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© 2010 IBM CorporationSeptember, 2010
2010 Leadership Development Framework LA – Leadership Academy
IBM Growth Markets Unit Human Resources
IBM Growth Markets Unit Human Resources
September, 2010
Introduction
Our Focus is :– Emerging Leaders and Managers (BTL or Not)– Cross vision not focused on critical gap roles, but what is common for emerging leaders
and managers– Create something easy to help managers to understand the minimum curriculum
required and the offerings we have– Create mandatory trainings and concept of “manager certification”
GMU Focus is :– All tiers, but special focus on BTL
We are not given a special focus to sales yet.
What we are going to present is a combined version between GMU effort and LA initiative, that is called Leadership Academy (meaning the roadmap that aspiring leaders/managers need to follow). Slides 4 to 15 were added in LA.
IBM Growth Markets Unit Human Resources
September, 2010 IBM Confidential
A Company of Experts: Career and Growth at IBM
IBM Competencies:
Leadership behaviors unique to IBMers that distinguish the
company.
Career Capabilities:
The broader qualifications togrow and flourish in achosen career at IBM.
LeadershipCapabilitiesExpertise
Job Role Expertise:
Combination of skillsand behaviors
required to perform aspecific job at IBM.
+ ++ +
IBM Growth Markets Unit Human Resources
September, 2010
GMU Leadership Development Framework – Emerging Leaders, First-line and up-line Managers
* Country Leadership Forums, Other specific interventions to help new managers to be better managers, Emerging Leaders support for identification and development , etc.
Sr. ExecutiveLeaders
Leading the Enterprise
Up-line / Executive Leaders
Leading Organizations
First-line Leaders
Leading Teams
Emerging Leaders
Building the Leadership Foundation
Transit
ional
Developm
ent
Perfo
rman
ce S
uppo
rt
High P
otentia
l Dev
elopm
ent
Global Level–Leadership offerings and programs cross to all roles, based upon leadership
segments. –Other roles based programs available, eg. Sales, Technical ,should
complement Leadership development. GMU level
–Leadership Development framework or roadmap offering an organized view of the main trainings that GMU new managers should make in order to be certified in their leadership journey. Most of the trainings in it are considered mandatory.
–GMU programs will address critical areas of knowledge for new managers like financial and business acumen, IBM Strategy, etc.
– It also provides a guide and suggestions for experienced managers.– Intensive usage of feedback, coaching and mentoring within the framework
reinforcing the importance of Upline role in the development of new leaders and to leverage transfer of knowledge /expertise.
–The learning interventions/courses in the roadmap were identified through different sources, like: MFP scores, feedback from HR community, direct feedback from managers, suggestions and discussions from GMT leadership forums. It is connected and reinforces the NMO (New Manager Orientation) global initiative.
GMT level–Execution of Global programs according with the proposed roadmap –Execution of GMT local specific development, complementing global
offerings.
