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Human Resources in Current
Business Environment
Moscow, April 24-th, 2010
2
Coca-Cola Hellenic at a glance
Developingmarkets
CroatiaCzech Republic
EstoniaHungaryLatviaLithuania
PolandSlovakia
Slovenia
Emergingmarkets
ArmeniaBelarus
Bosnia and HerzegovinaBulgaria
FYROMMoldova
MontenegroNigeria
RomaniaRussia
SerbiaUkraine
•
•
•
Establishedmarkets
AustriaCyprusGreece
ItalyNorthern Ireland
Republic of IrelandSwitzerland
HR Centers of Expertise
Selection & Recruitment
Training & Development
Performance Management
Compensation & Benefits
Employee/Industrial Relations
HR Administration
Traditional Renewed
Talent Acquisition
Career Path & Career Planning
Employer Branding
Change management
Coaching
HR Systems
HR Centers of Expertise
Selection & Recruitment
Training & Development
Performance Management
Compensation & Benefits
Employee/Industrial Relations
HR Administration
Traditional Renewed
Talent Acquisition
Career Path & Career Planning
Employer Branding
Change management
Coaching
HR Systems
STAR
ST Identify the situation and/or task the person was doing.
A Describe the actions – what was done.
R Describe the results of the actions with the consequence
on you, others, the organization, etc.
STAR
S - Situation
T - Task
A - Action
R - Result
Recruitment: The STAR Model
Support business growth through employees’ capability
development, knowledge management, experience sharing, both leadership and technical
Focus on potential development
2005 - 2013
Man
agem
ent
Facu
lty
Co
mm
erc
ial F
acu
lty
Mar
keti
ng
Facu
lty
Sup
ply
Ch
ain
Fac
ult
y
Fin
ance
Fac
ult
y
Hu
man
Res
ou
rces
Fa
cult
y
Other CCU InitiativesTrainers CertificationTraining Results
Welcome Training Passion to Lead
CCH University: Year 2005 - 2013
Targeted Selection
GR: C&B programs
Developing T&D capability
Facilitation skills development
E&I Relations
CIPD
CCU: Training Programs
On-boarding (Welcome Training)
Leadership Pipeline deployment
P2L and Leadership Excellence
EFC and Wind of Change
GMU / LDP /Excel
Coaching / Mentoring
Creative Thinking Program
Building Innovation Culture
Essential of Marketing
Marketing Research
Media Training Program
Other Professional Courses
Advanced Procurement Skills
PPDS / SNP CoE
SC: Delivery & Warehouse
Universities
Health & Safety Program
Change Management
Finance for Non Finance
Finance for Commercial
Professional Finance Programs
(CIMA, CMA, ACCA)
Project Management
Negotiation Skills
BSS, SPIN, Channel
Activation, Key to Success,
Coaching
RPA, Customer Business
Planning
Segmented Execution (RED)
Sales Excellence Center
Coca-Cola
HBC Eurasia
University
Commercial Faculty
Supply Chain
Faculty
Management Faculty
Marketing Faculty
Human
Resources
Faculty
Finance Faculty
Support business growth through employees’ capability development, knowledge
management, experience sharing, both leadership and technical
Focus on Potential Development
Purpose of Performance
Management
Purpose of
Performance
Management?
