Growing Leaders to Grow the Company Cathy Pickard.

transcript

Growing Leaders to Grow the Company

Cathy Pickard

Expectations of People LeadersExpectations of People Leaders

Purpose of Leader DevelopmentPurpose of Leader Development

Learning ObjectivesLearning Objectives

1. How an integrated approach to leadership development ensures a pipeline of leaders at every leadership level

2. How providing multiple leadership development methods can help accelerate the development of leaders in organizations

3. How simple, low to no-cost programs can have dramatic effects on how you identify and develop leaders regardless of the size of the organization

AgendaAgenda

1. Who is

2. Overview of our integrated approach to Leadership Development

3. Our Tools & Stories

4. Q&A

Who Is Monsanto?Who Is Monsanto?

The world leader in agriculture biotechnology. We apply innovation and technology to help farmers

around the world produce more while conserving more.

NYSE Symbol: MONwww.monsanto.ca or www.monsanto.com

Genuity™branded TRAITS

DEKALB® branded SEEDS

Roundup® branded

CHEMISTRIES

Who Is Monsanto?Who Is Monsanto?

Monsanto Dynamics & ChallengesMonsanto Dynamics & Challenges

Biotechnology Agriculture

Global nature of business, matrix structure

Development of High Potentials & Future Leaders

Diversity Sales and R&D focus

Shareholder Expectations Great Place to Work

Recruitment 13% - 17% Earnings growth targets

The Monsanto PledgeThe Monsanto Pledge

Integrity is the foundation for all that we do. We will demonstrate this value through our commitments to:

Dialogue

Transparency

Sharing

Benefits

Respect

Taking Ownership

Creating a Great Workplace

Monsanto CompetenciesMonsanto Competencies

The Keys to Success

Relationships & Networks

Courage and Candor

Agility

Initiative & Foresight

Results Orientation

Monsanto’s ProgramsMonsanto’s ProgramsPeo

t, Per

Development, Performance, Rewards (DPR)

Development, Performance, Rewards (DPR)Development, Performance, Rewards (DPR)

Ensures the manager and employee agree on what is expected of them

Align individual, team and company-wide objectives

Create a culture of continuous development and increasing contribution

Establish link between development, performance and rewards

Identification of High Potentials

“We have to be clear about what people management is not:

It’s not extracurricular or something you do when important stuff is done. It is the important stuff, and it’s not just the responsibility of HR”

Hugh Grant, Monsanto President & CEOHR Executive Magazine, “CEO’s Get It” March 2007

Key to success is dialogue with your manager throughout the year

50% Business Goals

Developm

BenefitsEnsures managers are developing and engaging employees

Early identification of High potentials / Accelerators

Business results

Development and retention tool

Simple concept that can be achieved through paper or electronic systems

People Review &Succession Planning (PRSP)

People Review & Succession Planning (PRSP)People Review & Succession Planning (PRSP)

Goals of People Review

Ready to fill key leadership roles with strong candidates at all times

Identify and leverage talent across the company

Develop people for roles where their contribution is maximized

Identify ‘accelerator’ employees – those with high potential for senior level positions in the company (6-10 years)

Succession Planning

Identification of critical positions and job groups

Assessment of the types and availability of talent needed

Creation of succession plans identifying succession strengths and gaps

Identification of key individuals through assessment of potential

Assessment of employee qualifications, strengths, goals and developmental needs

Creation of development plans

People

People Review

Positions

People Review &Succession Planning (PRSP)People Review &Succession Planning (PRSP)

People Review Process

Assessment of PERFORMANCE and POTENTIALPerformance - Review performance over time

PotentialAbility - Growth Factors

Characteristics demonstrated to predict success in future rolesPredict capacity to learn new skills and apply them effectively

Willingness

ReadinessHay Group®

Name Ince

Title Pers

Education Lan

esStrengths

Development Areas Career Goals

Potential Next Roles

Immediate Developm

ent Actions D

Stephan Example

Analyst

BS, Computer Science

Spanish English

Results Oriented; strong network and committed to building relationships inside & outside the function. Strong technical/analytical skills & good motivator for peers.

Could work on Agility / Initiative and Foresight. Currently working on development plan to address these issues in the longer term and both are goals in current year DPR.

Wants to manage statistics & analytics group in the short-term. Longer term, has expressed interest in a role in the Commercial group.

