transforming talent - from the web...
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Transforming Talent
Suzanne McCordManager, Performance & Capability
Today
Sanofi-aventis at a glance
Global Perspective - Transforming Talent The starting point “one company, one process”
Local Perspective How we are trackingFramework and Initiatives
Leading TM PracticesReflections & Learning
Developing the pipeline of sanofi-aventis leaders
Sommaire- 3 -
sanofi-aventis at
a glance
04/12/09
www.sanofi-aventis.com
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04/12/09
Group Profile
# 4
worldwide
# 1
in Europe: with double-digit growth in emerging markets
Nearly 100,000
employees in more than
100
countries
A broad portfolio of medicines
World leader in vaccines
Major player in animal health
www.sanofi-aventis.com
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04/12/09
The ambition of sanofi-aventis:
to become a diversified global healthcare leader,
focused on patients’
needs.
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www.sanofi-aventis.com
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04/12/09
Group Strategy
The ambition of sanofi-aventis is to become a diversified global healthcare leader.
Group strategy is based on three key themes
to reach and deliver
sustainable growth:
Increasing innovation in Research & Development1
Seizing
external
growth
opportunities2
Adapting Group structures to future challenges3
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www.sanofi-aventis.com
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04/12/09
Adapting Group structures to future challengesStrategy
An offeringdriven by
patients’ needsand creating value
for payers
A strategybuiltregion by region
A growthcoming frominnovation,global expansionand diversification
A companywhich is
competitive in termsof market presence,
growth and efficiency
The ambition of sanofi-aventis: to become
a diversified
global healthcare
leader
Transforming Talent - Global Perspective
Transforming Talent
The evolution of our Company Strategy into a more diversified direction demands that we develop a clear, forward looking picture of the numbers and type of people that we will need to drive our business in the future
The overall objective of Transforming Talent is to align what we do in people development with the company strategy - and therefore ensure that sanofi- aventis is able to attract, grow, motivate and retain the right people
Integrated Talent Management aligned with Business Strategy
Talent
Leadership Pipeline
Promotion & Rotation
Engaging & Retaining
Continuous Learning & Development Experiences
Succession Planning Transitioning
Identifying & Attracting
Recruiting & Hiring
Onboarding & Integration
Talent Management defined
The identification, development and management of leadership talent throughout the organisation, to ensure that the best possible people are in the right positions to enable sanofi-aventis to achieve it’s business objectives.
“one company, one process”
A comprehensive, company wide talent management approach that enables us to:
Plan for our short, medium and long term people requirementsRecruit excellent people where we need toTarget different groups within our population to manage their specificitiesReview our people regularly to evaluate them and define their development needsDevelop talents through learning programs, mobility, transversal projects and other tools
Approach for 2010
Meaningful, rich dialogue about talent Differentiating performance and potential
Nine box grid to plot performance & potentialBetter calibration across functions
Development Group DefinitionsObservable characteristics & development actions
Transversal talent reviews Country / function Identify succession & mobility opportunities
Quality development plans for talent eTalent – a company wide talent tool
Differentiating performance and potential
Potential defined:Learning AgilityAbility Aspiration Engagement
Performance defined:Long term, consistent track record of performanceDiversity and variety of challenges exposed toValues / role model of behaviours Team leadership & transversal collaboration
Tinkerer/never satisfiedTakes the heat of resistanceIntroduces new “slants”Leads change
Comfortable with complexity / ambiguityFinds solutions to tough problemsReads broadlyCurious to a fault
Politically agileSkilled communicator / conflict managerSelf aware/personal improverSituationally responsive
Has drive / personal presenceAdaptableBuilds high performing teamsBeats the odds; resourceful
HighPotential
PeopleAgility
Change Agility
Results Agility
Mental Agility
Learning Agility - Behavioural Examples
* Source – Korn-Ferry/Lominger International
Potential Defined – Corporate Leadership Council
* The Corporate Leadership Council’s Model of Employee Potential
The High-Potential EmployeeA high-potential employee is someone with the ability, engagement, and aspiration to rise to and succeed in more senior, critical positions.
Engagement consists of four elements:
• Emotional Commitment—The extent to which employees value, enjoy, and believe in the organisation.
• Rational Commitment—The extent to which employees believe that staying with the organisation is in their self-interest.
• Discretionary Effort—Employee willingness to go “above and beyond the call of duty.
• Intent to Stay—Employee desire to stay with the organisation.
Engagement
The extent to which an employee wants or desires:
• Prestige and recognition in the organization
• Advancement and influence
• Financial rewards
• Work-life balance
• Overall job enjoyment
Aspiration
A combination of the innate characteristics and learned skills that an employee uses to carry out his/her day-to-day work:
Innate Characteristics
• Mental/cognitive agility
• Emotional intelligence
Learned Skills
• Technical/functional skills
• Interpersonal skills
Ability
A high-potential employee is someone with the ability, engagement, and aspiration to rise to and succeed in more senior, more critical positions.
