, TC, CO roles - OD role emphasized- Business strategy implementation enhanced
HR Coordinator - Admin support for key HR roles emphasized
HR Social Systems: Moving to Matrix Management
OD ER HRD HR Services
RegionalHR
Sales & Distribution
• OD Consultant: MS&D – S&D OC
•IR Consultant: MS&D
• Sales T&D Consultant
• Distribution T&D Consultant
• Marketing T&D Consultant
• SPR• Compensati
on(Ad hoc)
• 5 HRC’s
Manufacturing
• OD Consultant: Manufacturing - MOC
•IR Consultant: Manufacturing
• Technical T&D Manager
• SPR• Compensati
on(Ad hoc)
• 5 HRC’s • SAM
HRC
CO • OD Consultant:CO – MEC; FEC
•ER Manager • HR T&D Consultant
• T&D Consultant
• Finance T&D Consultant
• SPR• Compensati
on(Ad hoc)
• HR Services Manager
• HRS’s
Business Partnering
Functio
nal E
xce
llence
/ Inte
grity
FUNCTIONALEXCELLENCE
KNOWLEDGEOF THE
BUSINESS
PERSONAL MASTERY
• HR competencies defined and entrenched through HRD
• OD methodologies / tools defined
• SPR process and practices mapped out
• Self awareness
• Awareness of others
• Closeness to customers
• Consulting skills
• Culture of robust engagement
• Diagnostician• Pragmatism• Intuitive analysis• Value add• Irreverence • INDEPENDENT
PARTNER : PROFESSIONAL IN-HOUSE CONSULTANT
31
2• Full participating member of Line
management team• Align HR to functional strategic
intents• Commercial Competence• ‘Time in trade’ philosophy
Building HR Business Partnering Capacity
Business Partnering and the Leadership Brand
PERSONAL MASTERY
FUNCTIONALEXCELLENCE
KNOWLEDGEOF THE
BUSINESS
Intrapersonal
Interpersonal
Organisational
Knowledge about self
Project 6 Pack
Feedback & team functioning
Leadership Brand & Organisational Culture
Marc Feitelburg – Knowledge of Self (Insights methodology)
• Marc Feitelburg – Feedback
• EIQ (Executive Impact Questionnaires)
• Change Agent in the business
• Business Partner
• YSA Resolves
=>Development of the SAB Leadership Brand
Business Leadership:
DevelopmentDevelopment
ChartersChartersIndividualreceives
EIQforms (7)
Distributeto ICI(6)
Each respondent
(ICI member)completes
EIQ(6)
Individualcompletes
EIQ(1)
Responsesare
analysed and collated
Individual1:1 feed-
backsessions
• Identify and discuss: trends and themes in terms of strengths and opportunities for improvement – and define action steps to address these
• Feed points of discussion back to leader at the second meeting
• Incorporate LifePi patterns
• Agree with direct superior/mentor which critical opportunities and action steps will be included in development plan for coming year
• Review every 4 months to track learning process
Measuring the Gaps: EIQ process
The Process is as follows:
Returnsa to YSA (Pty) Ltd
a In a closed envelope marked “confidential”.
1
2
Confidentiality is a key to the success of the process.
Strategic Leadership
Performance Leadership
Mentoring
Self Mastery
IMP
Inspirational Leadership
Engaging Leadership Foundation
1. Leadership Essentials
2. Resilience for Line Managers
Change Leadership
Engaging Leadership Intermediate modules1. Leadership styles
Adaptive LeadershipInfluential Leadership
2. Managing Change
Thought Leadership
Engaging Leadership Advanced Modules1. Talent Management 2. Strategic Planning for Leaders3. Consumer insights for Thought Leaders 4. Business Simulation
Performance Leadership
Strategic Leadership
Thought Leadership
Thought Leadership
Thought Leadership
Thought Leadership
Inspirational LeadershipNominated Modules1. MDP 2. ACXIS (Action Learning)3. NEXUS 4. Insead Consortium Programme5. EDP6. Coaching for Leaders7. Complexity Management8. Mentoring programme (for mentees and mentors)
Leadership Learning Pathway
Inspirational Leadership
Performance Leadership
Mentoring
Self Mastery
IMP
Inspirational Leadership
Engaging Leadership Foundation
1. Leadership Essentials
2. Resilience for Line Managers
Engaging Leadership Intermediate modules1. Leadership styles
Adaptive LeadershipInfluential Leadership
Engaging Leadership Advanced Modules1. Talent Management
Strategic Leadership
Inspirational LeadershipNominated Modules1. MDP 2. ACXIS (Action Learning)3. NEXUS 4. Coaching for Leaders5. Mentoring programme (for mentees and mentors)
HR Leadership learning Pathway
For example: to build an environment where HR employees are able to communicate freely and openly; have the freedom and flexibility to act &
where all contributions are recognised, HR line managers need to be exposed to the following interventions
Positively empowers employees
Builds positive relationships
Demonstrates respect for diverse views
Delivers optimum performance through people
Enjoys seeing people learning & growing
Shares talent for overall good of the business
Works collaboratively
Motivates, guides and coaches others
Engaging Leaders…
How to maximize team performance
How to maximize team performance
YSA Consulting skills
Develop Leadership & consulting skills
Develop Leadership & consulting skills
OPEN
DEVELOP
AGREECLARIFY
CLOSE
ESTEEMEMPATHY
INVOLVEMENTSHARE
SUPPORT
Leadership Essentials
Building positive relationships & Coaching
skills
Building positive relationships & Coaching
skills
Coaching for Leaders
Managing difficult conversations & systems
thinking
Managing difficult conversations & systems
thinking
Personal Resilience
Personal MasteryPersonal Mastery
Mentoring key people to ensure ongoing
talent management
Mentoring key people to ensure ongoing
talent management
HR Positions
Competency guide
1. Assessment guide
2. IMP
Measurement Process“Joining the dots”
FUNCTIONALEXCELLENCE
KNOWLEDGEOF THE
BUSINESS
PERSONAL MASTERY
EIQ Review to facilitate
learning process F
O6
HR
RE
VIE
W
ongoing
FO6
HRC presentation of Resolve
1. Resolve• My personal stake
in the ground• Why this project
excites me; is meaningful
• Personal non-negotiables
2. Business Imperative
Para
mete
rs
Rest
rict
ions
Time-lines
3. My instruction / request / challenge to
youSpecific to each region
HRC “Stake in the Ground” shall provide:
• Parameters
• Restrictions
• Direction
• Contextual meaning…
… to the HR team’s “Stake/s in the Ground”
Contract with GM
Businessnon-negotiables
In Closing……
• Key success factors– Mature individuals, systems and processes that are open to
renewal and constant improvement
– Entrenched functional excellence key to delivery
– Ongoing reinforcement through OD processes
– Visible behaviour change and reinforcement of results through
PBS process
– Fully integrated business approach to bottom line deliverables
– Clear accountabilities to desired behaviours reinforced through
company values
– Critical and irreverent view of organisational culture – align to
desired attributes and results
– Got to have fun doing it………