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NEW STRATEGIES & SOLUTIONS IN THE GLOBAL WAR FOR
TALENT April 8-9, 2014
u p s t a r t 3 6 0 . c o m / l i v e
MISSION POSSIBLE Hiring, Identifying And Growing Leaders
Moderator: Marsha Murray President, Murray Resources
Roger Mosby VP of HR, Kinder Morgan
Melissa Squyres Director of HR, China National Petroleum Corp. USA
Robert Glaspie Leadership Development and Methods Consultant, Ocalm, Inc.
Susan Webb Global HR Director – Surface Technologies, FMC Technologies
Hiring Leaders- A Kinder Morgan Case Study By
Roger C. Mosby Senior VP, Kinder Morgan, Inc
A multi-state Kinder Morgan division organized around regional vice presidents with business areas managed by general managers
Rapid growth in this division which had grown from about 75 employees to over 4,000 in less than 10 years
Growth was primarily by acquisition
General managers were difficult to recruit (and promote from within the existing structure)
Senior managers couldn’t agree on what a successful general manager looked like
Regional VPs selected who they knew and not necessarily the best qualified for GM positions
Cross pollination between regions and other areas of the larger company didn’t exist
There was no real consensus on hiring criteria
Regional VPs generally expected to hire someone fully trained but didn’t know exactly what that meant
Open positions remained open which resulted in lost business, festering personnel problems and overwork of others
There was a lack of recognition of what was the real problem
There was a tendency to reorganize rather than solve the problem
There was little internal development taking place which resulted in turnover
There were no internal candidates ready to move into GM positions
We developed a GM Capabilities Model which identified the critical skills needed to: ◦ be successful as a GM, and ◦ identify the critical skills needed to advance to a more
senior position
Once developed, the Model was used for identifying internal and external job candidates that had a high likelihood of success
The Model was applied to internal candidates that were being developed for GM and more senior positions as a measure of progress in development
Foundational Adaptability/Flexibility
Composure Entrepreneurism Integrity & Trust
Work Ethic
GM Capabilities Model Mission Critical
Business & Financial Acumen
Customer Relations
Decision Making
Handling Complexity
Operations Knowledge
Participative Leadership
Very Important
Builds/Leads Teams
Communications Skills
Develops People Staffing
VP Capabilities
Creativity
Interpersonal Savvy
Strategic Orientation
Capabilities that are largely inherent in someone because of their upbringing and life experiences – they walk in the door with them
Useful for selection/promotional decisions
Not very open to development
Capabilities without which the probability of failure is great
Useful for selection/promotion decisions
Open to development
Capabilities with which the probability of success is increased
Useful in selection/promotion decisions
Open to development
These are capabilities which may be resident in GMs but are critical to the success of VPs
Useful for selection/promotion decisions
Open to development
Is not afraid to make a decision under uncertainty or to modify that decision as may be appropriate to changing circumstances
Is not locked into only one way of doing things or accomplishing results
Is willing to entertain and use ideas that may not have been his/her initial approach to solutions
Can change directions, approaches, and objectives on the fly as required
Forty five internal candidates were identified as having the “Foundational” skills and a high level of “Mission Critical” and “Very Important” skills. A gap analysis was conducted and an individual program was developed to improve “Mission Critical” and “Very Important” skills.
This group was further placed into “Ready Now”, “Ready in the Immediate Future” (<2 years) and “Ready in the Future” (2 – 5 years)
Three in the “Ready Now” group were placed in the first year
Definitions of Capabilities were translated into behavioral based questions and applied to Director and GM level candidates
Criteria was narrowed in terms of acceptable candidates
The selection process used objective behaviors to rate candidates
This resulted in better selection and ultimately less turnover and more business success
For more information contact: [email protected]
Melissa Squyres, MEd, SPHR CNPC USA
Reasons for Looking
Career Development Potential
Manager
Money
Other
*Robert Half, International
Step One- Hire the right people.
Step Two- Identify your high potentials.
Step Three- Develop all of your employees, with a special emphasis on deepening your leadership bench.
Step Four- Recognize and Reward!
Identifying Your High Potentials
*David V. Day, PhD
Each high potential employee receives a development plan split into 3 parts
Assessment
Training and Development
Stretch Assignments
High potential employees are our hidden gems.
As organizations, we have a responsibility to identify and develop them into leaders at every level.
The stronger our bench, the more effective the organization, and the more satisfied the employees- it’s a win/win.
Finding and Growing New Leaders The Keys to Success
Mission Possible Hiring, Identifying and Growing Leaders
Presented by Robert Glaspie Leadership Development Director – Ocalm, Inc.
April 8, 2014
Two Powerful Forces
Generational
Global
Similar Challenges
Generationally; our workforce is rapidly changing, forcing us to accelerate development. Globally; demand is increasing, expanding our business into remote locations with new markets. • Larger than normal skill gaps • Unfamiliar culture • Vastly different motivators and expectations
The West Africa Challenge
Identify a member of the local workforce, and develop him/her as the leader of a business unit.
First Attempt
Use processes, systems, and tools that were familiar, and had been successful in the past.
Recreate a leadership style that was familiar, and had been successful in the US.
What critical success factors should I look for to serve as indicators of an effective leader here?
Recalibration Question
Courage to challenge the norms
SOCIAL
POLITICAL
BUSINESS
A Diverse Skillset
A Diverse Network
Why are the programs and processes which proved so effective in the corporate office, failing here?
Recalibration Question
Things to Consider
Questions
Leadership Retention: Managing Leadership Transitions
Leadership Transition
“…success or failure during the first few months is a strong predictor of overall success..” The First 90 Days
Michael Watkins
36
37 Footer 04/11/2014
Leadership Transition
1. Transitioning Leader/Manager Meeting – Clarify expectations – Agree on accountability – Agree on expected behaviors
2. Assimilation Process with Team
– Break down barriers – Increase trust levels
3. Feedback
– Identify ways to gauge success – Determine channels and criteria
4. Follow-up meeting
– 3-6 month review of expectations
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QUESTIONS?
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u p s t a r t 3 6 0 . c o m / l i v e
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