To rise to and succeed in more senior, more critical positions, employees must have the aspiration, engagement, and ability to do so. Ability is most important, engagement second, and aspiration third, but none alone can serve as a guarantee. Without significant amounts of all three, employees will simply fail to excel in the next more critical job.
4High Professional
7Adaptable
High Professional
9Strategic Star
2Key Performer
5Adaptable Key
Performer
8Future Star
1Take Action
3InconsistentPerformer
6Rough Diamond
PER
FOR
MA
NC
E
POTENTIALLessLess MoreMore
Less than Less than effectiveeffective
Highly Highly effectiveeffective
The “Strategic Few”
VALUES
HIG
HM
EDIU
MLO
W
LOW MEDIUM HIGH
Copyright 1992-2008. Korn/Ferry International and Lominger International. All Rights Reserved.
Performance Potential Matrix (PPM) APAC 2009
Nine Box Matrix – Egon Zehnder International
Focus for 2010
Better calibration across functionsMeaningful dialogue on talent development Quality of development plans for key talent Effective cross functional reviews by country, region, job family
Building a talent pool mindset
Talent
Transforming Talent- Local Perspective
Leadership Pipeline
Great leaders do not become great by continuing to do the same things that made them successful earlier in their careers
Each turn is about developing new capability and letting go of previously held responsibilities
SELF
PEOPLE
MANAGERS
FUNCTION
BUSINESS
GROUP
1
2
3
4
5
ENTERPRISE6
* Source – Drucker: The Leadership Pipeline
Our Focus
‘one process’Aligning talent acquisition & talent development Proactive succession planningDifferentiated & accelerated talent development
defining talents gapsfinding and aligning with ‘critical’ experiences
Mentoring initiative
Continuing:Engaging leadership behavioursRich talent review dialogue Meaningful career discussions
Talent
Talent Development
Integrated talent management in action
Talent Acquisition Talent Review
• Talent acquisition aligned with talent development
• Identify & attract talent; deploy into appropriate positions
• Build segmented talent pools
• Build on employment brand
• Differentiated talent development / “critical experiences”
• Leadership Development
• Coaching & Mentoring Programs
• Transversal projects
• Career Tools & Support
• Mobility / exchanges / short term assignments
Establish talent strategy and objectives Set metrics and monitor progress
• Execute “one process” for talent review
• Cycle of ongoing review of talent
• Proactive talent and succession planning – identification of gaps in pipeline
Encouraging Diverse Development Options
Strategic Platform and Recommended Formal Development Options
Building ResilienceImproved Interactive ConversationsTransparent OptionsLinks to DevelopmentSelf ManagementJACP
Career Planning and Development
Mentoring Initiative
ObjectivesEstablish a preferred mentoring model Improve the quality of mentoring conversations Provide individuals within our talent pool with a development experience
Mentees:Develop and explore professional potential with trusted and experienced colleagueConfidential sounding boardDevelop new networks, increase visibility and personal profileReceive encouragement and support to achieve professional goalsAssistance and perspective with generation of new ideasChallenged to use talents and increase career pathway options
Mentors: Build mentoring skills including influencing, communicating. Motivating, challenging and supportingGain enhanced visibility, recognition and respect for knowledge and experienceContribute to wider organisation beyond functional reporting lineLearn new perspectives; gain greater understanding of organisation & individuals Demonstrate expertise and leadership broadly within organisation Experience sense of personal impact and impact on the engagement of others Extend professional networks
Benefits:
What next? Continued focus..
Talent and performance management in a diversified modelAligning talent acquisition with talent management Defining what should be done locally, regionally, globally..How can we optimally recognize and reward our talent and high performers?How can we further encourage the development of talent through assignments and other practical experiences?How do we track and measure success?
Talent
Reinforce all the key links in the Talent Management chain
Budgeting for Leadership Pipeline
Measuring current leadership capacity
Planning to match supply and demand
Implementation of Leadership Pipeline plans
Measuring progress
Feedback / adjustments in approach
Strategic planning
Source: Egon Zehnder
Reflection and Learning so far..
Drive & commitment from the topAlignment of people practices to business strategy
Impact of change, culture, mindset Plan communication & change plans
Keep it simple Tools and resources to support and educate
Managers are ultimately responsible for talent management
HR are responsible for guiding and supporting
Optimising Leadership Talent in Emerging Markets – Global Top Companies for Leaders
Flawless & disciplined execution of fundamentals
Four strategies for optimizing talent: Embed global thinking in every leaderBuild global-ready local talent poolsAccelerate experience-based developmentDeliver an employee experience that doesn’t change with time zones
Execute with innovation, speed, transparency and rigor to create sustainable edge over others.
Source: ‘Managing Leadership in Turbulent Times – Why and How the Global Top Companies for Leaders Optimize Leadership Talent in Emerging Markets – Hewitt Associates white paper 2009
Thank you
Questions?