abhishreshthaa
Abhijeet S
Valero Energy Corporation (NYSE: VLO) is a Fortune 500 international manufacturer and marketer of transportation fuels, other petrochemical products, and power based in San Antonio, Texas, United States.[1] The company owns and operates 15 refineries throughout the United States, Canada and the Caribbean with a combined throughput capacity of approximately 2.8 million barrels per day, 10 ethanol plants with a combined production capacity of 1.1 billion gallons per year, and a 50-megawatt wind farm. Valero is also one of the US's largest retail operators with approximately 5,800 retail and branded wholesale outlets in the United States, Canada and the Caribbean under the Valero, Diamond Shamrock, Shamrock, Ultramar and Beacon brand
1. Career Management:
Strengthen the CDM process to bring more transparency and commitment to career management and development plans and as far as possible will match the aspiration and capabilities of individuals with the needs of the business with a view to ensure personal fulfillment. Pushing down the involvement of line managers so that careers are managed by them with the advice and tools provided by HR.
CDM feed back to be shared with the individuals without holding any bars .This would bring more authenticity to the process where career moves will take place as far as possible in a planned way.
2. Embed Coaching And Mentoring Culture:
Create an environment where people development is one of the key drivers for success. Develop emotional and professional maturity of managers to enable them to demonstrate inspiring leadership traits. Training inputs on leadership, emotional intelligence and lateral thinking. Top team to act as role model and encourage people below to demonstrate and inculcate coaching culture for coaching. Emphasizing to people that through coaching others will also develop themselves. Incorporate people development in principal accountabilities of each jobholder. Top team gives more focus to the mentoring process of selected managers.
3. Developing Business Managers:
To reduce silo thinking and develop “Business Managers” they create more awareness and appreciation about how various functions contribute to the overall objectives of the company. This will support efforts for enabling people to understand the impact of their role on other functions and overall business.
T&D will provide a platform to get one/two day’s courses organized each year. e.g.
· CORA Appreciation
· Leaf Appreciation
· Language of finance for non-finance managers
· Winning through consumer focus
· HR processes
· Product knowledge
· Management Development Courses etc
1. Cross-functional moves
2. Cross-functional project teams.
4. Re-Engineering the Human Capital (Attitudinal Change):
Focus on individual to inspire them and provide them with tools to pursue personal excellence without getting bogged down through self-imposed limitation in thinking and actions. Supporting people to learn from mistakes in pursuit of business excellence. Encourage people to think differently.
5. Performance Appraisal and Development Activities:
Encourage managers to read “Accelerating Growth” on the intranet to self learn the new process. Drive to transfer the ownership for learning and development to individuals –no spoon-feeding .train managers on “Self Service” .top team to fully subscribe to the philosophy and encourage the managers to use the new tool as a “Business Tool” instead of “HR Tool”.
6. Learning And Knowledge Management:
To nurture an environment where all people are allowed and encouraged to develop themselves and give willingly their very best without fear. Provide the necessary platform to develop and inspire individuals and teams to share rapidly and effectively their knowledge /success and failure to enhance team potential and competence. Develop a system for knowledge management and resource allocation in the form of personnel to facilitate. Learning resource center to cater for the self-learning opportunities e.g., e-based training.
7. Reduce Emphasis On Training Only Approach:
Create an understanding that “Training Only “would not be sufficient to develop people and that other development opportunities should be identified and agreed by the individuals and line managers e.g.,
· On the job development
· Special projects
· Short-term assignments
· Short-term attachments with other functions/sections
· Cross –functional projects / teams etc.
1. Career Management:
Strengthen the CDM process to bring more transparency and commitment to career management and development plans and as far as possible will match the aspiration and capabilities of individuals with the needs of the business with a view to ensure personal fulfillment. Pushing down the involvement of line managers so that careers are managed by them with the advice and tools provided by HR.
CDM feed back to be shared with the individuals without holding any bars .This would bring more authenticity to the process where career moves will take place as far as possible in a planned way.
2. Embed Coaching And Mentoring Culture:
Create an environment where people development is one of the key drivers for success. Develop emotional and professional maturity of managers to enable them to demonstrate inspiring leadership traits. Training inputs on leadership, emotional intelligence and lateral thinking. Top team to act as role model and encourage people below to demonstrate and inculcate coaching culture for coaching. Emphasizing to people that through coaching others will also develop themselves. Incorporate people development in principal accountabilities of each jobholder. Top team gives more focus to the mentoring process of selected managers.
3. Developing Business Managers:
To reduce silo thinking and develop “Business Managers” they create more awareness and appreciation about how various functions contribute to the overall objectives of the company. This will support efforts for enabling people to understand the impact of their role on other functions and overall business.
T&D will provide a platform to get one/two day’s courses organized each year. e.g.
· CORA Appreciation
· Leaf Appreciation
· Language of finance for non-finance managers
· Winning through consumer focus
· HR processes
· Product knowledge
· Management Development Courses etc
1. Cross-functional moves
2. Cross-functional project teams.
4. Re-Engineering the Human Capital (Attitudinal Change):
Focus on individual to inspire them and provide them with tools to pursue personal excellence without getting bogged down through self-imposed limitation in thinking and actions. Supporting people to learn from mistakes in pursuit of business excellence. Encourage people to think differently.
5. Performance Appraisal and Development Activities:
Encourage managers to read “Accelerating Growth” on the intranet to self learn the new process. Drive to transfer the ownership for learning and development to individuals –no spoon-feeding .train managers on “Self Service” .top team to fully subscribe to the philosophy and encourage the managers to use the new tool as a “Business Tool” instead of “HR Tool”.
6. Learning And Knowledge Management:
To nurture an environment where all people are allowed and encouraged to develop themselves and give willingly their very best without fear. Provide the necessary platform to develop and inspire individuals and teams to share rapidly and effectively their knowledge /success and failure to enhance team potential and competence. Develop a system for knowledge management and resource allocation in the form of personnel to facilitate. Learning resource center to cater for the self-learning opportunities e.g., e-based training.
7. Reduce Emphasis On Training Only Approach:
Create an understanding that “Training Only “would not be sufficient to develop people and that other development opportunities should be identified and agreed by the individuals and line managers e.g.,
· On the job development
· Special projects
· Short-term assignments
· Short-term attachments with other functions/sections
· Cross –functional projects / teams etc.
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