Description
The PPT explains about talent management practices in HUL, Philips, ITC.
Talent Management Practices at Philips, HUL, ITC
Hindustan Unilever
Code of Business Principles
Describes the way they treat their people and also the high standards of behaviour and integrity they expect of them Founded on three basic principles
• Formation of trust and respect • Building mutually beneficial relationships • Engaging in responsible management practices
Training and development
Uses '70-20-10' model for developing its workforce
• 70 percent of learning happens on the job • 20 percent through mentoring • 10 percent through training sessions and coursework
Other trainings
• Company Policies • Safety and security • World-class development programmes
“Secondments” offered to learn about diverse areas of the business and gain international exposure “Skills map” is used where employees are benchmarked and trained accordingly
Business Leadership Training programme
Grooms young managers and makes them business leaders
Conducts15-18 month structured programme consisting of
• cross-functional stints • a rural stint • international stint
Senior manager and tutor is assigned to every trainee
Compensation and Benefits
Compensation consists of • Fixed component • Variable component • Equity compensation
Benefits
• • • • • • • • • Medical insurance Career Break Flexi-working Agile Working from remote location Sabbaticals Part-time work Career Breaks Performance based ESOPs Certain benefits extended as a result of collective bargaining agreements • MBA opportunities for capable employees
Employee Engagement
?
?
? ? ? ? ? ?
Good two-way Communication channel with employees Quarterly performance updates from CEO to employees Managers invited to Annual Review in four major metros CEO has informal chat sessions about organisation with managers GPS of all Unilever employees is conducted every 2-3 years Ur Say: An online portal through which employees can give suggestions on any aspect of the organisation FM-Connect: All factories have FM-connect meetings that invites participation from all workmen Hamara: Our in-house magazine provides a platform to employees to connect, bond, inspire and express
Leadership development
Conducted by line managers, HR and employees themselves
In every Management Review meet the Talent review session focuses on • Redefining the talent identification process • Grooming and coaching methods
Managers are provided diverse experiences through
• Challenging roles • Job rotations every 2-3 years
Appraisal
?
?
? ?
Based on performance and KRAs on the job 360 degree profiling Global People Survey results Leadership Differentiation Tool
? A matrix that maps high performing and high potential individuals
Performance
High
Medium
Low
Low
Medium
High
Potential
Appraisal – High Performers
? ?
High performers form a Talent Pool High performers are categorized into
? High Potential (HP) ? Sustained High Performers (SHP)
Talent pool receives differentiated inputs for training and development, career opportunities and compensation ? Senior High Potential managers have access to training at Unilever?s exclusive training centre in London and programs at top B-schools
?
Career planning
Employees aspirations are considered
Appraisal outcome is used to develop career plans
“Capability card” is used to indicate likely development plan
Succession Plan
Each key manager trains his successor
Leadership team tracks
• succession plan compliance • number of positions with „ready now? candidates • number of successors for each position
Philips
Philips: their vision
“To be certain that we are able to attract, recruit and retain the sort of talent that will give our business competitive edge”
“To be sure that our employer experience will enable and motivate our talent to work in a way that is „one Philips? providing maximum satisfaction for both the organisation and the individual”
Philips Touchpoint Wheel
Exit interviews Career development Campus recruitment Internship
Retention
Awareness
Performance review
PostApplication Experience
PreApplication Experience
Career site
Commitment
Management behavior
Consideration
Employer Brand
Company brand
Informing / Involving people
Invitation letter
Engagement
Introduction
Application Experience
Interview Rejection letter Contract handling
Preference
Assessment
Compensation and Benefits
• 80:20 structure • Variable depends on • Company?s Performance • Individual Performance
Compensation
Benefits
• • • •
Life Insurance schemes Mediclaim policy Group Accident Insurance Internal and external programs in association with international B-schools
Grading
Grade 50 – Assistant Managers Grade 40 – Team/Project leads Grade 30 – Trainees
Grade 60 – Senior Managers
Grade 70 Functional Heads
Appraisal Matrix
Post Appraisal
For employees in critical positions • The manager has to prove the reason for that particular rating • Consensus of other team members is required Dealing with poor performers • Put on development plan • Reasons investigated for poor performance • Given Counseling
Post Appraisal – Result Categories
Well placed
• Employee is performing well in current role and can continue in the same role for time
Growth path
• Employee has the potential to move fast
Fast Track • Employee is highly capable of much better and complex roles
Rewards and recognition
Spot awards by colleagues
Quarterly award for excellence
Annual award for exemplary performance
Training
On-line portal available Classroom sessions Based on
