Preparing Preparing Global Global

ManagersManagers

Preparing Preparing Global Global

ManagersManagers

U K DIKSHITU K DIKSHITDirector, SCOPE-CFD

U K DIKSHITU K DIKSHITDirector, SCOPE-CFD

Presented at HR Round Table organized by ISPe & UPES, DehradunPresented at HR Round Table organized by ISPe & UPES, Dehradun

LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT

The goals:1. Develop leadership skills. 2. Ensure a pool of capable people to run the

organization. 3. Develop general management skills. 4. Orient managers to corporate strategy and culture. 5. Retain good leaders

LEADERSHIP DEVELOPMENTLEADERSHIP DEVELOPMENT contd…

There are fundamental questions like:

•Have we correctly identified our pool of current and future leaders? Are those with the greatest leadership potential deployed in roles that will grow their skills?  What is the definition of superior leadership performance in this organization?  How will superior leadership be rewarded and reinforced?

AN INTEGRATED PROCESS FOR AN INTEGRATED PROCESS FOR

DEVELOPING LEADERSHIPDEVELOPING LEADERSHIP

STAFFING

ORGANIZING

PERFORMING

LEARNING

REWARDING

AN INTEGRATED PROCESS FOR AN INTEGRATED PROCESS FOR

DEVELOPING LEADERSHIPDEVELOPING LEADERSHIP contd…contd…

Staffing: Recruitment and selection of leaders.

Organizing: Deployment of leaders in various roles, and the type and frequency of rotation. Learning: Assessment and training elements focused on skill enhancement.

Performing: Establishment of goals and the evaluation of performance against them. Rewarding: Various methods by which performance can be recognized.

DEVELOPING GLOBAL LEADERS

Building global competencies in senior executives:

Ability to describe clearly the focus behind globalization of the business;

Ability to recognize and connect global market trends, technological innovation, and business strategy; Ability to frame day-to-day management issues, problems and goals in a global context; and

Ability to create and lead worldwide business teams.

IDENTIFYING HIGH POTENTIAL Best Practice: CARGILL Inc

A rating is assigned which is a Combination of:

Employee’s most recent overall Performance Rating (taken from the Performance Management Process) and,

A more subjective, Growth Potential Rating, assigned to the manager.

IDENTIFYING HIGH POTENTIAL contd…

Best Practice: CARGILL Inc

The Performance Management Ratings are :

E: Exceeds Expectations

M: Meets Expectations and  B: Below Expectations

IDENTIFYING HIGH POTENTIAL contd…

Best Practice: CARGILL Inc

The Growth Potential Ratings are

C: Within five years, employee is capable of two or more assignments with greater scope and responsibility;

B: Within five years, employee is capable of one assignment with greater scope and responsibility.

 A: Has already reached his level of potential. 

TAPPING THE POTENTIALTAPPING THE POTENTIALBest Practice: CARGILL IncBest Practice: CARGILL Inc

Development plans are then developed for each identified high potential.

    An international assignment;

    Working on a task force;     A cross-function, cross-product line or

cross-geographical move;      Launching a new product

Cargill emphasizes the diversity of developmental experience in the belief that potential can then be more effectively tapped.

TTHE PEPSI CO “LEADERS HE PEPSI CO “LEADERS DEVELOP LEADERS”DEVELOP LEADERS”

1. For selection, development and deployment of leaders, fundamental assumption IS that a Leader plays a critical role as a Teacher in the organization.

2. A five-stage development curriculum focusing on a combination of behavioral and functional skills.

3. Developed internally by executive development staff in partnership with University of Michigan.

4. Development program taught and facilitated by PepsiCo’s own senior management. The CEO teaches the highest-level course.

 

Classroom Training : Internal & External

Self-study & Guest Speaker Series

Action Learning & Executive MBA

Executive Coaching & Mentoring

Job Enhancement & Job Rotation

Customer Visits & Supplier Assignments  Team Building & Community Involvement

MIX OF OPTIONS FOR MIX OF OPTIONS FOR DEVELOPMENTDEVELOPMENT

LEADERSHIP TRAINING LEADERSHIP TRAINING

DELIVERYDELIVERY Three traditional methods:

1. In-house developed and delivered 2. Consultant designed and delivered

3. Business School or University-based Each has advantages and disadvantages for learning

Partnership between the In-house Development Team and External Resource Institution

INTERNAL CORPORATE INTERNAL CORPORATE DELIVERYDELIVERY

Ability to customize learning to the unique organizational situation.

Expensive to maintain the resources to deliver and administer.

Internal focus may limit networking and learning from external sources.

CORPORATE UNIVERSITIESCORPORATE UNIVERSITIES

In the USA, among companies that provide Business School or University – based education, approximately one-half have their own Corporate University

Corporate Universities are more job-focused and less theoretical

Corporate Universities are very expensive to establish

Companies with their own Corporate University include:

General Electric Company; Mc Donald’s Corporation; Motorola, Inc.; and The Walt Disney Company.

NEW DRIVERS OF TRAINING IN NEW DRIVERS OF TRAINING IN THE HYDROCARBON SECTOR THE HYDROCARBON SECTOR

contd…contd…

Drivers from External Environment.

Products and Process Challenges.

Marketing and Management Imperatives.

Global trading operations require global skills.

Advent of transnationals to intensify competition in a market determined scenario.

NEW DRIVERS OF TRAINING IN NEW DRIVERS OF TRAINING IN THE HYDROCARBON SECTOR THE HYDROCARBON SECTOR

contd…contd…

Industry’s ongoing technical and management needs are being met by Company Training Centre or Institutes.

 

Leadership Training for global best practices and benchmarks requires greater attention.

NEW DRIVERS OF TRAINING IN NEW DRIVERS OF TRAINING IN

THE HYDROCARBON SECTORTHE HYDROCARBON SECTOR contd…

Address the gap between the Industry and vendors on one hand and the Industry and re- sellers & consumers on the other.

Partnership between Company Training Centres and specialized Education & Training Institutions to serve all the Stakeholders.

Industry research points need to be for short term Specialized Courses and longer duration Post graduate Programs in:

Oil and Gas Management Oil Economics Applied Petroleum Engineering

ALTERNATIVE DELIVERY ALTERNATIVE DELIVERY METHODSMETHODS

Methods of training that balance participation and geographic flexibility are ideal.

Alternative, non-classroom methods of delivery include: Videotape and audiotape;

Business books;  Computer-based training (CBT) via CD-ROM;  Teleconferences;  CBT via Internet;  Virtual reality training; and  Desktop videoconferencing 

HUMAN RESOURCES HUMAN RESOURCES DEVELOPMENTDEVELOPMENTCHALLENGESCHALLENGES

Manpower Planningand Induction Initial Training to

Enhance Skill SetsContinual Skill &Competency Upgrades

Creating & SustainingLearning Org.

Partnership between Company and

External Resource Institution

Partnership between Company and

External Resource Institution