IBM Top Company for Developing Leaders Forwardthinking proactive

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IBM: Top Company for Developing Leaders Forward-thinking proactive initiatives Differentiated business results Innovation in

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 2 © 2010 IBM Corporation

The New IBM Leadership Framework 4 © 2010 IBM Corporation

The New IBM Leadership Framework 4 © 2010 IBM Corporation

IBMers at Our Best или Что отличает сотрудника IBM от других Expertise 5 ++

IBMers at Our Best или Что отличает сотрудника IBM от других Expertise 5 ++ Capabilities ++ Leadership Job Role Expertise: Career Capabilities: IBM Competencies: Combination of skills and behaviors required to perform a specific job at IBM. The broader qualifications to grow and flourish in a chosen career at IBM. Leadership behaviors unique to IBMers that distinguish the company. © 2010 IBM Corporation

Business Evolution Requires Leadership Evolution New themes 2010 Thinking systemically 360 Degrees” of Trust

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

Leadership Framework IBM’s Business Leadership Model 7 © 2010 IBM Corporation

Leadership Framework IBM’s Business Leadership Model 7 © 2010 IBM Corporation

Стать сотрудником IBM@ 8 © 2010 IBM Corporation

Стать сотрудником [email protected] 8 © 2010 IBM Corporation

Transformation into an IBMer Succeeding@IBM spans two years and is customized to address the

Transformation into an IBMer [email protected] spans two years and is customized to address the needs of different segments of the new employee population. [email protected] 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. 9 Recruitment Orientation Acclimation Validation Integration Prior to hire date Months 1 -3 Months 4 -9 Months 10 -12 Months 13 -24 © 2010 IBM Corporation

Resources for new employees are integrated into a single, holistic experience. The Program organized

Resources for new employees are integrated into a single, holistic experience. The Program organized into 4 Key Areas: Discover IBM includes customized Learning Plans comprised of formal and informal development activities, offering insight into our company’s Values, history, people and work. Share and Connect provides 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. Discover IBM Resources for Supporting Roles Pre-employment Learning ASEAN Connections Traditional Hire Learning Plan Career Advisors Acquired & Outsourced Learning Plans Career Coaches Integrated New Leaders Learning Plans Royal Blue Ambassadors Grass. Roots Community Share and Connect HR Partners [email protected] Community HR Transition Managers India Grass. Roots Community Interviewers IBM Story Wiki Managers New Hire Network Mentors Acquisition Integration Community Recruiters Royal Blue Ambassadors Grow My Career offers resources and experiences that lead new employees to quickly leverage the IBM Career. Smart framework and effectively develop as IBM professionals. Grow My Career Advisors Career Coaches Mentors Find Support provides easy access to people, web sites, FAQs and other sources of help for employees in their initial years at IBM. [email protected] Facilitators IBM Career. Smart Connections Coaches Royal Blue Ambassadors Supporting Role Resources also consolidated within [email protected] HR Transition Managers Career Coaches Mentors Connections Advisors Career Advisors 10 © 2010 IBM Corporation

Andrew’s Exec Development Dashboard Overview ХХХХХХ 2010 ER Commitments 1) Mentor/Sponsor minimum 3 local

Andrew’s Exec Development Dashboard Overview ХХХХХХ 2010 ER Commitments 1) Mentor/Sponsor minimum 3 local country resources (1 female) – candidates from key country & IMT benches 2) Minimum 2 Executive Job Shadows to key potentials (Bd 10) from IMTs 3) Minimum 4 Exec Interviews with defined ERs & Next. Gens 4) 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 2 HY currently being planned GM & LOB Leader Pipeline: – Act as Observer at ADEPT CEEMEA - September 2 & 3. Shadows & Exec Interviews : Shadows (2): (1 HY) NAME, (Q 3) NAME (3 -4 days) EIs (4): NAME, (Q 1) NAME, (Q 2) NAME, (Q 3) NAME, (Q 4) ** (Focus on Female and Country Diversification) 12 Early Pipeline: – Sponsor CEEMEA Next. Gen Program – 2 HY Female Pipeline: – Lead Diversity Pillar for CEEMEA © 2010 IBM Corporation

Mentoring at IBM: Connecting the pieces Organizational Intelligence ü Bridge skill & knowledge gaps

Mentoring at IBM: Connecting the pieces Organizational Intelligence ü Bridge skill & knowledge gaps 1. Expert Mentoring 2. Career Guidance 3. Socialization ü Grow our business globally Connecting People ü Engage employees ü Collaborate across ü Develop relationships geographies, disciplines, generations that foster innovation ü Foster our values ü Employees feel valued Business Impact ü Gain competitive advantage ü Low cost, effective learning ü Reduce attrition ü Promote diversity ü Increase engagement 1. Simple 2. Operational 3. Pervasive 13 ü Drive innovation & productivity © 2010 IBM Corporation