Team Lead, Analytics

Lead a project in the analytics group and demonstrate the ability to influence / get work done through others; Take PLLS 1

Employee’s Worksheet

Potential Notes Pote

VS St M St MSu

Business performance was Very Strong in 2008 but Strong in 2009; Some development needed on Courage & Candor and Initiative

M H H M H H H

Red flags: (black & white thinker; strong results orientation leads to task focus at the expense of relationships); willing to take on responsibility, move geographically. Is ready to take on 2 increases in responsibility within 6-7 yrs

H M L 8

Performance & Competencies Growth Factors, Willingness & Readiness

POTENTIAL

LOW MEDIUM HIGH

PERFORMANCE CURRENT RATING: Busin

ess Goals

& Competencies

HIGH 4 7 9MEDIUM 2 5 8

People Review Process

Succession Planning

Identification of critical positions and job groups

Assessment of the types and availability of talent needed

Creation of succession plans identifying succession strengths and gaps

Identification of key individuals through assessment of potential

Assessment of employee qualifications, strengths, goals and developmental needs

Creation of development plans

People

People Review

Positions

Goals of Succession Planning

Identify roles that are critical to the organization

Identify candidates who could fill those roles

Ensure that strong pipelines of candidates are available to meet the company’s evolving needs

Succession Planning Process

POTENTIAL

PERFORMANCE

H 4 7 9

M 2 5 8

L 1 3 6

ReadinessWith

Repeats (Names & Titles)

No Repeats (Names

& Titles)

2 -3 Years

4-6 Years

Accelerators 6 – 10 Years

People Review &Succession PlanningPeople Review &Succession Planning

Create a Succession Strength Index Score for each roleNumber of successors as well as their time to be ready is weighted into the score

Score is between 0 and 12

Score of 8 to 12 indicates strong succession plan

The Index is adjusted to account for individuals who are repeated on succession plans for more than 1 role

Overall evaluation of succession strength for all roles is reviewed

1 2 3 4 5 6 7 8 9 10 11 12

Succession Strength Index Scale

Succession Strength

Average = 7.6

Succession Strength

Average = 5.28

BenefitsIdentifies future leaders, high potentials and accelerators at all levels

Ensures continuous progression of current leaders

Engages employees and managers in the creation of meaningful development plans to help prepare for the next leadership role

Identifies and leverages talent across the company

Helps us ensure we are ready to fill key roles with strong candidates at all times

Simple process

Simple tools – spreadsheets

Low cost

People Leader Learning Series (PLLS)

People Leader Learning Series (PLLS)People Leader Learning Series (PLLS)

A formal training program that covers Monsanto’s expectations of People Leaders

People Leader Learning Series (PLLS)People Leader Learning Series (PLLS)

Benefits

Creates common baseline for people leaders

Focus on critical role of people leader, selecting, setting direction, motivation, development, assessment, diversity and intercultural skills

Networking with other leaders

Developed and delivered internally – uses internal expertise

Global Mentoring Plus ProgramGlobal Mentoring Plus Program

GoalA virtual program that focuses on High Potential employees

to accelerate their readiness to take on Regional or Global Leadership roles

Components

12 month mentor relationship with senior leader Build global perspective

Develop strategic thinking

Enhance connectivity

Career coaching

Ongoing Web Conference Based Learning EventsExternal speakers on leadership, cross cultural skills, etc.

Sessions with key leaders at Monsanto

Quarterly Guest Speakers – senior global leaders

Mentee Selection Mentor SelectionHigh Potential employees who could be on Regional Leadership Teams in 5–10 years

High Performers with a consistent track record of performance

Identify by reviewing boxes 7, 8 & 9 from the Performance – Potential boxes used in People Review & Succession Planning process

Current members of Regional Leadership Team

Track record in successful coaching / mentoring

A natural talent and inclination for developing people

Benefits

Global knowledge exchange/exposure

Business & leadership skill focus

Multi-cultural focus

Increased organizational commitment from employee

Development and retention

Supplements formal education opportunities

Simple – web and phone based

Emerging Leaders ProgramEmerging Leaders Program

To onboard and develop experienced high potential future leaders across world areas

2 year program, for experienced hires

MBAs with 5-7 years of post qualification experience employed with reputed multi-national companies in key roles OR

Non MBAs with 8-10 years of experience in commercial Sales, marketing, production management, strategy

YEAR 1 – Home Country YEAR 2 – International

Purpose

Core area of business assignmentBalances learning & business deliverablesRounds past experience

Cross cultural experienceLocal mentor

Training

Business updatesBest practices sharingMentoring sessions

Leadership, strategy sessions, business simulations, cross cultural skills, market visits, case analysis, leadership presentations