GMU LeadCritical New Mgrs
and Mgrs Programs*
IBM Growth Markets Unit Human Resources
September, 2010
Prioritized Tier Approach - Emerging Leaders and New Managers
Tier Target audience Development Approach Principles
1 Band 10 BTLR ready for Executive Promotions to CGR
High Touch – individualized development plan to close gaps
Experiential Learning
30%
Coaching & Mentoring
30%
Programs
40%
2 Band 10 and hipo band 9 BTLR for CGR
Medium Touch – BTL cross BU Development
3M Band 9 and 8 First and Upline Mgrs (New or Experienced)
High Touch – global leadership offerings plus : certification process (1rst line), Upline support and specific interventions
4M non BTLR & band 7 and below Medium Touch – intensive use of self-study with Mgr orientation, programs to support development of pipeline
Executives
Band 8 - 10
Band 5 - 7
BTL Resources
- Critical (Gap) Roles
- Success Profiles
- Development Plans
- 70% Experiential
- 20% Coaching & Mentoring
- 10% Programs
Role Based Programs
- Transitional Programs
- Build Capability in Role
- By Segment (Business & Technical)
- Executives
- Uplines
- 1st Lines
- Emerging Leaders
Operational Learning Plan Attendance targets Market-based schedule Value metrics Resource & budget requirements
Interlock between LD and BTL Partners
Communicated to the HR Partners
Interlock between DWP Partners & LD
BTL
RNew
Mgr
s &
Man
ager
s
Emer
ging
Lea
ders
IBM Growth Markets Unit Human Resources
September, 2010
Lea
de
rsh
ip S
egm
ent
Lea
de
rsh
ip S
egm
ent
People
Mgmt
IBM Strateg
y
NMO, Explore key HR topics, BBNL, LDM’s, Diversity offerings, specific interventions
Leader Foundation, Emerging Leader, GDC Team Leaders, LDC
Development Framework - Emerging Leaders and New ManagersCommon Capabilities, Competency and Expertise for Managers
Bus & Strategi
c Acumen
Tools for effectiveness
Upline Accelerator, LDM’s, Diversity Offerings, specific interventions
IBM Growth Markets Unit Human Resources
September, 2010
Business & Strategic Acumen
(Capabilities)
IBM Competencies(Capability)
EL and New Mgrs Development Framework - Key leadership disciplines
Tools for effectiveness(Expertise)
IBM Strategy(Expertise)
People Management(Expertise)
Give FeedbackCoachingMotivation
Manage Talent Career and people devResource Allocation
Performance ManagementPromote teamwork and collaborationApply diversity policies & practicesLeading High Performance Teams
Embrace challengePartner for clients' successCollaborate globallyAct with a systemic perspectiveBuild mutual trust
Influence through expertiseContinuously transform Communicate for impactHelp IBMers succeed
Strategic Networking
IBM Strategy,Annual Report, Company Results
Smarter Planet Bus Leadership Model
Linking employees work to IBM mission
Financial Acumen
Strategic Thinking
Business Acumen : IBM Clients, products and solutions, competitors, marketplace
Mentoring Coaching Mgrs Community Project Assignment
Stakeholder Management, Influencing, Networking, Manage Time, Manage Change
Demonstrating Leadership CC
Managing the Business CC
IBM Growth Markets Unit Human Resources
September, 2010
Emerging Leaders (Band 6- 8)
Objectives : Leadership awareness and initial preparation exploring basic Leadership concepts
1-2 years before appointment 1-2 years before appointment
Emerging Leader Tracks
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85257543%3A0065CAF0
Activities
Leader Foundation
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85256F95%3A006F9CBD
IBM's Strategy Made Simple -- podcast
The Business Leadership Model -- podcast
Connecting the Strategy to Our Work -- podcast
Strategy Education (Group level strategy modules) – Website
http://w3.ibm.com/ibm/resource/chq_smart_planet.html - Website
Strategy reading for potential managers
= F2F Learning
= Virtual Learning
= Self Study/Others
= GMT Local
Leadership reading for potential managers
http://www.books24x7.com/bookshelf.asp
Sam Palmisano's Home Page IBM CEO Understanding IBM - Our company, our values, our world IBM Annual Report
http://learning.atlanta.ibm.com/manager/quickview/mgrqv.nsf/
Pages/HomePage
= People Mgmt
= IBM Strategy
= Bus Acumen
