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IBM и развитие лидеров

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  1. IBM и развитие лидеров Круглый стол 09 июня 2011

  2. IBM: Top Company for Developing Leaders Forward-thinking proactive initiatives Differentiated business results Innovation in leadership development Hewitt Assoc/CEO Magazine Ranked IBM #1 Top Companies For Leaders 2002 & 2003 Comprehensive practices well executed Fortune ranks IBM #1 Top Companies for Leaders 2010 IBM Leadership Development, always ranked near the top

  3. Лидерство в IBM- мифы и реальности • Мифы: • Чтобы попасть в IBM достаточно быть хорошим специалистом • Существуют секретные технологии по подготовке лидеров • Развитием персонала занимается HR • Реальности: • Ценности и компетенции в действии • Сильная корпоративная культура • Лидеры обучают лидеров • Технология превращения в IBMера

  4. The New IBM Leadership Framework

  5. IBMers at Our Best или Что отличает сотрудника IBM от других Expertise Capabilities Leadership + + + + Job Role Expertise: Combination of skillsand behaviorsrequired to perform aspecific job at IBM. Career Capabilities: The broader qualifications togrow and flourish in achosen career at IBM. IBM Competencies: Leadership behaviors unique to IBMers that distinguish thecompany.

  6. Business Evolution Requires Leadership Evolution New themes • Thinking systemically • 360 Degrees” of Trust • Handling ambiguity and uncertainty • Cultural adaptability • Emphasis on result-oriented communication • Inspiring employee engagement and empowerment • Taking initiative and accountability 2010 What we bring forward • Former Leadership Competencies are embedded • Former Foundational Competencies are embedded

  7. Leadership Framework IBM’s Business Leadership Model

  8. Стать сотрудником IBM@

  9. Transformation into an IBMer Succeeding@IBM spans two years and is customized to address the needs of different segments of the new employee population. Succeeding@IBM offers customized development and support plans for graduate, professional, outsourced and acquired IBMers. New IBMers joining as executives or managers are automatically enrolled in one of three specific customized manager learning paths combining new employee and leadership development learning activities throughout their first two years. Recruitment Prior to hire date Orientation Months 1-3 Acclimation Months 4-9 Validation Months 10-12 Integration Months 13-24

  10. Resources for new employees are integrated into a single, holistic experience. Discover IBM Resources for Supporting Roles ASEAN Connections Pre-employment Learning Career Advisors Traditional Hire Learning Plan The Program organized into 4 Key Areas: • Discover IBMincludes customized Learning Plans comprised of formal and informal development activities, offering insight into our company’s Values, history, people and work. • Share and Connectprovides resources and activities that enable new employees to actively engaged with each other as well as with experienced IBMers, to build support networks and receive valuable guidance and expertise. • Grow My Careeroffers resources and experiences that lead new employees to quickly leverage the IBM CareerSmart framework and effectively develop as IBM professionals. • Find Supportprovides easy access to people, web sites, FAQs and other sources of help for employees in their initial years at IBM. Acquired & Outsourced Learning Plans Career Coaches Integrated New Leaders Learning Plans Royal Blue Ambassadors GrassRoots Community HR Partners Share and Connect Succeeding@IBM Community HR Transition Managers India GrassRoots Community Interviewers Managers IBM Story Wiki New Hire Network Mentors Acquisition Integration Community Recruiters Royal Blue Ambassadors Succeeding@IBM Facilitators Grow My Career IBM CareerSmart Career Advisors Career Coaches Supporting Role Resources also consolidated within Succeeding@IBM Mentors Find Support Connections Coaches Royal Blue Ambassadors HR Transition Managers Career Coaches Mentors Connections Advisors Career Advisors

  11. Лидеры выращивают лидеров

  12. Andrew’s Exec Development Dashboard Overview ХХХХХХ 2010 ER Commitments • Mentor/Sponsor minimum 3 local country resources (1 female) – candidates from key country & IMT benches • Minimum 2Executive JobShadows to key potentials (Bd10) from IMTs • Minimum 4 Exec Interviews with defined ERs & NextGens • Minimum 2 of following: ( TT/ER roundtables, speed mentoring sessions in IMTs, TT project sponsor & coach for a defined project, sponsor/executive speak at a sales or leadership development program) 1. Mentoring 4. Other Exec Development • Dialogue/Exec Presence: • Round Tables: • MENA Roundtables • 24 May ,23 Aug, 22 Sept • IBM Czech Roundtables • 11 Mar, 9 Sept • SA and RU dates for 2HY currently being planned • GM & LOB Leader Pipeline: • Act as Observer at ADEPT CEEMEA - September • Early Pipeline: • Sponsor CEEMEA NextGen Program – 2HY • Female Pipeline: • Lead Diversity Pillar for CEEMEA 2 & 3. Shadows & Exec Interviews : Shadows (2): (1HY) NAME, (Q3) NAME,(Q3) NAME(3-4 days) EIs (4):NAME, (Q1) NAME, NAME, (Q2) NAME, NAME, (Q3) NAME, NAME, (Q4) ** (Focus on Female and Country Diversification)