Review

Annually with manager & LeaderFeedback & assignment to second role

Review & feedback, final role assignmentRecognition & CelebrationPeople Review & Succession Planning

Benefits

Attracts experienced candidates

Injects candidates into the leadership pipeline who will be ready in 2 years for senior roles

Cross cultural / global experience

Mentoring relationships

Business & Leadership skill development

Hands on experience

Recruitment, development and retention tool

Long term investment

People Leaders Network (PLN)People Leaders Network (PLN)

Develop people leadership capabilities

Provide resources and tools to improve people leadership skills

Deliver key information in a timely fashion

Provide a forum for sharing best practices, discussing issues and generating solutions

Improve communication at all levels

Newsletters

Training sessions

Net meetings & conference calls

Video Links

SharePoint website

People Leaders Network (PLN)People Leaders Network (PLN)Skip to main content

Connection > People Leaders Network, Canada

Welcome FUNK, WENDY [AG/5125] |

People Leaders Network, Canada

[This Site: People Leaders Network, Canada \ / ]

Site Actions

Quick Launch View All Site Content Surveys

Content Feedback

Document Libraries

Change Management

Recruitment

DPR Resources

Compensation and I ncentives

Surveys and Action Plans

Policy Documents

Human Resources

PLN information & Newsletters

Employee Development

Video Transcripts

Manager Toolkit - LOE

Welcome

Welcome to the People Leaders Network!

This site is designed for Monsanto's People Leaders. Presentations, Helpful Tips, Announcements, Training Opportunities and more all in one place.

Use the Online Calendar to track upcoming events and activities.

Share best practices, training feedback and opinions in

Help Me Lead

Manager Toolkit Teamsite

Add new link

BenefitsFocused on leaders

Timely communication

Helps People Leaders drive employee engagement

Encourage collaboration of leaders across functional areas

Supports leadership development as an on-going process

Low cost, simple

L180 Leadership Survey (L180)L180 Leadership Survey (L180)

A developmental tool designed to give upward feedback to people managers to help

strengthen their effectiveness as leaders

L-180 Dimensions

L-180 Results

Benefits

Compares Self and Respondent ratings to find developmental opportunities

Strengthens quality of feedback between team and People Managers (dialogue, respect, transparency, courage & candor)

Measures success of leadership

Supports continuous improvement

Regional & Global Leadership Exchange (RLE & GLE)

Regional & Global Leadership Exchange (RLE & GLE)Regional & Global Leadership Exchange (RLE & GLE)

Strengthen the Talent Pipeline for leadership roles

Accelerate the development of a selected group rated High In Potential by Business Leaders

Regional Leadership Exchange Components

Part 1 Part 2 Part 3Business Strategy

Leadership Identity & Development

Business Planning

Structure & mission

Leading a team

Strategy Fundamentals

Commercializing & Selling Monsanto Products

Leading Through Relationships

Leading in a Matrix

Leadership Style

Career Plans

Part 1 Part 2 Part 3

Business Overviews

Career Development

Self Awareness

External Coach

Leading in a Matrix

Business Strategy

Market Visit & Customer Insights

Self Awareness

Leadership’s Role in Developing an Organization

Strategy Project

Project Presentation

Leading an Organization Through Change

Global Leadership Exchange Components

Benefits

Projects provide experience and business value and help employee prepare for their next leadership role

Development and Retention

Future leader pipeline development

Networking and relationship development

Custom ProgramsCustom Programs

Targets Senior Leaders with many years of experience within Monsanto

Externally focused

Customized to meet individual needs

Outside of the classroom

Custom ProgramsCustom Programs

Other InitiativesOther Initiatives

Monsanto University

Memberships

Tuition Reimbursement (MBAs, PhDs, certifications, etc.)

Conferences, External Training

Other InitiativesOther Initiatives

SummarySummary

Talent Segments & StrategiesTalent Segments & Strategies

TALENT SEGMENT

TALENT STRATEGY

Acquisition Development Retention

Custom Programs

Regional Leadership ExchangeGlobal Mentoring Plus

Emerging Leaders Program

Global Leadership Exchange

L180 Leadership SurveyPeople Leader Learning Series People Leader’s Network

Memberships & TuitionMonsanto University

Global Assignments

Questions & AnswersQuestions & Answers

Cathy PickardHuman Resource Lead, Canada

Monsanto Canada Inc.900 – One Research RoadWinnipeg, MB R3T 6E3

cathy.l.pickard@monsanto.com(204) 985-1009

Thank You