《聯(lián)合利華的職業(yè)生涯管理》英文 47頁

1、,,,Increase revenue growth to 5% per annumIncrease operating margin from 10% to 15% by 2004Deliver an incremental €2.7billion in operating profit by 2004,Path to Growth identifies what we will do to deliver on our prom

2、ises to shareholders:,Provide Unilever with the platform to deliver sustainable growth,Note: Figures do not include Bestfoods,,Unilever,Peer Group,Unilever Share Price Performance v Peer Group “Shadow”,(Based on Quarterl

3、y Average Share prices),,Why do we need the Path to Growth?,The Market is concerned about our ability to execute our strategy,Peer Group:Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette,

4、Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico,Unilever Share Price Performance v Peer Group “Shadow”,,,Path to Growth -- 6 primary strategic thrusts,,,What is o

5、ur strategy for the Path to Growth?,,,,World Class Supply Chain,We aim to: Close the gap to world class in supply chain within three yearsBy: Establishing a Global Buying programmeEstablishing a world class manufac

6、turing programmeResulting in (approximately):100 fewer manufacturing sites€€1.6 billion buying savings by end 2002€€0.5 billion manufacturing savings per annum,,,“The only way to safeguard our position is to perform,

7、 to deliver, and to grow our business.”,Depth and breadth of the Supply Chain Professional SkillsAn excellent overall understanding of the business, it’s processes and their linkagesBusiness behavioursOutstanding p

8、erformance,Supply Chain - What does it take to succeed?,The Supply Chain Process Model,Supply Chain - the Heart of Operations,Plan/SourcePlan/MakePlan/DeliverPlanning links the processes together,Driving Value Creati

9、on in the Supply Chain,‘Beating the Fade’:continuous innovation and cost savingsGrowth through:making new products availableimproved distributionbetter customer serviceIncreased margins through:cost savings along

10、the supply chainoverhead cost reductionreducing complexityCapital efficiency improvements: minimising investment in plant & equipment and inventories,These elements together contribute more than 50% of Unilever’s

11、 total Value Creation,Organisational Development,Business has moved, and continues to move, towards process managementEmergence of Supply Chain process rolesA career in the Supply Chain requires development of

12、breadth and depth of skills, Leadership competencies, and experience,What do Supply Chain people in Unilever do?,Roles in different parts of the organisationfactoriesregional supply chainsbusiness groupscorporate cen

13、treRoles:with strategic focusin a more operational environment, Roles in various parts of the supply chain: Plan–Source–Make–DeliverRoles which focus onthe multi-local aspects of the business at a national or regio

14、nal levelthe multinational aspectsRoles in related professions, e.g. R&D, Customer ManagementRoles in QA, SHE and Technical Management,Building Successful Careers Focuses On:,Processes and tools used in career dev

15、elopmentKey career building blocksCareer phasesThe need for breadth and depth of skills and experienceThe impact of each individual’s potentialThe importance of tactical and strategic career planningThe need

16、for a global perspectivePlanning life and career,Building Careers - Key Principles,Successful careers are based on outstanding performance founded on skills, competencies and experience,Experience,ProfessionalSkills,L

17、eadershipCompetencies,Performance,Building Careers - Key Principles,Successful careers are based on outstanding performance founded on skills, competencies and experience,Experience,ProfessionalSkills,LeadershipCompet

18、encies,Performance,,,The Leadership Growth Competencies,,Focus on Growth (in every sense),,What is the Leadership Growth Profile?,It is : A leading edge competency model that focuses on driving growth throughout the bus

19、inessA tool for development and assessment of performanceBy helping our leaders grow, we will grow our businessApplicable to everyone at WL2 and above,,Why we need to develop Competencies?,SUPERIOR JOB PERFORMANCE,,,C

20、ompetencies,Knowledge & Skills,,,Personal characteristics (values, traits, motives) shaping HOW the job is undertakenMeasured by clearly observable behaviour,Transferable knowledge and abilities (professional and ge

21、neral) to do WHAT is required by the jobMeasured by demonstrated capability,,What are Competencies?,“ … underlying characteristics that are directly related to superior performance in a given role”skills - what you kn

22、ow how to do e.g. make an effective presentationknowledge - what you know e.g. theories of effective presentation self image - how you see yourself e.g. public speakervalues - what you think is important e.g. achievin

