hrcongres dag 1 philippe de bock delhaize group
TRANSCRIPT
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Power of networking
Philippe De Bock
Vice President Talent Management
Delhaize Group
11/04/2023
Something about myself
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49 y3
Germany
AmexCumminsChiquita
BelgacomTelenet
Delhaize Group
SkiRunningReading
HR BP &Talent
Management
ENFPYellow
R1 – R2GIVING
Retailin the Blood
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United States:- Stores: 1 514 - Revenues: €12 889 mln
Belgium, Luxembourg: - Stores: 852- Revenues: € 5 071 mln
Southeastern Europe & Asia:- Stores: 1 168 of which: Greece: 281 Romania: 296 Serbia and Bosnia &
Herzegovina: 420 Bulgaria: 54 Indonesia: 117
- Revenues: € 3 148 mln (excl. Indonesia)
Period ended December 31, 2013
Delhaize Group:
- Stores: 3 534- Revenues: € 21 108 Bill.- Employees: 160 000
Delhaize Group: an international food retailer operating on 3 continents and in 9 countries
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Delhaize Group Strategy
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Delhaize Group Values
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LET’S SET SOME CONTEXT
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My 2 cent opinion:• Change is faster & more disruptive• Knowledge was power• People want to be inspired & empowered - not being TOLD
• The global perspective is only growing• Associates and Consumers have more options• More individual tailored solutions are needed• Expectations towards leadership are increasing
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CEB study shows that leaders experience:
• 80% are getting more responsibilities
• 76% are being asked to achieve more or broader objectives
• 65% must deliver business results faster
• 54% have frequent shifts in job responsibilities
• 50% have more a global role
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Leadership model = changing
Inspirational
• Setting direction • Leading change• Inspiring
Managerial
• Set objectives• Communicate• Control• Feedback
Networked
• Building the right environment based on autonomy, trust, sharing and collaboration
• Create connection for your co-workers
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Traditional framework
Add-on framework
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Network characteristics:
EMERGENT
RECIPROCITY
SENSE OFCOMMUNITY
RISK TAKING
CROSS BOUNDARIES
Networked
SOURCING NEW IDEAS
BASED ONRELATIONSHIPS
INTERDEPENDENT
LESSCONTROLLINGMECHANISMS
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What are the consequences for leadership behaviors?
TRUST
AUTONOMY
EMPOWERMENT
TRANSPARANCY
OPENESS
DIVERSITYOF
THOUGHTS
MODELPERSONAL
VALUESSHARING
Networked
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And……..and
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NetworkedInspirationalManagerial
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My 5 c
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Let’s get our ducks in a row…..
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My quick view on talent attributes
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IQ
EQ
AQ
LQ
Company Culture
IQ
EQ
AQ
LA
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IQ
EQ
AQ
LQ
IQ
• Smart wins every time….….but it only explains 25% of the performance differential….so don’t only go for brains • But over time it has been the
most consistent characteristic of successful leaders
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IQ
EQ
AQ
LQ
EQ
SelfAwareness
SelfManagement
SocialAwareness
RelationshipManagement
EmpathyOrganizational Awareness
Conflict managementInfluenceTeamwork
EmotionalSelf-Awareness
Achievement orientedAdaptability
Emotional Self-Control
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IQ
EQ
AQ
LQ
AQ
Jack Welch described them as the 4 E’s:
• Energy• Energize• Execute• Go to the Edge
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IQ
EQ
AQ
LQ
LA
• Learning Agility is the ability & willingness to learn from experience and then apply that learning elsewhere in a new situation and first time right.
• Leaders who are high on LA : Search for feedback and new experiences Are critical thinkers Know themselves Can deal with the discomfort of change
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Example 1:DG International Graduate Trainee Program
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Our starting point• About 5 years Stefan Descheemaeker (ex-CEO Delhaize Europe)
requested to build a solid pipeline for the next generation of leaders
• Our base line = « Develop the next generation of leaders »• Our opportunities:
– International experience– Green field approach– Support from top management
• Our challenges:– Retail is not a high margin business– We are fighting all for the same talents– Internal skeptics' and conflicting against RMT programs
• Existing believe : « If you have not started in retail operations; you don’t know anything about retail »
– Engage local operating companies
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How to catch?