What is the role of the Mentor? Be fully committed to the mentoring relationship,

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 14 © 2010 IBM Corporation

Top 10 characteristics for mentoring Characteristics of a Mentor Characteristics of a Mentee Organizational

Top 10 characteristics for mentoring Characteristics of a Mentor Characteristics of a Mentee Organizational knowledge and extensive network of resources Goal oriented Exemplary leadership and interpersonal skills Has the experience, skills and knowledge required by the mentee Maintains high standards and commitment to excellence Willing to be an advocate and supporter Willingly shares career successes and challenges Self confidence and ability to affirm others Creates a climate that fosters learning Articulates organizational culture and business strategy Models the IBM Values 15 Motivated to take responsibility for selfdirected growth Actively seeks learning opportunities Examines and expresses developmental needs Demonstrates follow through of all aspects of the relationship Receptive to constructive feedback and coaching Open to new perspectives and diversity of thought Sets high and realistic expectation of performance Constructively challenges assumptions Committed to facilitating a successful relationship © 2010 IBM Corporation

Explore Mentoring Home Page Link from Your Career Write to us Updates and links

Explore Mentoring Home Page Link from Your Career Write to us Updates and links Handy Flipbooks http: //w 3. ibm. com/hr/careerplanner/mentoring 001. html 16 © 2010 IBM Corporation

Explore Mentoring Learning Suite http: //learning. atlanta. ibm. com/hr/global/learningsuites/mentoring. nsf/Pages/Home. Page 17 © 2010

Explore Mentoring Learning Suite http: //learning. atlanta. ibm. com/hr/global/learningsuites/mentoring. nsf/Pages/Home. Page 17 © 2010 IBM Corporation

Up-line / Executive Leaders Leading Organizations Front-line Leaders Leading Teams Emerging Leaders IBM Values

Up-line / Executive Leaders Leading Organizations Front-line Leaders Leading Teams Emerging Leaders IBM Values en m Te ch Tr an nica si tio l Le a n/ Co de re rsh Pe ip rfo De rm ve an lop ce m De en ve t lo p o el v t De en d m te op a l r le ve e e c D Ac ed t R G era C R/ cel L c A BT U M G t t en m p Leadership Framework Sr. Executive Leaders Leading the Enterprise IBM Competencies Leadership Development Program Framework Building the Leadership Foundation 18 © 2010 IBM Corporation

IBM: A Century-long Legacy of Leadership and Success “I believe the real difference between

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 20 © 2010 IBM Corporation

Core Leadership Attributes Integrity – Ethical/Model IBM Values Competencies/Derailment Factors Deep expertise in a

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 21 © 2010 IBM Corporation

A definition of “competency” Necessary for top performance but not sufficient Easier to see

A definition of “competency” Necessary for top performance but not sufficient Easier to see and develop A competency is … … 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 22 Skills Knowledge Values/Social Role Self-image Assumptions Traits Motives Harder to see and develop Characteristics that lead to long-term success © 2010 IBM Corporation

IBMers at our best: Our Competencies Embrace challenge Help IBMers succeed Partner for clients’

IBMers at our best: Our Competencies Embrace challenge Help IBMers succeed Partner for clients’ success Communicate for impact Collaborate globally Continuously transform Act with a systemic perspective Influence through expertise 23 23 Build mutual trust © 2010 IBM Corporation

Mapping of New Competency Model vs. Leadership Competencies Year 2010 New Competencies Current Leadership

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

IBM’s Business Leadership Model (BLM) 25 © 2010 IBM Corporation

IBM’s Business Leadership Model (BLM) 25 © 2010 IBM Corporation

Linkage between Business Startegy and Enterprise Assessment as a HR Initiative The Strategy defines

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 26 © 2010 IBM Corporation

Core Leadership Functions Nurture the climate/culture – High performing – 360 o of trust

Core Leadership Functions Nurture the climate/culture – High performing – 360 o 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. ) All leaders have the responsibility to enable those above them and below them to accomplish their missions more efficiently and effectively 27 © 2010 IBM Corporation

Core Leadership Functions Nurture the climate/culture – High performing – 360 o of trust

Core Leadership Functions Nurture the climate/culture – High performing – 360 o 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. ) All leaders have the responsibility to enable those above them and below them to accomplish their missions more efficiently and effectively 28 © 2010 IBM Corporation