mc donald’s talent management and leadership development
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McDonald’s Talent Management and Leadership DevelopmentTALENT MANAGEMENT
Presented to
Prof. Ashutosh MuduliPresented by
Darshit Paun 20131010
Nilay Dave 2013
Shirshendu Mandal 20131050
Siddhartha Bhatnagar 20131051
Goal of Talent Management
Today’s LeaderHigh performance
committed leaders
Tomorrow’s Leader Deep, Diverse pool of
replacement candidates
Development CultureCulture that both demands and supports learning and
development
Scope of Talent Management
Talent Planning/ Forecasting
Talent Assessment
Staffing /Recruiting/ movement
Development
Step1: The Starting Point
Moved from five to three rating category with new rating labels.
Established target rating distribution of 20% in the highest category,70% in the middle category and 10% in lowest category.
Added demonstrated competencies in evaluation criteria.
Aligned compensation system to ensure that pay differentiation matched performance differentiation.
TALENT MANAGEMENT PLAN
To assess the depth and diversity of the talent pool.
Talent Plan reviews were conducted at the senior management level on an annual basis.
Senior managers to report the strengths of their current leadership teams and the depth & diversity of their leadership pipeline.
KEY ELEMENTS OF TALENT PLAN
Forecast of
leadership
requirement
Assessment of performance and advancement potential
Identification of
backups for key
leadership
position
Diversity analysis and improvement
Retention
Strategy for top
talent
Leadership development strategy for key talents
LESSON’S LEARNT
Strong linkage required between the business strategy and the Talent Plan.
Disciplined approach to the plans and track its progress.
Start the process at the top of the organization and gradually come down to all the levels.
Not much emphasis be given to the empirical data to avoid “stretching the truth”.
Accelerated Development Processes
In 2003:
Leadership @ McDonald’s Program (LAMP)
In 2004:
European Leadership Development Program (ELDP)
Asian Leadership Development Program (ALDP)
Middle Eastern & African Leadership Development Program
LAMP Americas
LAMP
Global
24 high-potential director/senior directors
Participation- Europe, Asia and the Pacific, Middle East, Latin America, and the
United States.
Diversity: 40% Women and 39% minority participants representing 11 countries.
Candidates nominated by senior leaders, Screened & admitted to program by CEO.
Primary designed – Internal resources
Design & execution- Consultant/ Facilitator & Internal Staff
LAMP
Goals
Exposure to business issues
Self development
Build organizational engagement
Broaden understanding
of business
Enhance leadership skills
Build relationships & strong networks
LAMP- Key Elements
9 months program – 6 classroom session (3-4 days each)
Third party assessment & a 360 degree survey feedback
Detailed personal development plans
Executive dialogues at every session
Coaching – by Facilitator & Peers
Leadership Modules
University experience
An action learning project
Presentation by senior leadership team
Statistics till 2009
4 LAMP sessions, 3 ELDP sessions, and 3 ALDP sessions
Total graduates- 200
Women participation- 42%
Representation from 45 countries
37% of graduates of all programs have been promoted
Lesson’s Learnt
Start small, with a pilot, & establish a brand.
Length of program matters.
Selection of Action learning projects is important & should have
strong sponsors.
Scales project correctly
Programs in different areas of the world need to be shaped &
customize.
Leadership Development
2006 – Decision was made to launch the McDonald’s Leadership Institute.
Virtual Centre providing accelerated development programs,
Transition programs
Core programs
Online Development Resource Centre (Personal Development related resources accessible from anywhere around the world)
Leadership Dialogues from Senior leaders and external thought leaders.
Scope of Resources for McDonald’s Leadership Institute
Career Tools
Complete your internal profilePrepare for an interviewLeadership position profiles
Development planning360 feedbackDevelopment Planning SupportOnline Development Resource Centre
Development ResourcesInternal Development curriculumUniversity programsSelf-study books, articlesExecutive Coaching
Job transitionsOn-Boarding and assimilation supportJob transition support
Accelerated development programsGLDP LMP ELDP ALDP
Talent ManagementDevelopment Culture
2006 Launch
GLDP – Global Leadership Development Program
Accelerating development of highest potential officers.
Funded from CEO’s budget
Global Effort to build leaders using internal expertise and external thought leaders.
Focus on Knowing the market and the customer
Executing to deliver results
Leading innovation
Paying attention to ethics and values
Enhancing self-awareness and driving for continuous personal development.
Metrics to measure impact of TM initiatives
Strength & Diversity of Current
Leadership Team
•Annual performance Rating distribution•% of leaders assessed having higher potential•% of lower performers on improvement plans•Year-over-year changes in diversity
Depth & Diversity of feeder pools
•% of key leadership positions for which at least 2 backups identified•Diversity of feeder pool candidates
Retention of top performers & those with high potential
•% of those rated exceptional•Retention of leaders with high advancement potential
Improvement Areas
Strong linkage between talent planning and strategic planning
Making better use of planned job moves to accelerate development
Improving overall execution
Conclusion
Carefully planned approach in building talent management.
Started with fixing PMS
Untimely deaths of two of its top leaders bolstered the requirement of talent management initiatives.
The metrics have been tracked and appropriate changes have been made with time to ensure a strong leadership team in place.
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