1. Identify the work that is getting
done
2. Identify the work that is not
getting done
3. Make a plan & develop direct
reports to get it done
4. Improve performance
Jul
Apr
May
Jun
Aug
Sep
Nov
OBJECTIVE SETTING
Annual
Performance
Review
Annual
Business
Plan
Interim Review
Oct
Jan
Feb
Dec
Mar
Salary
Plan
Franchise
Country
Performance Management &
Development Cycle
MIP
Payment
People
Development
Forum
Management
Incentive Plan –
annual bonus
The Performance/Potential Matrix
TerminologyS U S T A I N E D P E R F O R M A N C E
Exceptional Performance
FullPerformance
Not Yet Full Performance
P O
T E
N T
I A
L
Growth Potentialable to do the work of bigger jobs at thesame level in the near term
Mastery Potential able to do the same kind of work, only better
Turn Potentialable to do the work at the next level in threeto five years or sooner
1 Exceptional/Turn
EXCEPTIONAL TALENT
• Exceptional performer ready to turn i.e. to move to the next passage or higher leadership layer
• Move now
2 Exceptional/Growth
HIGH PERFORMER WITH
POTENTIAL
• Exceptional performer capable of continued growth along current path
• Develop for next layer
3 Full/Turn
TALENT
• Full performer with turn potential who should furtherimprove performance before being asked to make a leadership turn
• Stretch performance
4 Exceptional/Mastery
HIGH PERFORMER
• Exceptional performer likely to remain at current level, but whose contributions should be recognized
• Reward and recognize
5 Full/Growth
PERFORMER WITH POTENTIAL
•These persons should be considered for bigger jobs along current path if they can deliver better results
•Stretch performance
6 Not Yet Full/Turn
POTENTIAL TALENT
• Recently moved/promoted to a new job; requires some time and experience
• Stretch performance, wait and see
8 Not Yet Full/Growth
POTENTIAL PERFORMER
• Performs parts of the job well, other parts poorly
• Get the whole job done
7 Full/Mastery
PERFORMER
• Full performer not likely to grow beyond the scope of current job
• Stretch performance
9 Not Yet Full/Mastery
UNDERPERFORMER
• These individuals are frequently working at the wrong leadership level
• Performance manage and coach tightly for improved performance
Motivational
(Praise/Encouragement):
Tells the person what he or she
did well and should continue to do
Developmental
(Improvement/further
development):
Tells the person what needs to
be improved or further developed
and explores possible actions
The right balance is key
Elements of Feedback
13
Possible Remuneration Map
Managers & Senior Managers
Management Incentive
Long-term Incentive
Stock Options
Other
Incentives
Supply
Chain
Incentive
Sales
Incentive
Base Salary
Employee Stock Purchase Plan (not for all Business Units)
General Population
Benefits
To
tal R
em
un
era
tion
HR Centers of Expertise
Selection & Recruitment
Training & Development
Performance Management
Compensation & Benefits
Employee/Industrial Relations
HR Administration
Traditional Renewed
Talent Acquisition
Career Path & Career Planning
Employer Branding
Change management
Coaching
HR Systems
Passage # 1
Passage # 3
Passage # 5
Passage # 6
Passage # 4
Passage # 2
The Leadership Pipeline Model
The Concept
There is a natural hierarchy of leadership work in any business organization. The required results change dramatically at key breakpoints in the hierarchy. So when you are promoted past one of those breakpoints a transition is required in:
• Skills
• Time application
• Work values
In addition, all the transition points require a letting go of things that make you successful at one layer and adopting entirely new ones in order to:
1. succeed at the new layer and
2. make those around you successful.
У п р а в л е н и е К а р ь е р о й
Доставка Склад
Перспективы Развития
учиться и развиваться в своей должности
участвовать в открытом конкурсе на любую вакансию
Каждый сотрудник может
Отдел Продаж
Транспортный Отдел
Доставка
Производство
Склад
1
Organizational Capabilities
What are the Work Processes, People, Measurement
Systems, Knowledge, and Environment we will need?
Mark
et
Ob
jecti
ves
What w
ill it
loo
k lik
e in
th
e M
ark
et?
Current RealityWhat is the “state” of the business
today?
Destination
What is the business unit
striving to create?
5
4
3
2
It all Starts with the Business Plans….
Breakthrough Model
Employer Branding
20
Introducing Our Road Map for
Successful Change
Project mgt
& Leadership
II Build guiding
teams
I
Prepare & Increase sense of urgency
III Get the
Vision right
IV
Communicate
VEmpower action
VI
Short-term wins
VII
Don’t let up
VIII
Make it stick
Steps Purpose
1. Prepare and Create a sense of Urgency Help others see the need and importance of the change
2. Pull together the guiding team Make sure there is a powerful group guiding the change – one with leadership skills, credibility, communication ability, authority, analytical skills and a sense of urgency
3. Get the Vision right Clarify how the future will be different from the past, and how you can make that future a reality
4. Communicate for Understanding and Buy in
Make sure as many others as possible understand and accept the vision and the strategy
5. Empower action Remove as many barriers as possible
6. Produce Short Term Wins Plan, create and celebrate some visible, unambiguous successes as soon as possible
7. Don’t let up Continue with wave after wave of change until the vision becomes a reality
8. Make Change stick Hold on to the new ways of behaving, and make sure they success, until they become strong enough to replace old traditions
Source: J. Kotter’s 8 step process
Our 8-Step Change Process
Two approaches to Change:
Logic and Emotion
John P. Kotter and Dan S. Cohen ; The Heart of Change: Real-Life Stories of How People Change Their Ogranizations, 2002
Both thinking and feeling are essential, but the true heart of
change is in our emotions
Stages of Change
Immobilization
Trigger
Denial
Anger
Bargaining
Depression
Acceptance
Old State
• Habits
• Roles
• Identity
New State
• Habits
• Roles
• Identity
Em
otional R
esponse
Ending Transition/Neutral Zone Beginning
Active
Passive
Testing
Performance