CODE Para Gerentes Nov09
Transcript of CODE Para Gerentes Nov09
Oct, 2 2009CODE
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Ambición: Constuir una cultura distintiva de liderazgo
DANONE LEADERSHIP “CODE”
HH OO EEPP
Changing Environment
Leadership criticality
DanoneValues
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Danone Leadership CODE
C OMMITTED (Comprometidos) O PEN ( Abiertos ) D OERS ( Ejecutores )E MPOWERING ( Responsabilizar y hacer que la gente crezca )
Los líderes en HOD México deben ser:
Video
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Committed ( Comprometidos )• Aportar todo el potencial propio
• Inspirar y Ser la Vision, Compartir la Misión para generar compromiso.
• Actitud de poder hacer, fijarse objetivos altos y alcanzarlos
• Key para el performance. Entregar resultados
• Estar cerca de la gente para sacar todo el potencial.
• Está relacionado con ser optimistas de saber que podemos sacar el resultado.
• Comprometidos a generar resultados ambiciosos.
Danone Leadership Code: Cultura de liderazgo distintiva del Grupo inspirada
por los valores
Committed
Danone Leadership Code: Cultura de liderazgo distintiva del Grupo inspirada
por los valores
Open ( Abiertos )• Estar conectado con los demás, tanto internamente con los
demás en la empresa como con el exterior.
• Romper la barrera con el jefe ( miedos )
• Escuchar a todos con empatía y straight talk( hablar claro y directo )
• Estar totalmente abierto a interactuar con todo tipo de personas y formas de pensar. ( diversidad ).
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Committed
Danone Leadership Code: Cultura de liderazgo distintiva del Grupo inspirada
por los valores
Open
Doer• Walk the talk: hacer que las cosas se hagan
• Hacer uno mismo las cosas
• Ser pragmáticos, veloces, ágiles, directos al punto y sacar el resultado
• Estar preparado para tomar rápido la acción.
• Tomar la responsabilidad y el riesgo por enseñar el camino a seguir: dejar hacer
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Committed
Danone Leadership Code: Cultura de liderazgo distintiva del Grupo inspirada
por los valores
Open
Empowered• Tomo la responsabilidad y hago que tomen su
responsabilidad cada reporte directo y el equipo.
• Todos tienen el poder de tomar sus decisiones.
Doer
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Committed
Danone Leadership Code: Cultura de liderazgo distintiva del Grupo inspirada
por los valores
Open
Empowered Doer
Questions ?
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Auto Evaluación en CODE
Estar adelante para crear resultados sin precedente
Habla directo y escucha con empatía.
Comprometer y alinear a los equipos
Pos
ibili
dade
s: E
star
en
el fu
turo
y c
rear
pos
ibili
dade
s
Com
prom
iso:
hac
er lo
nec
esar
io p
ara
que
las
cosa
s su
ceda
n, p
erso
nalm
ente
o p
or m
edio
de
tu e
quip
o pe
ro lo
gran
do e
l res
ulta
do
Ren
dir c
uent
as: a
ctua
r par
a lo
grar
resu
ltado
s, re
spet
ar
prom
esas
y c
ompr
omis
os
Hab
la d
irect
o &
retro
alim
enta
ción
con
stru
ctiv
a: d
ecir
lo
que
quie
res
y se
r lo
que
dice
s. U
tiliz
ar e
l coa
chin
g vs
co
ntro
l
Est
as a
bier
to a
esc
ucha
r sin
inte
rrum
pir,
ente
ndie
ndo
y pr
egun
ando
lo q
ue n
o en
tiend
es
Apr
ende
r de
los
dem
ás: I
nter
acci
ones
inte
rnas
y
exte
rnas
par
a co
mpa
rtir l
a ex
perie
ncia
Res
pons
abili
dad:
hab
ilida
d pa
ra re
spon
der,
iden
tific
ar
el im
pact
o de
las
acci
ones
ó n
o ac
cion
es
Bre
akdo
wn
to b
reak
thro
ugh,
los
brea
kdow
ns s
on
inev
itabl
es c
uand
o se
bus
can
resu
ltado
s si
n pr
eced
ente
s
Res
ulta
dos
y A
ccio
nes:
Par
arse
en
el fu
turo
y
trans
form
arlo
en
acci
ones
. Ret
an lo
s ob
jetiv
os p
ara
ver
lo q
ue fa
lta p
ara
crea
r el f
utur
o.
Facu
ltar a
l equ
ipo:
Fom
enta
n la
coh
esió
n y
el
dese
mpe
ño c
olec
tivo.
Equ
ipos
de
alto
des
empe
ño: F
omen
tar l
a ex
cele
ncia
tra
nsve
rsal
, inn
ovac
ión
y en
don
de c
ada
mie
mbr
o de
l eq
uipo
dem
uest
re u
n fu
erte
com
prom
iso
en e
l cr
ecim
ient
o y
éxito
.
Act
itud
de c
oach
: Con
stru
ir so
bre
las
forta
leza
s,
incr
emen
tar e
l des
empe
ño.
Auto Evaluación
Ejecutor para entregar resultados claros y rápidos
Facultados para energizar y desarrollar a la gente
Diferentes conversaciones acerca del futuro, para crear acciones sin
precedentes. Incrementar el nivel de compromiso.
Incrementar las habilidades para crear relaciones auténticas y empáticas.