• Core curriculum which focuses on • Individual effectiveness • Team effectiveness • Business effectiveness • Professional expertise • Managing a team • Managing managers • Functional curriculum which focuses on • Specific functional areas
Succession plan
KPI of managers to develop their own successor
Managers responsible for nominating a successor and grooming him
Career Planning
Employees can mention their short term and long term goals
They can request for 360 degree feedback to “calibrate” themselves
Calibration helps them to assess their leadership skills based on feedback given by • Peers • Subordinates • Superiors
Talent Pool
? Manager can nominate his subordinate to be a part of „Talent Pool? ? Management Review is done where the capability of employee is checked ? He is be sent to assessment center ? If really capable he is put on „Fast Track? ? His performance is continuously reviewed ? He can be removed from „Talent Pool ? if his performance deteriorates
Leadership programmes
For employees beyond Grade 60
2x2x2 Leadership Approach –
• 2 different businesses • 2 different functions • 2 different regions. Leader confronted with
• • • • •
Variety of situations Work forces Markets Cultures Tasks and structures
Employee engagement
Engagement surveys
• Employees express their ideas • Diverse perspectives are valued • Results are used to change employee related programmes • “Philips Yellow Pages” – Internal network of employees • Process survey tools to analyze process surveys
ITC
Vision and Values
Sustain ITC's position as one of India's most valuable corporations through world class performance, creating growing value for the Indian economy and the Company?s stakeholders
?Trusteeship ?Customer Focus ?Respect For People ?Excellence ?Innovation ?Nation Orientation
Compensation and Benefits
Compensation
• The basic compensation principles are : • Based on individual performance • Based on company performance • Market driven • Fixed pay (90-95%) • Variable pay or sales incentives based on targets
Compensation and Benefits
Benefits
• • • • • •
Accommodation Loans for asset creation Medical assistance for self and family Leave travel assistance Employee Stock Option Scheme Executives are provided company cars and business club membership • Pension Scheme • Holiday home facility • Higher education assistance
Career Planning
Career Plans are set • Based on individual aspirations • Individual performance Career progression initiative - WINGS • Career progression given to all consistent performers • Minimum 2 years experience is needed • Assessment conducted at regional & national level • 6 months of OJT (on the job training) • Continuous performance review conducted
Career Planning
?
Career Path
GM Senior Manager Manager Vice President
Asst Manager
Training and Development
Training strategy developed to implement
• ITC's Mission • Strategic Agenda • The Three Horizon Growth Strategy and Vision 2010 Training provided on • • • • • • • • Functional areas In accordance with responsibility Cross Functional areas Multi –Business areas Policy and procedures Safety and Security Knowledge on systems and procedures On the job
Leadership programmes
Management Development Initiative focuses developing leaders by • • • • Cross-functional and multi-business exposure Developmental assignments Membership of task forces Special assignments
Business Leadership initiatives • Developing leaders to manage diverse portfolios
Employee engagement
Employees use Company Portal/Intranet
Major changes in operations implemented after discussions with employees
Recognised unions participate in key decisions
Business plans are shared with employees
Succession Plan
Identify leadership requirement & the talent available
Extensive Talent Development Each Senior Executive typically identifies 3 possible successors
Primary Criteria: Performance & Ability to adopt
• • • • Ability to think Globally Ability to focus on results Ability to perform tasks and projects with speed Ability to inspire trust in employees
Rewards and Recognition
Match the reward to the person
Match the reward to the achievement
Be timely & specific
Formal as well as Informal recognition Policy
Best Practices in FMCG and Consumer Care sector
Best Practices in Training and Development
? ?
?
?
Continuous review of training needs and feedback (360 degree review) Coaching, mentoring and shadowing etc involved Online training or traditional classroom training Focus skill development and Leadership development
Best practices in Leadership Development
? ? ? ?
Leadership development is top priority and deeply ingrained in culture Promotion from within policy Individual development plans linked to succession planning process Use open job posting system and internal talent marketplaces
Best Practices in Career Planning
Leadership Development and Employee Development is focus ? Two way process ? 360 degree feedback to calibrate ? Appraisal information ? Capability card ? Job rotation and international transfers as career development tools ? Evaluate, review and refine
?
Best Practices in Succession Planning
? ? ? ? ?
Identify number of positions with „ready now? candidates Assess possible number of successors for each position Spot and groom managers who can fulfill the company?s long term strategy Balanced Scorecard Approach Managers to develop and groom their own successors
Thank You
doc_530016728.pptx
The PPT explains about talent management practices in HUL, Philips, ITC.