= Tools for effectiveness
Lead ProComing soon
IBM Growth Markets Unit Human Resources
September, 2010
New Manager - Leadership Development First Year
Objectives : Support the transition, Introduce basic HR processes and concepts, Explore Leadership models & tools in IBM
Basic Blue (BBIL)
New Manager Orientation
Roundtables (recommended)
Leadership Forums* (recommended)
Informal Feedback / Coaching from Manager and HR Partner
Leadership Surveys (Basic Blue Participants)
Structured Review and Manager feedback evolution
HR Partner 1:1
Leadership Videos
MFP Survey
* Ex: Manager’s Day, Manager’s Gym, Blue
Clubs
12m3m (after appointment) 6m 9m
Exploring Manager Portal (recommended)
Financial acumen toolkit for managers
(recommended)http://w3-01.ibm.com/hr/global/managerportal/financial_toolkit.html
ActivitiesFeedback
IBM Mgr Community (recommended)
http://learning2.atlanta.ibm.com/leading/ibm_new_manager.nsf/web/LCCommunity?Open&Login
Diversity Awareness
Diversity: WIKI (optional)
Leadership tools and resources (recommended)
= F2F Learning
= Virtual Learning
= Self Study/Others
=GMT Local
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85256F95%3A0003FF10
http://w3.tap.ibm.com/data/medialibrary/media/87873.exe/331323/2010_08_10_5720_Manager_Portal_Tutorial_in_Por.exehttp://w3.tap.ibm.com/data/medialibrary/media/87874.exe/331323/2010_08_10_5952_Manager_Portal_Tutorial_in_Spa.exe
Business Ethics for Managers (PD0172)
(recommended)
https://w3.tap.ibm.com/w3ki08/display/LADIwiki/01.Welcome
http://learning.atlanta.ibm.com/manager/quickview/clusters.nsf/Content/185256E1C:0054439C?OpenDocument&showParr
Manager letter : welcome & acceptance
= People Mgmt
= IBM Strategy
= Bus Acumen
= Tools for effectiveness
Fast BreakOnly if Manager came from
outside IBMhttps://w3.ibm.com/learning/lati/sites/explorer/do_search.html?searchhandle=
t&searchstring=MD710G
Under construction
IBM Growth Markets Unit Human Resources
September, 2010
Performance Feedback videos
IBM managers who provide timely and appropriate feedback to their subordinates improve employee performance, employee morale and employee career growth. These Performance Feedback modules -- audio and video -- let you observe 10 common managerial mistakes.With expert analysis from Harvard Business School Professor Linda Hill, learn the most effective ways to provide employee performance feedback.
Difficult Conversations videos
Difficult conversations have uncertain outcomes. Although you may rehearse the conversation, you still worry about saying something wrong or not achieving your desired results. Besides this video, also check out the Difficult Conversations QuickView ,to learn how to turn a potentially contentious situation into a coaching opportunity.
Click here to go back
IBM CareerSmart is the complete suite of career programs and resources available to you for growing your career at IBM. It is organized in an easy-to-navigate fashion: PLAN your development, GAIN skills and experience, and TRACK your progress.
Link to IBM CareerSmart Framework: https://w3.ibm.com/learning/lati/sites/career-development-guidance-site/html/pages/cf_overview.html
Link to Demonstrating Leadership: IBM Competencies – https://w3.ibm.com/learning/lati/sites/career-development-guidance-site/html/pages/cf_capability.html?capabilityId=CAP0010
Link to Managing the Business - https://w3.ibm.com/learning/lati/sites/career-development-guidance-site/html/pages/cf_capability.html?capabilityId=CAP0006
https://w3.ibm.com/learning/lms/content/wbt/directlink/yourcareer/assets/Career_Development_Discussion_QuickPoint.wmv
IBM Growth Markets Unit Human Resources
September, 2010
New Manager – Leadership Development Roadmap : Year 2
Objectives : Explore and reinforce leadership topics and concepts, improve leadership effectiveness
ActivitiesFeedback
BBNL Re-survey discussion (recommend)
MFP Q8 Meaningful Dialog
Performance Mgmt Giving Feedback
Leadership forums* (recommended)
Informal Feedback / Coaching from Manager and HR Partner
Leadership Surveys (after 6 months of BBNL completion)
Structured Review and Manager feedback
evolutionMFP Survey
* Ex: Manager’s Day, Manager’s Gym, Blue Clubs