Romper la cultura de silos
Pensar diferente para crear resultados sin precedentes
Crear las condiciones de empowerment en una estructura delgada. Crear una cultura
de coaching, preparar contratos de crecimiento
Inspirar y ser la visión Conectarse dentro y fueraTomar la responsabilidad y riesgos para
el futuroFomentar "great place to grow"
Comprometidos a construir un futuro ambicioso
Abierto a vincularse y compartir con los demás
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New managerial
competencies
HR Processes : “CODE Inside”
Changes for 2010 PDR (opening Dec 2009)
New Performance & Objectives
Model
New Potential& Career
Model
RecruitmentTo come:Recruitment guidelines &
process
ManagerialDevelopment
From Inductionto Learning Programs
Danone Leadership College
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For every Danoner
The New managerial competencies
From old 12 managerial competencies Develops business
Achieves results effectively
Anticipates / is proactive
Brings a strategic contribution
Develops cross-functional effectiveness
Leads and drives for change
Builds high performing teams
Develops people with talent:Provides feedback – Coaches and provides a learning environment
Communicates well with senior management
Is able to take measured risks and to innovate
Has passion for excellence
Displays resilience, determination and flexibility
To the 4 CODE leadership attitudes
Committed
Open
Doer
Empowered
Scale of evaluation:• Role model • Superior• Good• Low
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New managerial
competencies
HR Processes : “CODE Inside”
Changes for 2010 PDR (opening Dec 2009)
New Performance & Objectives
Model
New Potential& Career
Model
RecruitmentTo come:Recruitment guidelines &
process
ManagerialDevelopment
From Inductionto Learning Programs
Danone Leadership College
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The Performance Model
“Performance is based on overall contribution and annual individual
objectives assessment, taking into account the context and the way objectives have
been met”
“Performance is based on overall contribution and annual individual
objectives assessment, taking into account the context and the way objectives have
been met”
1. Outstanding
2. Exceeded expectations
3. Fully met expectations
4. Improvements needed
5. Below expectations
New in PDR :
Evaluating the What + How
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The Performance Model – New scale
1 Outstanding
Outstanding performance in nearly all respects : went far beyond his/her role, significantly exceeded most of objectives, achieved sustainable results even in a challenging context, exemplified CODE
2 Exceeded expectations
Recognized high performance, regularly went beyond her/his role and exceeded most of objectives . Made a significant contribution to the business and teams. Displayed consistent CODE attitudes most of the time.
3 Fully met expectations
Fully met expected performance, played her/his role, achieved objectives, even exceeded some. The quality of results was good and attitudes were displayed in line with CODE
4 Improvements needed
Performance not fully at expected level. Tasks, assignments and objectives were carried out but occasionally required improvement on results or attitudes regarding CODE. An action plan must be set up
5 Below expectations
Performance below expectations. Tasks, assignments and objectives were not properly handled or attitudes needed changes regarding to CODE. Underperformance must be understood and quick corrective actions are required.
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Because our business model is about Economic & Social, because we believe inthe contribution of each individual…We define 3 categories of objectives
ECONOMIC: to deliver collectively the short term expected results, to producethe financial means for our Ambitions
SOCIAL: to ensure a Danone Way of doing business, WITH Health, Nature and People streams, to build the Danone Social Ambitions
BUSINESS DRIVERS: to ensure the monitoring of projects and commitments, short or long term to transform People, Organizations and Way of doing business
New Objectives model for business alignment…
3 categories don’t mean one third by objective !
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New managerial
competencies
HR Processes : “CODE Inside”
Changes for 2010 PDR (opening Dec 2009)
New Performance & Objectives
Model
New Potential& Career
Model
RecruitmentTo come:Recruitment guidelines &
process
ManagerialDevelopment
From Inductionto Learning Programs
Danone Leadership College
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The NEW Danone potential & career modelSustained Performance
CODE
Company mismatchCompany mismatch
ConfirmedConfirmed
+-
Above expectations (Average perf over3 years at 3 or less)
Below expectations(Average perf over 3 years
above 3)
SUPERIORGOODLOW ROLE MODEL
Key Professional
DevelopmentPotential
Lateral evolution or take 1 level
over time
Grow 1 level from current position
within 3 to 5 years
Grow 2 levels from current
position within5-7 years
Career Outcome:
Exit Lateral evolution
High Potential
Job Mismatch(cannot be used 2 years in a row)
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New managerial
competencies
HR Processes : “CODE Inside”
Changes for 2010 PDR (opening Dec 2009)
New Performance & Objectives
Model
New Potential& Career
Model
RecruitmentTo come:Recruitment guidelines &
process
ManagerialDevelopment
From Inductionto Learning Programs
Danone Leadership College
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A New Recruiting Approach
Open Sourcing with CODE insideOpen Sourcing with CODE inside
Out of the box
taskforce
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2009/2010ASR
(old potential & perf)
2009/2010ASR
(old potential & perf)
CBUPeople Review
CBUPeople Review
2010
PDR Evaluation
(100% new system)
2010
PDR Evaluation
(100% new system)
New PDR 2010 Template
New PDR 2010 Template
2010CODE evaluation + Objectives setting
2010CODE evaluation + Objectives setting
Use new objectives formatUse new objectives format Use new potentialUse new potential Use CodeUse Code
Use new PerformanceUse new Performance
Launch of
2010PDR, IDP campaign
Launch of
2010PDR, IDP campaign
JAN FEB DECNOV MARCH2010DEC . . .
No change for 2009 PDR
Change for 2010 PDR (opening dec 2009)
Implementation plan
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24/25/26 nov HR
leadership team
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Webinar/meeting to HRDs
during regional/WWBU
meetings
Now it’s yours !! (Empowered )
Dan 2.0 HR Communities’ communications
Specific client
support on D-day
October November December
HRD
Allmanagers
Webinar to HRD’s(today)
Sametimewith HR
managers (training on
the new tool )Support HIRIS
team
HR managers
Sametimewith HR
managers (presentation
+ Q&A)
Toolkit
In CBU Meetings withCODI / Team Leaders (HRDs)
Learning solutions
Questions ?