WD40 Company Strategic Talent Development Association for Talent
- Slides: 32
WD-40 Company Strategic Talent Development Association for Talent Development January 19, 2016
"The earliest and most basic definition of community - of tribe - would be the group of people that you both help feed and help defend. " - Sebastian Junger's Tribe
Learning & Teaching Succession & Innovation Values Community & Belonging Circle of Safety Warriors Specialized Skills Providers © 2015 The Learning Moment Inc. All rights reserved. Do not duplicate Ceremony & Celebration
Strategic Talent Development 1. Our First Principles of Talent Development 2. Translating Strategy to Organizational Design 3. Translating Design to Talent Requirements 4. Catalyzing Individual Commitment 5. Leadership’s Accountabilities 6. Measuring Progress
1. Our First Principles of Talent Development
We Believe in Individual Accountability • Each Tribe member is accountable for their own future, nothing is “owed” • We invest in people who demonstrate that they will invest in themselves • We teach accountability and we expect it • We employ the spirit of the “Maniac Pledge”
The Maniac Pledge "I am responsible for taking action, asking questions, getting answers, and making decisions. I won't wait for someone to tell me. If I need to know, I'm responsible for asking. I have no right to be offended that I didn't 'get this sooner. ' If I'm doing something others should know about, I'm responsible for telling them. "
Talent Development is an Opportunity, Not a Right All programs are voluntary to attend All levels in the organization can participate; we do not segregate participants by position in the hierarchy of roles and responsibilities Participants must still achieve expectations and goals; no “slack” for participating Tribe members must express their interests, curiosities and ambitions, then demonstrate that they have earned the support
We Teach People What and How to Teach Talent development is the accountability of every leader who has responsibility for the livelihoods of others Therefore leaders must know the principles of human development in a business context, and how to apply them
2. Translating Strategy to Organizational Design
The Flow of Organizational Design VALUES STRATEGY GOALS FUNCTIONS METRICS RESULTS
VALUES STRATEGY GOALS FUNCTIONS METRICS RESULTS POSITION DEFINITION PERFORMANCE EXPECTATIONS COMPENSATION LEADERSHIP
LEADERSHIP HIRING SETTING EXPECTATIONS TRAINING COACHING
3. Translating Design to Talent Requirements
Competency-based Position Definitions What is the purpose of the role? Why does it exist? What results is the role accountable for? What are the problem-solving requirements for the role? What are the knowledge, skill and ability requirements for the role? What are the developmental opportunities for the incumbent within the role?
Job Evaluation Factors Accountability Problem Solving Know-How • Jobs exist to achieve an end result • Output • To achieve this end result, incumbents must solve problems, create methods, analyze metrics and apply judgment to make good decisions • Process • This requires knowledge, skills and abilities consistent with the scale and complexity of the results to be achieved • Input
4. Catalyzing Individual Commitment
“Don’t just mark my paper. Help me get an ‘A’!”
Employee Engagement 93% I LOVE to tell people I work for WD-40 Company 98% I respect my coach 96% I have the FREEDOM to decide how to accomplish my objectives 92% I feel my opinions and values are a good fit with the WD 40 Company culture 99%
5. Leadership’s Accountabilities
Tribal Leaders are Teachers First Our Leadership Laboratory teaches leaders how to be educators through content that includes, among sixteen specific topics: Principles of Human Behavior for Leaders Principles of Adult Learning Building a Culture of Accountability Accountable Communication Engaging in the Development Dialogue Constructively Resolving Conflict Strategic Thinking Problem-solving and Decision-making
Tribal Leaders are Examples of Our Values in Action • Do the right thing • Create positive lasting memories in all our relationships • Succeed as a Tribe while excelling as individuals • Make it better than it is today • Passionately own it and act on it • Sustain the WD-40 Co. economy
Leaders Are Accountable For… Others’ productivity and quality of performance Creating the working environment that promotes engagement Coaching others to achieve their professional goals
6. Measuring Progress
Leadership Lab Participation * Customized for MD market partners
Bench Strength All key positions have identified candidates for succession, at varying levels of preparedness We are able to fill almost all of our roles with internal promotions; some exceptions related to new types of positions that didn’t exist previously We have made significant changes in organizational design in the last five years, without loss of momentum We have very low turnover, globally
Business Results In the last five years we have: • Opened two new direct markets • Hired 40% of our current global workforce • Achieved record profits in each of the last four years • Reached record share price levels, with nearly 300% appreciation since 2011 • Launched dozens of new products around the world with commercial success • Maintained over 90% employee engagement
Questions…?
Appendix: Formal programs for Tribe development • Leadership Laboratory 1. 0 • 12 courses to form a foundation • Leadership Laboratory 2. 0 • 4 courses that go deeper into critical skills • Leadership Laboratory 3. 0 • Case study-driven team problem solving and course on strategic thinking
Appendix: Formal programs for Tribe development • Master of Science in Executive Leadership at USD • 2 Tribe members/year selected from applicants • Bachelors and Graduate degree program support through educational reimbursement • Ongoing professional education conferences and seminars which are earned by Tribe members
Appendix: Formal programs for Tribe development • Leaders Teaching Leaders • Interested Tribe members have the opportunity to master topics and then learn how to facilitate group workshops, expanding the “faculty” of the Lab • Workshops of a specific topic of need • • • Dollars and $ense Project Management Facilitating Adult Learning
Appendix: Formal programs for Tribe development • Section Five of the Review • • Part of the performance review dialogue Focuses on what the Tribe member needs to learn and demonstrate to increase competency Focuses on what the Tribe member wants to learn and what career path they wish to pursue Establishes actions to accomplish these developmental goals
- Wd40 maniac pledge
- Strategic fit vs strategic intent
- Puppy dog ploy strategy
- Strategic management and strategic competitiveness
- Strategy analysis and choice largely involves making
- Strategic planning in marketing
- A company exhibits strategic intent when
- A company exhibits strategic intent when
- A company exhibits strategic intent when
- Company wide strategic planning
- A company exhibits strategic intent when
- Cms talent development
- Torrance creativity test examples
- Talent development reporting
- Talent development
- Talent development reporting principles
- Piirto pyramid of talent development
- Limited company vs partnership
- Members voluntary winding up
- Holdings company meaning
- Difference between global company and multinational company
- What type of company was the virginia company?
- Fspos
- Typiska drag för en novell
- Tack för att ni lyssnade bild
- Returpilarna
- Shingelfrisyren
- En lathund för arbete med kontinuitetshantering
- Adressändring ideell förening
- Tidböcker
- Anatomi organ reproduksi
- Vad är densitet
- Datorkunskap för nybörjare