WE IDENTIFIED 3 MEGA-TRENDS THAT WILL IMPACT THE WORLD

Transcription

1 Unilever Talent Management Leena Nair SVP Leadership and Organisation Development Jan 2014

2 WE IDENTIFIED 3 MEGA-TRENDS THAT WILL IMPACT THE WORLD 1 Shift of economic power to the East and to the South 2 Shift of power to the Consumers digitisation & social media 3 The end of the age of abundance

3 KEY TALENT PRACTICES IN ATTRACTION & RETENTION 1 AcceleratingTalent and Organisation readiness to partner business ambition 2 Attracting & Retaining Talent for an 80bn business 3 Developing Leaders ahead of growth curve

4 ACCELERATING TALENT AND ORGANISATION

5 TALENT & ORGANISATION ASSESSMENT: The Talent & Organisation Readiness Framework HOLISTIC VIEW OF STRENGTHS & GAPS Confidence (will to win) Commitment (the extra mile) Motivation (pride) Talent Headcount supply & demand Talent management process Culture Organisation Organisation Skills Org structure Roles & responsibilities Decision making Leadership skills General management skills Functional skills Skill development programs

6 T+O ASSESSMENT INVOLVES FOUR PHASES TO DRIVE TO RESULTS Mobilisation Diagnostic Synthesis Move to Action (~4 weeks) (~5 weeks) (~4 weeks) (~2 weeks) Agree scope and approach Generate interest from stakeholders Assemble project team Initiate data collection Run analysis to evaluate T&O readiness Deep dive into key areas as required by unit situation Define opportunities to improve unit T&O readiness Identify quick wins and longer term actions/ initiatives Workshop to discuss diagnostic results and agree actions Develop implementation/ roll-out plan

7 ATTRACTING AND RETAINING TALENT

8 BUILDING TALENT FOR AN 80BN COMPANY REQUIRES A STEP CHANGE Talent Demand 80bn Talent Supply 800 Management Trainees 2012 Add numbers Mid-Career Recruits 40bn International Assignees 1850 Leadership Development programmes in 2013

9 GREAT PLACE, GREAT PEOPLE #1 FMCG graduate employer of choice in 24 countries Highest ranked FMCG on LinkedIn s InDemand index One Global Employer Brand Proposition - Activated to local nuances Largest FMCG Facebook page dedicated to careers

10 UNILEVER FUTURE LEADERS PROGRAM ACCELERATED CAREER START... Attract top-tier Select candidates who have the knowledge, skills, ability and attitude to become our future leaders Accelerate development through early international exposure, job rotation and structured ongoing education Competitively reward these individuals, with up or out reviews

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12 We practise talent with openness, diversity and inclusion at its heart. We assess the current performance as well as the potential of our current and future leaders. We take an enterprise wide view of talent so that our best players have the biggest impact in Unilever. Our leaders play a primary role as talent champions. We will develop all our people to be the best they can be.

13 IDENTIFYING KEY TALENT - LISTING

14 MENTORING 10. Challenges of virtual mentoring sessions vs face-to-face 1. The Mentee contacts the Mentor to arrange the first mentoring session 2. The Mentor should not be in your reporting line (e.g manager s manager) 9. Be clear on what your target role is you need development for 8. Create a development plan and have clear development goals The 10 Rules of Engagement 3. Confidentiality 4. Relationships should last at least 12 months 7. Avoid cancelling sessions wherever possible 6. Get mentoring sessions in diaries in advance to avoid availability issues 5. Meet monthly (facetoface/virtually)

15 MARCH 2009 OCTOBER 2011 Unilever Mentoring Programme Launched >100 Females Enrolled Local Country/MCO function Mentoring programmes are currently being implemented Increase in the numbers of HP3 (manager level) females Being mentored within key Markets and functions 100% of HP4 (Director level) and HP5 (VP Level) females are being mentored WAVE 8 WAVE 9 >200 Females Enrolled JULY SEPTEMBER 2012 OCTOBER NOVEMBER % of all mentees who have participated in Waves 1-7 have been promoted to the next work level 100% coverage of all HP4 and WL4 females being mentored

16 DEVELOPING LEADERS

17 3 WORLD CLASS LEADERSHIP DEVELOPMENT PROGRAMMES SVP VP ULDP: Executive Leadership Devt Director Excel-rator: early talent identification HP4: Leadership Transition to VP Manager Excel-rator: early talent identification HP3: Leadership Transition to Director HP2: Leadership Transition to Manager

18 GENERAL SKILLS CURRICULUM Core skills programmes offered globally via Accenture PROFESSIONAL SKILLS CURRICULUM Functional skills programmes offered by relevant Academies Locally Organised Orientation Programmes SENIOR FUNCTIONAL Programmes Offered by Academies REVIE W REVIE W NEW ROLE PERFORM ACHIEVE CHANGE ESTABLISH WL5 ULDP ULDPII (31) General Management/Board Development Programme Four Acres Senior Executive. General Mgmt Development Programme (31) WL4 ULDP Authentic Leadership, Leadership Purpose, Dev Plans for Leaders (15) HP5 Four Acres Leadership Programme for Designated HP5s (31) General Management Transition Programme (31) WL3 WL2 UMDP Pioneer Core Mgmt Effectiveness for WL3s (14) UMDP Explore Core Mgmt Effectiveness for WL2s (13) GOL D Talent Tools and Processes (9) TALENT 101 Intro to Development and Tools (9) Excel-Rator³ WL3 Key Talent Acceleration Programme (20) Excel-Rator² WL2 Key Talent Acceleration Programme (19) HP4 Four Acres Leadership Programme for Designated HP4s (26) HP3 Four Acres Leadership Programme for Designated HP3s (24) (Locally delivered) General Management Transition Programme (31) headstar t Four Acres Mid-level Executive Orientation Programme for mid-career recruits (30) WL1 UMDP Discover Core Mgmt Effectiveness for WL1s (12) HP2 Four Acres Leadership Programme for Designated HP2s (22) (Locally Delivered) UFLP Graduate Trainee Programme Structured Learning Paths (29)

19 Q & A