BEST PRACTICES DE UBER EN DESARROLLO HUMANO LATAM...BEST PRACTICES DE UBER EN DESARROLLO HUMANO...
Transcript of BEST PRACTICES DE UBER EN DESARROLLO HUMANO LATAM...BEST PRACTICES DE UBER EN DESARROLLO HUMANO...
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Best Practices de Uberen Desarrollo Humano
LatAm
…HR is not about HR but about helping the business win in the marketplace.
Source: Post Dave Ulrich LinkedIn, 2019
-Dave Ulrich
12XFY
9XFY
2015 2016
3XFY
2017
Uber Demand Latin America Growth
We’ve gone
from...
2015- 5 countries- 11 cities
...to
2019- 17 countries- 213 cities
in just 2.5 years!
Uber in Latin American is currently operating in 213 cities and 17 countries, with plans of
expansion to more than 200 cities and 30 countries.
So what happened behind the scenes?
Great !
● Young Leaders● 95% Millennials● Promos every 6 months● Culture chaos, big GAP on D&I● Hypergrowth
Systemic thinking
Challenges: The Solution:
4 ElementsSystemic thinking
1 2 3 4
LEADERSHIP
Managers and Leaders of leaders. Manager qualities and Leadership profiles
INDIVIDUAL GROWTH
Individual development plans and competencies / skills development
TEAMENABLEMENT
Teams across the region in different stages and processes.
ORGDEVELOPMENT
Culture norms, processes and Organizational development,
Deep Dive 1Individual Growth
Why Growth-based Approach matters for orgs?
Retention EngagementTransformation
of workBusiness
Outcomes
Career Growth Self-Assessment
How well do you know what you need to help yourself grow?
0 1 2 3 4 5
Not at all Very well
Why Growth-based Approach matters for orgs?
Retention Engagement Transformationof work
Business outcomes
Retention Engagement Transformationof work
Business outcomes
Why Growth-based Approach?
According to LinkedIn, the number one reason people leave their job is a lack of growth. Job switchers are most typically people who saw their job as a
dead end, so they left it for one that offered a chance to grow.
LinkedIn Global Job Seekers Survey (2015), n=10,000
Retention Engagement Transformationof work
Business outcomes
Why Growth-based Approach?
In an analysis of 500,000 employees across 8,000+ companies, employees’ satisfaction with the growth opportunities available to them was one of the
strongest drivers of their engagement (r= >0.75).
Quantum Annual Employee Engagement Trends Report (2018), n=500,000
Retention Engagement Transformationof work
Business outcomes
Why Growth-based Approach?
The skills needed for business performance are continuously evolving. Even technical jobs now require skills such as writing, research, problem-solving, and
teamwork. Development addresses skill shortages.
Deloitte’s Human Capital Business Trends Study (2018)
Retention Engagement Transformationof work
Business outcomes
Why Growth-based Approach?
Deloitte research found that companies with a stronger focus on Learning & Development had 37% greater employee productivity, had 34% greater customer
satisfaction and were 17% more likely to be a market share leader
Bersin by Deloitte, 2010, n=1,000 organizations
Creating a Growth Culture
“I don’t have a career path.”
“I want to grow myself to fill many different roles.”
Growth Continuum
High Performing
Teams
• Engagement• Retention • Upskilling• Business
outcomes
“I am looking for opportunities to develop”
“How do I get promoted?”
Design
• Education aligned with chosen career field
• Clearly laid out career path• New roles successively build
on previous experience
Discovery
• Education tangentially related or transferable to various fields
• Connections sought and made across varied career paths
• Core skills applicable to various roles
How our careers (actually) unfold
Default
• Career interests pre-determined by influencers
• Education and career choices follow in footsteps of role models or mentors
High opportunism
High intention
Drift
• Multi-faceted career defined by exploration and openness to possibilities
• Skills and experience driven continuous learning and change
Earn our customers’ love
The future of work = Growth
95%of people believe they
need new skills to stay
relevant at work.
of young people enter the workforce in jobs that will be radically impacted by automation
of the jobs available in 2030 haven’t even been invented yet!
70%
85%
Source: Mckinsey 2017
Growth-based careers prioritize experiences over promotion rate
Deep Dive 2Team Enablement
Tuckman’s 4-stage model
Forming
Storming
Norming
Performing
Tailored made solutions
Forming Storming Norming Performing
New Leader
Assimilation process.
DISC - Trust
Building team purpose.
5 behaviors of a
cohesive team full day
Workshop.
Team check-up
process.
Horizons alignment
and 5 behaviors re-
visit.
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