Talent Management Practices at Philips, HUL, ITC
Hindustan Unilever
Code of Business Principles
Describes the way they treat their people and also the high standards of behaviour and integrity they expect of them Founded on three basic principles
• Formation of trust and respect • Building mutually beneficial relationships • Engaging in responsible management practices
Training and development
Uses '70-20-10' model for developing its workforce
• 70 percent of learning happens on the job • 20 percent through mentoring • 10 percent through training sessions and coursework
Other trainings
• Company Policies • Safety and security • World-class development programmes
“Secondments” offered to learn about diverse areas of the business and gain international exposure “Skills map” is used where employees are benchmarked and trained accordingly
Business Leadership Training programme
Grooms young managers and makes them business leaders
Conducts15-18 month structured programme consisting of
• cross-functional stints • a rural stint • international stint
Senior manager and tutor is assigned to every trainee
Compensation and Benefits
Compensation consists of • Fixed component • Variable component • Equity compensation
Benefits
• • • • • • • • • Medical insurance Career Break Flexi-working Agile Working from remote location Sabbaticals Part-time work Career Breaks Performance based ESOPs Certain benefits extended as a result of collective bargaining agreements • MBA opportunities for capable employees
Employee Engagement
?
?
? ? ? ? ? ?
Good two-way Communication channel with employees Quarterly performance updates from CEO to employees Managers invited to Annual Review in four major metros CEO has informal chat sessions about organisation with managers GPS of all Unilever employees is conducted every 2-3 years Ur Say: An online portal through which employees can give suggestions on any aspect of the organisation FM-Connect: All factories have FM-connect meetings that invites participation from all workmen Hamara: Our in-house magazine provides a platform to employees to connect, bond, inspire and express
Leadership development
Conducted by line managers, HR and employees themselves
In every Management Review meet the Talent review session focuses on • Redefining the talent identification process • Grooming and coaching methods
Managers are provided diverse experiences through
• Challenging roles • Job rotations every 2-3 years
Appraisal
?
?
? ?
Based on performance and KRAs on the job 360 degree profiling Global People Survey results Leadership Differentiation Tool
? A matrix that maps high performing and high potential individuals
Performance
High
Medium
Low
Low
Medium
High
Potential
Appraisal – High Performers
? ?
High performers form a Talent Pool High performers are categorized into
? High Potential (HP) ? Sustained High Performers (SHP)
Talent pool receives differentiated inputs for training and development, career opportunities and compensation ? Senior High Potential managers have access to training at Unilever?s exclusive training centre in London and programs at top B-schools
?
Career planning
Employees aspirations are considered
Appraisal outcome is used to develop career plans
“Capability card” is used to indicate likely development plan
Succession Plan
Each key manager trains his successor
Leadership team tracks
• succession plan compliance • number of positions with „ready now? candidates • number of successors for each position
Philips
Philips: their vision
“To be certain that we are able to attract, recruit and retain the sort of talent that will give our business competitive edge”
“To be sure that our employer experience will enable and motivate our talent to work in a way that is „one Philips? providing maximum satisfaction for both the organisation and the individual”
Philips Touchpoint Wheel
Exit interviews Career development Campus recruitment Internship
Retention
Awareness
Performance review
PostApplication Experience
PreApplication Experience
Career site
Commitment
Management behavior
Consideration
Employer Brand
Company brand
Informing / Involving people
Invitation letter
Engagement
Introduction
Application Experience
Interview Rejection letter Contract handling
Preference
Assessment
Compensation and Benefits
• 80:20 structure • Variable depends on • Company?s Performance • Individual Performance
Compensation
Benefits
• • • •
Life Insurance schemes Mediclaim policy Group Accident Insurance Internal and external programs in association with international B-schools
Grading
Grade 50 – Assistant Managers Grade 40 – Team/Project leads Grade 30 – Trainees
Grade 60 – Senior Managers
Grade 70 Functional Heads
Appraisal Matrix
Post Appraisal
For employees in critical positions • The manager has to prove the reason for that particular rating • Consensus of other team members is required Dealing with poor performers • Put on development plan • Reasons investigated for poor performance • Given Counseling
Post Appraisal – Result Categories
Well placed
• Employee is performing well in current role and can continue in the same role for time
Growth path
• Employee has the potential to move fast
Fast Track • Employee is highly capable of much better and complex roles
Rewards and recognition
Spot awards by colleagues
Quarterly award for excellence
Annual award for exemplary performance
Training
On-line portal available Classroom sessions Based on