23、g excellence traits - relatively enduring characteristics e.g. self-control ‘big picture’ thinking motives - the unconscious factors that drive behaviour; they are intrinsically satisfying and rewarding e.g. achieveme

24、nt,,The Iceberg Model,,Necessary butnot sufficient,Distinguish effective performance,},Acquired capability,Deeper seated traits and motives,A competency: any characteristic of a person that differentiates outstandi

25、ng from more typical performance in a given job, role, organization or culture.,,Competencies are:,observable and measurable behavioural characteristics that can be developed based on the business needs of today an

26、d tomorrow factors which drive superior performance in a given job,,How was the LGP developed?,Step 1:Was developed by a rigorous research process:Assessment of Unilever’s business context, the challenges facing lea

27、ders and the capabilities needed to achieve growthIn-depth research of 39 Unilever ‘growth’ leadersInterviews and feedback from colleaguesComparison of the Unilever ‘growth’ leadership characteristics to a world-class

28、 benchmark sampleLarge international organisationsAchieved substantial growth in own sectorsResult: LGP was rolled out to WL6 and 5 in 2000,,How was the LGP developed?,Step 2:Focus groups and interviews with WL2, 3

29、and 4 in 14 countries around the worldTested relevance and made relevant adjustmentsResult: Now rolling out to all WL2+ managers across Unilever,,How were the Criteria Established?,Original Research Compared and Contr

30、asted Two Groups,,,,,,Current SuperiorLeaders,Current OutstandingLeaders,“Baseline”CompetenciesBoth groups show,“Distinguishing” CompetenciesOnly outstanding show,,,,How were the External Benchmarks used?,Compar

31、ed both groups to competencies required to meet the future strategy and against the external benchmark population,,Externalbenchmark of ‘worldclass’leaders,,,,,,Current SuperiorLeaders,“Baseline”Competencies,“Dist

32、inguishing”Competencies,,,PotentialVulnerabilitiesEven the best needto show more,,,Current OutstandingLeaders,,What makes a world-class leader of growth?,World-class leaders of growth:Driven by bigger ambition and

33、 drive for step change Generate and encourage ‘big’ thinking Are highly ‘street smart’ and savvyThink and act over a longer term perspectiveEnergise others for significant change Demonstrate a greater focus on ind

34、ividuals - developing, empowering and holding them accountableUse highly effective influencing strategies to gain support: they know how to orchestrate the organisation - colleagues, bosses, their teamsHow does Unilev

35、er measure up?Although the best of the Unilever sample demonstrates these behaviours and creates growth orientated climates, we are often still more ‘controllers’ than ‘enablers’ in our leadership style. We are good, b

36、ut we know we can be better,,How is the LGP different?,Directly related to our current business agenda - GrowthExternally benchmarked against the bestOne set of competencies for all levelsCreates a focus on developmen

37、t of outstanding leaders at every levelIt is easily modified to support future new business goalsAs a result, LGP will replace the ‘Effective Unilever Manager’ competencies,Achieves through integrity, teamwork and lea

38、rning,Self Confident IntegrityTeam CommitmentLearning from Experience,Possesses the intellectual power to determine direction,Ensures that direction is market driven,Delivers through people,Acts decisively to improve p

39、erformance,Clarity of PurposePractical CreativityObjective Analytical Power,Market Orientation,Leading OthersDeveloping OthersInfluencing Others,Entrepreneurial Drive,Builds Commitment to Growth Strategic Influenci

40、ng Team Commitment Team Leadership,Drives for Growth Seizing the Future Change Catalyst Developing Self & Others Holding People -Accountable Empowering Others,Creates a Growth Vision Passion for Growt

41、h Breakthrough Thinking Organisational Awareness,Supply Chain - What does it take to succeed?,Leadership Growth Competencies,,LGP - The Levels,Four levels:Foundational DevelopingGrowthWorld ClassExample: Passion

42、 for Growth,Are highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the business,Are ambitious for excellence and constantly search for opportunities to impro

43、ve the business,Set challenging growth goals for themselves and others and put into place plans to achieve these,Take significant entrepreneurial action and ask “what is possible?” to ensure growth opportunities are real

44、ised,Foundation Level,Developing Level,Growth Level,World Class Level,,LGP - The Levels (continued…),Behaviours needed to demonstrate World Class are very stretchingThis reflects our business targetsWe can’t have signi