1 - 6 m 7 – 12 m
Perf Mgmt : TBDM
Performance Management: Giving Feedback
MFP Q8 Employee Development: A Meaningful Dialogue
Performance Management: Team-Based Decision Making
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/8525755B%3A005C90A8
Perf Mgmt : Setting Goals (recommended)
Diversity: Inclusive Leadership for mgrs
= F2F Learning
= Virtual Learning
= Self Study/Others
= LA Local
http://www.books24x7.com/bookshelf.asp
Exploring Leadership
Topics (optional)
http://learning.atlanta.ibm.com/hr/global/quickviews/hbra.nsf/pages/homepage
Diversity: Work/Life Flexibility for mgrs
Exploring MFP Guide(optional)
= People Mgmt
= IBM Strategy
= Bus Acumen
= Tools for effectiveness
Under construction
IBM Growth Markets Unit Human Resources
September, 2010
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85257735%3A00733FDA
Fisrt Line Managers - Leadership Development Roadmap
Objectives : Leverage knowledge and experience, revitalize leadership concepts, methods and tools
Activities
EmpowermentCoaching for Leaders
Leadership forums* (recommended)
* Ex: Manager’s Day, Manager’s Gym, Blue Clubs
Leading through inspiration
2-5 Years After Appointment
Coaching for Leaders: The G.R.O.W. Process Empowerment: A Personal and Organizational Perspective
Leading through Inspiration, Collaboration and Influence
Objectives : Consolidate knowledge / experience, develop advanced leadership and people management skills
Activities
IBM Competencies
Analyzing Your Leadership Behaviors
Leadership forums* (recommended)
5 Years and beyond
* Ex: Manager’s Day, Manager’s Gym, Blue Clubs
Employee Experience
= F2F Learning
= Virtual Learning
= Self Study/Others
Diversity: Shades of Blue for Mgrs
Diversity: Microinequities The Power of Small
= GMT Local
Obs: If manager is working in an international role / environment., should take this course as soon as possible
Employee Experience MD363G
IBM Competencies
Analyzing Your Leadership Behaviors
IBM Competencies
Analyzing Your Leadership Behaviors
OR
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85257735%3A00733FDA
LDM’sAccording BU’s/Countries
requirements
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/852572BA%3A00573C2B
Leadership Surveys: Assess & Develop your Leadership
Effectiveness MD362G
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85257735%3A00733FDA
IBM Growth Markets Unit Human Resources
September, 2010
http://learning2.atlanta.ibm.com/hr/global/leader.nsf/Content/85257735%3A00733FDA
Upline Managers - Leadership Development Roadmap
Objectives : Understand shift in the role (managing managers), revitalize leadership concepts, methods and tools
Activities
Leadership forums* (recommended) * Ex: Manager’s Day, Manager’s Gym, Blue Clubs
First Year After Nomination
Objectives : Consolidate knowledge / experience, enhance business acumen and leadership skills
Activities
IBM CompetenciesAnalyzing Your Leadership Behaviors
Leadership forums* (recommended)
2nd Year and beyond
Upline Accelerator
Leading Leaders: Upline Accelerator
Strategic Alignment (Recommended after Upline ACC)
Strategic Alignment Module for Upline Leaders
* Ex: Manager’s Day, Manager’s Gym, Blue Clubs
= F2F Learning
= Virtual Learning
= Self Study/Others
=GMT Local
http://learning.atlanta.ibm.com/manager/quickview/mgrqv.nsf/Content/85256B7D%3A004588C4
Exploring Leadership
Topics
= People Mgmt
= IBM Strategy
= Bus Acumen
= Tools for effectiveness
Employee Experience
Employee Experience MD363G
Self Awareness
Self-Awareness for Individual Effectiveness for Uplines
IBM Growth Markets Unit Human Resources
September, 2010
Peo
ple M
gm
tIB
M S
trategy
Bu
s &S
trategic
Acu
men
To
ols fo
r E
ffectivenss
New Manager- roadmap coverage for Key Leadership Disciplines
NMO BBNL Perf Mgmt Feedback
Meaningful Dialogue
BBNL Re-Survey
Perf Mgmt
TBDM
Leadership Videos &Podcasts
Financial acumen toolkit
Coaching for
leaders
Empowerm. Leading through inspiration
Upline accel
Strategic Alignment
X X
X
X X X
X
XX X X X X X X
X
XX
X
X
X
X
X
X
O = Local offering
Leadership Forums
O
O
O
O
X =LD portfolio
IBM Growth Markets Unit Human Resources
September, 2010