Talent Mgmt Nvp

7/30/2019 Talent Mgmt Nvp

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Talent Management in Unilever

NVP


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Talent Management

Different aspects make up Talent Management within Unilever:1. Some aspects are focused on the individual:

a. Recruitment & Selection

b. Learning & Development

c. Performance Management Wheel

2. Some aspects are focused at managing talent accross an organization :

These are discussed in FRCs or Functional Resource Committees

Most of all talent management processes are web-enabled, and are linked to

PeopleSoft

Talent management process E-tool

Recruitment (incl. applying to a job internally or externally) VURV

Learning Learning Management System

Goal setting, Performance evaluations, PerformanceRatings, Succession planning, high potential listing, .

PDP online system

Reward e-Reward system


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A special case trainees

Throughout this presentation, we will sometimes highlight how we manage theyoung graduate talents specifically.

Why? Because at Unilever we believe we need to invest highly invest in

management trainees in order to build a robust talent pipeline.

Therefore the Unilever Future Leaders Programme (UFLP) has been set up. Key areas:

Attraction

Selection

Development

Performance & Reward

We attract about 30-40 new trainees each year, in the Benelux


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1a. Recruitment & Selection

Recruitment administration: has been outsourced to Accenture internally its Unilever Peoplelink.

Rationale of outsourcing:

Hiring Manager to focus on those elements where he can really add value, and

Unilever Peoplelink does the rest

Role of hiring manager: Set up the vacancy text, hold interviews with shortlisted candidates, decide who gets

the job

Role of Unilever Peoplelink

Act as link between candidate, hiring manager, sourcing partners (eg. recruitment

agencies) and follow-up the whole process Screen candidates, hold first telephone interview, extend job offer & contract


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1a. Recruitment & Selection for UFLP

Selection process: CV & Motivation letter screening

Numerical & Logical reasoning test online

Telephone interview on SOL competencies & motivation

Assessment center with WL3 leaders as assessors

Recruitment:

How? Via Campus Manager Approach :1 current trainee acts as Campus

Manager (i.e. is responsible for attracting

young graduates of 1 specific campus)

Where? In Target Cities / Specific

Groups (diversity) / Events

When? 2 starting moments: 1 March &

1 September

Great results Employer branding in 2011 ! N 1 preferred employer for Economic &

Engineering students

N 4 preferred employer for students overall


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1b. Learning & Development- skills

We aim to develop our people on 3 different sets of skills:1. General Skills > a catalogue exists of all general skills

trainings we offer, and which are deliveredin the most appropriate way (e-learning, virtualclassroom learning, classroom learning, etc.)

2. Professional Skills > each function has an Academy - eg. UnileverMarketing Academy develops programmesspecifically for marketeers, at each level of theircareer

3. Leadership Skills > High Potential Leadership programmes existfor High Potentials at each worklevel withinUnilever

The development needs of an indivual are discussed usingthe Individual Development Planning (IDP)


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1b. Learning & Development- Individual Development Plan (IDP)

A Development Plan should be considered as a long term vision on how your career within Unilever could develop. Once it has been set up, it should

be reviewed annually by you and your Line Manager, to make sure you are still on track. This long term vision will translate in to short term

Development Goals, these goals should be fed into PDP Online and progress should be monitored regularly

We advise you to highlight the "must deliver" / "must develop" development activities in yellow.

For:

To Increase Readiness for Destination Role of:

Date:

Development

Goals

These goals are

related to (based

on Step 1

identified

strenghts and

development

areas):

Development Activities

Developmen

t

Deliverables

(KPI,

timeframe)

Context

70%

Contacts

20%

Concepts

10%Job or Project

Assignments

(tasks,

temporary

assignments,

task forces, job

rotations,

secondments)

Attend

Meetings/Event

s (company or

external

events/meetings/

conferences)

Role in

Professional/

Industry

Groups

(industry

committees,

professional

societies)

Coaching/Ment

oring (pairing

with expert,

peer, leader,

advisor(s); being

observed/receivi

ng feedback)