  13. Mentoring at IBM: Connecting the pieces • Expert Mentoring • Career Guidance • Socialization • Organizational Intelligence • Bridge skill & knowledge gaps • Grow our business globally • Develop relationships that foster innovation • Connecting People • Engage employees • Collaborate across geographies, disciplines, generations • Foster our values • Employees feel valued • Business Impact • Gain competitive advantage • Low cost, effective learning • Reduce attrition • Promote diversity • Increase engagement • Drive innovation & productivity • Simple • Operational • Pervasive

  14. What is the role of the Mentor? • Be fully committed to the mentoring relationship, making time and sharing ownership • Assist in development of the mentoring action plan to compliment and support the mentee’s IDP • Provide and direct opportunity for experience based learning • Support the manager/employee relationship • Offer career guidance and share successes and challenges • Provide insight to the cultural protocols and dealing with organisational dynamics and change • Help to expand the mentee’s network across the organisation • Provide feedback and coaching • Be a role model

  15. Top 10 characteristics for mentoring

  16. Explore Mentoring Home Page Link from Your Career Write to us Updates and links Handy Flipbooks http://w3.ibm.com/hr/careerplanner/mentoring001.html

  17. Explore Mentoring Learning Suite http://learning.atlanta.ibm.com/hr/global/learningsuites/mentoring.nsf/Pages/HomePage

  18. Sr. ExecutiveLeaders Leading the Enterprise IBM Competencies Leadership Framework IBM Values Up-line / Executive Leaders Leading Organizations BTLR/CGR Accelerated Development Transition/Core Performance Development GMU Accelerated Development Front-line Leaders Leading Teams Technical Leadership Development Emerging Leaders Building the Leadership Foundation Leadership Development Program Framework

  19. ВСПОМОГАТЕЛЬНЫЕ СЛАЙДЫ

  20. IBM: A Century-long Legacy of Leadership and Success “I believe the real difference between success and failure in a corporation can very often be traced to the question of how well the organization brings out the great energies and talents of its people.” Thomas J. Watson Jr.,1963 “... Individuals are in the best position to make decisions about their own work, learning and careers. This shift of control and decision-making to the IBMer represents a very new relationship between enterprises and individuals.” Samuel J. Palmisano, 2004

  21. Core Leadership Attributes • Integrity – Ethical/Model IBM Values • Competencies/Derailment Factors • Deep expertise in a functional area broad knowledge of others (“T” attributes) • Agile and continuous learners

  22. A definition of “competency” Necessary for top performance but not sufficient Easier to see and develop Acompetencyis … … any characteristic of a person that differentiates levels of performance and is demonstrably related to superior performance in a job. These characteristics enable superior performers to demonstrate critical behaviors: • More often • In more situations • With better results Skills Knowledge Values/Social Role Self-image Assumptions Traits Motives Characteristics that lead to long-term success Harder to see and develop

  23. IBMers at our best: Our Competencies Embracechallenge Help IBMerssucceed Partnerfor clients’success Communicatefor impact Collaborateglobally Continuouslytransform Act with asystemicperspective Influence throughexpertise Buildmutual trust 23 23

  24. Mapping of New Competency Model vs. Leadership Competencies Year 2010 New Competencies Current Leadership Competencies Passion for IBM’s Future Embracing Challenge Client Partnering Collaborative Influence Informed Judgment Earning Trust Developing IBM People and Comm. Thinking Horizontally Strategic Risk Taking Enabling Performance and Growth Embrace the Challenge Partner for Client Success Collaborate Globally Act with Systemic Perspective Build Mutual Trust Influence through Expertise Continuously Transform Communicate for Impact Help IBMers Succeed

  25. IBM’s Business Leadership Model (BLM)

  26. Linkage between Business Startegy and Enterprise Assessment as a HR Initiative The Strategy defines the Strategic Intent (eg Smarter Planet) Marketplace Insight helps to understand our Industry trends, Innovation Focus is the strategic part of work where we define our areas of R&D and Business Design contains the strategic blue print how the business is intended to work. Following the IBM BLM , HR uses predefined Business strategic input to determine the execution actions required. • Talent • Formal Organization • Climate & Culture • Critical Tasks

  27. Nurture the climate/culture High performing 360o of trust Deep engagement Influence Lead others Motivate Provide direction Extend influence beyond direct reporting chain/Beyond the enterprise Role model Develop Self Others Teams/Organizations Plan/Strategize Communicate vision Communicate intent Execute Prioritize Assign tasks Monitor progress Administer Obtain and allocate resources Coordinate among others involved Assess Self – strengths/weaknesses Others – strengths/weaknesses Organization – Climate + Employee Engagement Effectiveness and efficiency of systems and processes Progress toward goals External environment (e.g., economic trends, opportunities, threats, etc.) Core Leadership Functions All leaders have the responsibility to enable those above them and below them to accomplish their missions more efficiently and effectively

  28. Nurture the climate/culture High performing 360o of trust Deep engagement Influence Lead others Motivate Provide direction Extend influence beyond direct reporting chain/Beyond the enterprise Role model Develop Self Others Teams/Organizations Plan/Strategize Communicate vision Communicate intent Execute Prioritize Assign tasks Monitor progress Administer Obtain and allocate resources Coordinate among others involved Assess Self – strengths/weaknesses Others – strengths/weaknesses Organization – Climate + Employee Engagement Effectiveness and efficiency of systems and processes Progress toward goals External environment (e.g., economic trends, opportunities, threats, etc.) Core Leadership Functions All leaders have the responsibility to enable those above them and below them to accomplish their missions more efficiently and effectively