• Core curriculum which focuses on • Individual effectiveness • Team effectiveness • Business effectiveness • Professional expertise • Managing a team • Managing managers • Functional curriculum which focuses on • Specific functional areas
Succession plan
KPI of managers to develop their own successor
Managers responsible for nominating a successor and grooming him
Career Planning
Employees can mention their short term and long term goals
They can request for 360 degree feedback to “calibrate” themselves
Calibration helps them to assess their leadership skills based on feedback given by • Peers • Subordinates • Superiors
Talent Pool
? Manager can nominate his subordinate to be a part of „Talent Pool? ? Management Review is done where the capability of employee is checked ? He is be sent to assessment center ? If really capable he is put on „Fast Track? ? His performance is continuously reviewed ? He can be removed from „Talent Pool ? if his performance deteriorates
Leadership programmes
For employees beyond Grade 60
2x2x2 Leadership Approach –
• 2 different businesses • 2 different functions • 2 different regions. Leader confronted with
• • • • •
Variety of situations Work forces Markets Cultures Tasks and structures
Employee engagement
Engagement surveys
• Employees express their ideas • Diverse perspectives are valued • Results are used to change employee related programmes • “Philips Yellow Pages” – Internal network of employees • Process survey tools to analyze process surveys
ITC
Vision and Values
Sustain ITC's position as one of India's most valuable corporations through world class performance, creating growing value for the Indian economy and the Company?s stakeholders
?Trusteeship ?Customer Focus ?Respect For People ?Excellence ?Innovation ?Nation Orientation
Compensation and Benefits
Compensation
• The basic compensation principles are : • Based on individual performance • Based on company performance • Market driven • Fixed pay (90-95%) • Variable pay or sales incentives based on targets
Compensation and Benefits
Benefits
• • • • • •
Accommodation Loans for asset creation Medical assistance for self and family Leave travel assistance Employee Stock Option Scheme Executives are provided company cars and business club membership • Pension Scheme • Holiday home facility • Higher education assistance
Career Planning
Career Plans are set • Based on individual aspirations • Individual performance Career progression initiative - WINGS • Career progression given to all consistent performers • Minimum 2 years experience is needed • Assessment conducted at regional & national level • 6 months of OJT (on the job training) • Continuous performance review conducted
Career Planning
?
Career Path
GM Senior Manager Manager Vice President
Asst Manager
Training and Development
Training strategy developed to implement
• ITC's Mission • Strategic Agenda • The Three Horizon Growth Strategy and Vision 2010 Training provided on • • • • • • • • Functional areas In accordance with responsibility Cross Functional areas Multi –Business areas Policy and procedures Safety and Security Knowledge on systems and procedures On the job
Leadership programmes
Management Development Initiative focuses developing leaders by • • • • Cross-functional and multi-business exposure Developmental assignments Membership of task forces Special assignments
Business Leadership initiatives • Developing leaders to manage diverse portfolios
Employee engagement
Employees use Company Portal/Intranet
Major changes in operations implemented after discussions with employees
Recognised unions participate in key decisions
Business plans are shared with employees
Succession Plan
Identify leadership requirement & the talent available
Extensive Talent Development Each Senior Executive typically identifies 3 possible successors
Primary Criteria: Performance & Ability to adopt
• • • • Ability to think Globally Ability to focus on results Ability to perform tasks and projects with speed Ability to inspire trust in employees
Rewards and Recognition
Match the reward to the person
Match the reward to the achievement
Be timely & specific
Formal as well as Informal recognition Policy
Best Practices in FMCG and Consumer Care sector
Best Practices in Training and Development
? ?
?
?
Continuous review of training needs and feedback (360 degree review) Coaching, mentoring and shadowing etc involved Online training or traditional classroom training Focus skill development and Leadership development
Best practices in Leadership Development
? ? ? ?
Leadership development is top priority and deeply ingrained in culture Promotion from within policy Individual development plans linked to succession planning process Use open job posting system and internal talent marketplaces
Best Practices in Career Planning
Leadership Development and Employee Development is focus ? Two way process ? 360 degree feedback to calibrate ? Appraisal information ? Capability card ? Job rotation and international transfers as career development tools ? Evaluate, review and refine
?
Best Practices in Succession Planning
? ? ? ? ?
Identify number of positions with „ready now? candidates Assess possible number of successors for each position Spot and groom managers who can fulfill the company?s long term strategy Balanced Scorecard Approach Managers to develop and groom their own successors
Thank You
doc_530016728.pptx