Observing

Experts

(shadowing or

observing

experts;

interviewing/de

-briefing

experts)

Developing or

Delivering

Training

(helping design

or provide

training to

others)

Readings/Too

ls (books,

web-sites,

workbooks,

tools, podcasts

- Books 24*7)

Participating

in Formal

Training

(classroom

training,

workshops, e-

learning,

webinars)

Other(any

other ideas for

developing/lear

ning this

competency)

Employee Sign Off:

Linemanager Sign Off:

Linemanager's Linemanager Sign

Off:


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1b. Learning & Development My Passport

The IDP informs which development activities are to be taken > thosethat are a formal training are captured & viawable their online Learning

Passport

This Passport separates learning needs into 3 categories: Mandatory

trainings, Recommended trainings, and Elective trainings


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1b. Learning & Development For UFLP

1. Local On-boarding UFLP Take-Off:

5 days divided in 2 modules

Purpose is threefold: network with other trainees, introduction to the different

disciplines and getting to know some Unilever leaders, introducing the 2-year

programme and their role in making it a success

2. 2-year Development roadmap including:

1. Professional skills (eg. Marketing Foundation programme)

2. General skills (eg. Time & priority mgmt, project mgmt, ...)

3. Leadership Skills

3. Mentoring


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1c. Performance Management Wheel


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The Standards of

Leadership define

the way we need todo things around

here in order to

double the size of

the business by 2020

1c. Performance Management Wheel- Standards of Leadership: the Unilever competencies


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Growth MindsetThis is competitive leadership. Taking the lead in the marketplace versus following. It's a positive attitude aboutthe company's futureglass half-fullbut it's realistic. It's passion for winning. Winning defined as gainingmarket share. It's placing a fresh emphasis on innovationchallenging the status quo.

Consumer and Customer Focus

This is purpose-driven leadership. It's externally focusedon consumers, on customers. First take care ofconsumers and customers; financial performance will follow. It's a heightened passion for the consumer: I firmlybelieve in improving the lives of consumers. It's bringing the voice of the consumer and the customer into

everything we do. It's seeing our brands through their eyes.

Bias for action

This is action-driven leadership: "This is what I will do." It's speed and sense of urgency in making decisions. Butit needs to be thoughtful action, intelligent risk-taking. Also it's not wasting time on bureaucracyits output thatcounts. And its simplifying my agenda, carefully choosing prioritiesand not taking on too much.

Accountability and Responsibility

This is performance-driven leadership. "I will deliver against KPIs, holding myself to the highest standards. I will

also hold other people accountablefirst by setting clear expectations and then by telling them if they are on theright path. It's staring reality in the eyedoing it with numbers. It's taking responsibility for Unilever's overallperformance, not just by delivering my results but by helping other people deliver their results. Finally, itsmanagerially driving change and using operational discipline to deliver on the promise.

Building Talent and Teams

This is people-driven leadership. It's passion for people. It's having the best people in the right positions,whatever the manager's gender or background. It's giving people plenty of room to do their part, and recognizingthem for their contributions. It's investing in people's developmentgiving them feedback and challenging work.

Its also constantly challenging myself to grow and improve. And it's building aligned, cohesive teams that pulltogether to win.

1c. Performance Management Wheel- Standards of Leadership: the Unilever competencies


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Goal setting, or Setting your 3+1 (3key workplan goals + 1 keydevelopment plan goal)

Goal setting is first step in the annualPerformance & Development Planning(PDP)

Goal

Setting

1c. Performance Management Wheel- Goal Setting


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1c. Performance Management Wheel- Learning & Development Plans

Discuss your long term Individual DevelopmantPlan (IDP) with your linemanager; use this asinput for your short term development plan goal

Learning &

Development

Plans


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1c. Performance Management Wheel- Performance Rating

Have a good mid-year review with your Line manager (review 3+1, SOLs, core jobresponsibilities) and record outcome of review in the PDP system