Where to fish?
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We choose the Web
• Created a simple mini-site with all info available• We use virtual spread with « Endorse a friend »
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www.dreamjobdelhaize.com
• Endorse a friend• Testimonials and
connection with past or current trainees
• Full transparency during recruitment process
• Endorsements are visible to everybody
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How to find the ones?
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Remeber the ducks?
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IQ
EQ
AQ
LQ
Objective Selection Criteria< than 2 years of work experience
We attribute points to different criteria
Abstract reasoning testWe loose about 60%
BAQ testLooking for LA,
Teamwork, EQ, Drive, Decision Making….
Culture
Fit
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DG IGTP Class 2013 – the numbers
Starting
Population
(1627)
CV Screening:
(994)
Abstract Reasoning:
(314)
Personality questionnaire:
(278)
Interview Event:
(36)
Final selection:
(9)
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Objective criteria
Company, culture & Values fit
EQ, AQ, LAIQ
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Recruitment event = culture test
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• Invite “Top 18” candidates to a recruitment event (1 in US & 1 in Europe) = 2 days event
• “You have give to get something” – During the first half day we give info about DG, our
strategy, the program, create a leadership dialogue with a DG ExCo member, etc….
• Interviewing all candidates– 10 people (5 HR professionals + 5 business people)
conduct 50 min. interview rounds – Candidates are paired by 2 and rotate with colleagues
• Informal dinner with candidates, interviewers & former or current trainees
• Finally we select the ones that fit best our culture– KISS
• Inter-subjectivity = objectivity• YES – NO - MAYBE
• Alumni trainees act as interviewers
• Alumni & current trainees join dinner
• Leadership dialogue with DG ExCo member
• We share decision making process & criteria
• We share test results to all
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The ones who made it
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The program
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Getting started Retail operations Going abroad Prepare for landing
Support from DG Talent Management group
Mentor @ VP or Director level
Learning Groups (+/- every 6 weeks)
Individual performance conversations
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Getting started
• Induction program– Voice & hear expectations– What is ahead– Leadership connection with C-level– Develop as a leader – Give insights on self
• Life-line exercise• Insights Test• BAQ• Career Anchor (E. Schein)• Strengths-finder (Gallup)• EQ testing
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Understand self
Step out of the box
Deal with power, W/L balance, etc.
Being a manager
Getting started
• Connection with DG CHRO & CEO
• « Leave the room meeting »
• Cooking event • Life line exercise• Assignment of
mentor• Assignment of
buddy
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Retail Operations
• 6 months retails ops– Go through all categories– Learn the basics– « Get respected » & « Learn to respect »
• Develop tenacity by living the values (ex. year end in Deli)
• Regular switch of stores– Change leadership
• Project delivery– IDP– Retail ops review
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Retail
Operations
• Change to different stores
• Between stores – spend time in banner HQ
• Every 6 weeks – learning groups
• Trainee sharepoint site
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International experience
• 6 months in retail related department– A - Z project responsibility– Focus on Result Orientation– Stretch department choice
• Cultural learning– Adapt to different environment– Integrate to both country & OpCo culture
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Going
Abroad
• Learning groups continue
• Peer coaching• Inter-cultural
learning course• Networking trips –
to build up relationship in prep. to landing spot
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Prepare for landing
• 6 months in an OpCo job– Conduct a regular job for 6 months– Selection is closely linked to first job
• More difficult period– Get out of the program– Long term development vs. short term
opportunity– International vs. going to home
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Landing
Spot
• Learning groups continue
• Project groups assignements
• Graduation session with Executive sponsor or CEO DG
AFTER THE PROGRAM• Mentoring relationship
can continue• Act as interviewers or are
source of info for candidates
• Involvement in campus recruitment (=US)
• Bi-annual learning groups
• (Mini-leadership College)
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Development support during program
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Support from DG Talent Management groupMentor @ VP or Director levelLearning Groups (+/- every 6 weeks)Individual performance conversations
• High focus on self-awareness & leadership development• All trainees have an IDP (max. 3 development areas &
plenty of strengths they discover)• All have a mentor at VP or min. director level
(attachement to home market) • They have every 6 weeks learning group (tele-presence
usage) focussing on our DG LC model• Strict follow-up on performance reviews during each
rotation + individual feedback on results
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Are we successful?