45、ficant growth without an incremental shift in behaviourBut…..These behaviours are not beyond our capabilitiesWe need to make our people development a higher priorityTo help people assess their performance against th

46、e profile, target criteria have been established for each work level,,,,,,Passion for GrowthDoes this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?,Measure performance against internal and

47、 external benchmarks Make specific changes to improve performance (e.g. re-engineer processes to be faster, more efficient) Focus on raising quality and customer and consumer satisfaction Stimulate and encourage othe

48、rs to bring about performance improvement for the business,Create stretching but achievable goals to align own activities with growth initiatives Aim to find and realise new growth opportunitiesAlign own activities and

49、 goals with growth initiativesAim for performance excellence through own effortsStimulate growth by bringing about step change improvements,Aim to make the impossible possibleEntrepreneurially commit significant inves

50、tments to reap major rewardsDefy conventional wisdom and internal opposition to achieve major growthCreate new markets by exploiting growth opportunitiesObsess with growth and focus on delivering new ways to gain comp

51、etitive advantage,Ambitious to hit set targets and standardsDeliver on commitments made to othersPersist in overcoming obstacles to successTake full responsibility for delivering their contribution to the business,Are

52、 highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the business,Focus on business improvement and are ambitious for excellence, constantly search for opport

53、unities to improve the business,Set challenging growth goals for themselves and others and put into place plans to achieve these,Take significant entrepreneurial action, and ask “what is possible?” to ensure growth oppor

54、tunities are realised,Foundation Level,Developing Level,Growth Level,World Class Level,Outstanding individuals radiate a Passion for Growth, the personal drive that enables individuals to go the extra mile in delivering

55、excellent performance. They recognise that everyone has a contribution to make to ensure that Unilever achieves its growth objectives. Outstanding individuals constantly push the boundaries of excellent business, ask bi

56、g questions about what is possible and then take significant entrepreneurial action over time to expand the horizons of the business. Success is the delivery of sustainable profitable growth..,Negative Indicators:Too

57、 busy dealing with immediate, urgent issues to look for new growth opportunitiesSettle for the status quo - take no action to improve mediocre performance,Easily side-tracked from important growth goalsUnconcerned abou

58、t missing deadlines or failing to meet business objectivesDo not take responsibility for contributing to growth objectives,Links with: Organisational Awareness,,,,,,,,,,,,,,LGP Guideline criteria for work levels,,,,,WL

59、6,Meets WL4 target and has at least one World Class competency in each cluster,WL5,Meets WL4 target and has one World Class competency in each of two clusters,WL4,WL3,WL2,Two in each cluster at Growth including one of Se

60、izing the Future and Change Catalyst and one other from the same clusterNo negative indicators,,Most competencies at Developing level. At least one competency in each cluster at Growth level,More competencies at Develop

61、ing level than at Foundation,,,,,,,Using the LGP and Competencies,Talent Management,Coaching &Mentoring,Reward forGrowth,Ranking,Listing,,,,,,,,PDP/Development,,LeadershipGrowthProfile,,Where has LGP been used

62、so far?,Already used for:Assessment of all WL5 and WL6Personal development planning for WL5/6Executive selectionOne element of WL4 assessment in Unilever/Bestfoods merger,,Going Forward - Future Uses of LGP,The LGP w

63、ill be used in:PDP - in all organisations for WL2 and above by 2002/2003 PDP cycleIndividual performance and capability will be assessed against the LGP competencies based on previous 2 - 3 years’ dataSelf-assessment

64、and personal development planningListingRanking for WL4 (others may follow)Assessment, selection and recruitment of all posts at Graduate level and above,,Next Steps for you,Access the ‘How good can I be?’ document on

65、 the HR website [address] to understand the model, the competencies within it and how to use the modelStudy the target criteria for your role and work level in the documentConsider your strengths and development needs

66、against the modelWork with your manager and your employees (either in the PDP process or independently) to identify critical gaps to close - and build and implement an action plan,Building Careers - Key Principles,Succe

67、ssful careers are based on outstanding performance founded on skills, competencies and experience,Experience,ProfessionalSkills,LeadershipCompetencies,Performance,,,,,,Supply Chain Professional Skills,Job Skills Profil

68、eAbilities to do the job well now + future.,Person Skills ProfileMy current abilities.,Difference,PersonalDevelopmentPlan,GAP ANALYSIS,,,,,,2. Integrated Supply Chain Modelling and Design,Integrated/CollaborativeS