Have a good End-of-Year discussion with your line manager (final review of 3+1,SOLs, core job responsibilities) and record outcome of review in the PDP system

Based on your performance regarding your 3+1, SOLs, and core jobresponsibilities, your line manager will decide on the appropriate PerformanceRating for you (between 1 & 5)

The line manager of your line manager will review all recommended ratings inhis/her remit, and make ensure calibration for the whole team

Line Mgr rating recommendation December latest

Performance

Rating


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1c. Performance Management Wheel- 360 feedback

You can ask your peers, line manager, people you work with, to give youfeedback on the way you demonstrate the SOL behaviours, by initiating a Multi-Source Feedback (MSF) (also known as 360 review)

The MSF exercice can either be a light version (rated on high-levelcompetencies) or full version (rated on subquestions per competency), and youcan ask either up to 15 people to give feedback, or just do the exercisebetween yourself & your linemanager

360

Feedback


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1c. Performance Management Wheel- Global People Survey

Regularly you will be asked to fill in the Global People Surveyquestionnaire, which aims to get a view on opinions of Unileveremployees regarding working at Unilever.

GPS

Feedback


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1c. Performance Management Wheel- Forced LDT differentiation

The LDT (or Leadership Differentiation Tool) is used in theFunctional Resource Committees (FRC) to differentiate betweenpeer managers in a certain function and at a certain Work level

All managers are plotted on 2 axes, the WHAT-axe (whether youreach your workplan goals) and the HOW-axe (whether youreach your goals by demonstrating SOL behaviour)

Once confirmed, your line manager informs you of your positionin the LDT matrix

Consistently

exceeds

stretchingperformance

targets.

Consistently

meets stretching

performancetargets.

Fails to meet

stretching

performancetargets.

WHAT

Consistently

demonstratesoutstanding

leadership

Consistently

demonstrates

leadership atthe expected

level

Does not

demonstrate


level.

HO

W

Maxim

um25%

Minim

um15%

Approx60%

Consistently

exceeds

stretchingperformance

targets.

Consistently

meets stretching

performancetargets.

Fails to meet

stretching

performancetargets.

WHAT

Consistently

demonstratesoutstanding

leadership

Consistently

demonstrates


level

Does not

demonstrate


level.

HO

W

Maxim

um25%

Minim

um15%

Approx60%

Forced

Distribution


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1c. Performance Management Wheel- Differentiated Pay for Performance

In order to achieve differentiation in pay performancerates have been introduced (from 1 to 5)

Performance rating is based on individual performance

against the 3+1 goals and job fundamentals

Performance ratings are directly linked to bonuses, eachperformance rate has its own bonus range without

overlap between the rates; the higher the individual

performance the higher the bonus one will receive

Differentiated Pay for

Performance


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2. Functional Resource Committees

FRCs are held every quarter

This is a Sample Agenda for end of Q2:

1. Succession planning: who is ready now or in years for our key roles

2. Review Key Talent: Who are they key talents? What about their development & nextsteps?

3. Key talent on key roles: What % of our key roles are held by our key talents?

4. List Cover: What % of the number of roles we have at a certain worklevel (eg. WL4), havea WL3 High Potential Lister that is ready to succeed?

5. Expected & Current vacancies

6. Mid year review:

* Review Poor performers progress (red boxes)

* Review people in white & green boxes of last years LDT


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How we work on improving talent

management day by day

In October 2010 the HR Benelux team did an assessment of where westand today in terms of Talent, Skills, Culture & Organization

Question we asked ourselves: Do we have a gap in these 4 areas, in

order to achieve the growth we want to achieve by 2020?

Answer: Yes we do! These are a couple of items we are improving as a

result of that assessment:

Better onboarding of Mid Career Recruits

Learning Passport: Making sure employees know what trainings are relevantto them, so that they enroll for more trainings

Improving the People Management skills of our managers (now managers

tend to focus solely on reaching their business targets, forgetting that the

employees in their team are a critical resource to reach those!)

Etc


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Any questions or comments?

Documents

Talent Mgmt Nvp