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Some numbers
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2010 2011 2012 20130
200400600800
10001200140016001800
# of applications
13%
35%
8%5%
2%
25%
12%
# of applications per country
BelgiumGreeceRomaniaSerbia Bulgaria
8%
29%
54%
7%
2%
# of applicants/degree
High school Bachelor Master
MBA Unknown
• Extremly high retention rates (only 1 drop out on 30 trainees in 4 years)
• Attracting a majority of female trainees (65% female & 35% male)
• Candidates have a good geographical spread and a solid educational background
• Program is handled completely internally (high quality @ low cost)
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Example 2:DG Leadership College
« Be humble teacher and a proud learner »
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ExCo gives mandate(2009 – develop the digital strategy for DG)
12 Vice President/directors get selected during the Talent review and start a 3 months journey
1 week together • investigating the mandate• get swamped with info (external info + benchmarking) • assignment to an external executive coach• develop triads + peer coaching
5 weeks virtual • continue to explore – divergence phase • connect weekly through virtual media• coaching & peer coaching ongoing
1 week together • start convergence phase• coaching & peer coaching ongoing
5 weeks virtual • formulate strategy - define recommendations – create experiments
and get support in the organization implementation• prepare for presentation to the ExCo• coaching & peer coaching ongoing
Divergence
Convergence
Foc
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Foc
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Cre
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ithin
DG
Goals of the program
Presentation to ExCo• LC presents learning, makes recommendations and asks for
testing of experiments & puts forward other recommendations• Shares leadership development learning
Bring to life recommendation + Connection remains
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Example – high level output
1. A clear picture of situation1. A clear picture of situation
2. Impact of the new reality of our traditional consumer shopping path2. Impact of the new reality of our traditional consumer shopping path
3. How to activate our new digital consumer shopping path3. How to activate our new digital consumer shopping path
Customerperspective
What is Digital media?
Internalcases
Externalcases
Traditional consumer
Shopping path
Digital consumer shopping path
Experiment 1
Meaningful Observations
Vision
Actions- What - How - Enablers
Experiment 2 Experiment 3
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The Vision and Strategic Elements
• Connecting Delhaize for life
• Strategic Elements– Common Platforms– Organizational Structure– Multi-Channel– Transformation -
Commitment– Engagement for life– 31 - Seamless connections
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Recommendation Recap
Delhaize in a box
1.E-Commerce
2.Customer Connection Center
3.Localization
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Leadership Learning Themes
• Diversity of thought
• Acknowledge cultural differences
• Trust your peers
• Respect and listen to others ideas
• The power of inquisition
• Ask clarifying questions
• Self reflection
• TEAM – « Together wE Achieve More »
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Efforts to create the networks
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Networked approach• Face to Face meeting to start and mid-point
• Exploring/starting from scratch together
• Peer coaching
• Self-directing
• Self-regulating
• Little to No agenda
• Leadership role is rotating
• Development triads
• Peer feedback
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Networked
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What I learned on Facebook last night
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Book-Tip for free
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“One-Page – Talent Management”By Marc Effron & Marian OrtPublished by HBR, 2010, ISBN 978-1-4221-6673-4
Why do I like the book?• Trying to explain something complex simply
• Repeating the same approach: Start with the science Eliminate complexity, add value Create transparency and accountability
• Applying it to main talent processes: PMP 360° feedbackTalent reviews Succession planning Engagement Competencies
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Don’t copy Luka
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FEEDBACK = A GIFT
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Appendix
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The inter-subjectivity problem
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It goes fast
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