CODE Para Gerentes Nov09

Oct, 2 2009CODE

2

Ambición: Constuir una cultura distintiva de liderazgo

DANONE LEADERSHIP “CODE”

HH OO EEPP

Changing Environment

Leadership criticality

DanoneValues

33

Danone Leadership CODE

C OMMITTED (Comprometidos) O PEN ( Abiertos ) D OERS ( Ejecutores )E MPOWERING ( Responsabilizar y hacer que la gente crezca )

Los líderes en HOD México deben ser:

5

Committed ( Comprometidos )• Aportar todo el potencial propio

• Inspirar y Ser la Vision, Compartir la Misión para generar compromiso.

• Actitud de poder hacer, fijarse objetivos altos y alcanzarlos

• Key para el performance. Entregar resultados

• Estar cerca de la gente para sacar todo el potencial.

• Está relacionado con ser optimistas de saber que podemos sacar el resultado.

• Comprometidos a generar resultados ambiciosos.

Danone Leadership Code: Cultura de liderazgo distintiva del Grupo inspirada

por los valores

Committed


por los valores

Open ( Abiertos )• Estar conectado con los demás, tanto internamente con los

demás en la empresa como con el exterior.

• Romper la barrera con el jefe ( miedos )

• Escuchar a todos con empatía y straight talk( hablar claro y directo )

• Estar totalmente abierto a interactuar con todo tipo de personas y formas de pensar. ( diversidad ).

7

Committed


por los valores

Open

Doer• Walk the talk: hacer que las cosas se hagan

• Hacer uno mismo las cosas

• Ser pragmáticos, veloces, ágiles, directos al punto y sacar el resultado

• Estar preparado para tomar rápido la acción.

• Tomar la responsabilidad y el riesgo por enseñar el camino a seguir: dejar hacer

8

Committed


por los valores

Open

Empowered• Tomo la responsabilidad y hago que tomen su

responsabilidad cada reporte directo y el equipo.

• Todos tienen el poder de tomar sus decisiones.

Doer

9

Committed


por los valores

Open

Empowered Doer

Questions ?

11

Auto Evaluación en CODE

Estar adelante para crear resultados sin precedente

Habla directo y escucha con empatía.

Comprometer y alinear a los equipos

Pos

ibili

dade

s: E

star

en

el fu

turo

y c

rear

pos

ibili

dade

s

Com

prom

iso:

hac

er lo

nec

esar

io p

ara

que

las

cosa

s su

ceda

n, p

erso

nalm

ente

o p

or m

edio

de

tu e

quip

o pe

ro lo

gran

do e

l res

ulta

do

Ren

dir c

uent

as: a

ctua

r par

a lo

grar

resu

ltado

s, re

spet

ar

prom

esas

y c

ompr

omis

os

Hab

la d

irect

o &

retro

alim

enta

ción

con

stru

ctiv

a: d

ecir

lo

que

quie

res

y se

r lo

que

dice

s. U

tiliz

ar e

l coa

chin

g vs

co

ntro

l

Est

as a

bier

to a

esc

ucha

r sin

inte

rrum

pir,

ente

ndie

ndo

y pr

egun

ando

lo q

ue n

o en

tiend

es

Apr

ende

r de

los

dem

ás: I

nter

acci

ones

inte

rnas

y

exte

rnas

par

a co

mpa

rtir l

a ex

perie

ncia

Res

pons

abili

dad:

hab

ilida

d pa

ra re

spon

der,

iden

tific

ar

el im

pact

o de

las

acci

ones

ó n

o ac

cion

es

Bre

akdo

wn

to b

reak

thro

ugh,

los

brea

kdow

ns s

on

inev

itabl

es c

uand

o se

bus

can

resu

ltado

s si

n pr

eced

ente

s

Res

ulta

dos

y A

ccio

nes:

Par

arse

en

el fu

turo

y

trans

form

arlo

en

acci

ones

. Ret

an lo

s ob

jetiv

os p

ara

ver

lo q

ue fa

lta p

ara

crea

r el f

utur

o.

Facu

ltar a

l equ

ipo:

Fom

enta

n la

coh

esió

n y

el

dese

mpe

ño c

olec

tivo.

Equ

ipos

de

alto

des

empe

ño: F

omen

tar l

a ex

cele

ncia

tra

nsve

rsal

, inn

ovac

ión

y en

don

de c

ada

mie

mbr

o de

l eq

uipo

dem

uest

re u

n fu

erte

com

prom

iso

en e

l cr

ecim

ient

o y

éxito

.

Act

itud

de c

oach

: Con

stru

ir so

bre

las

forta

leza

s,

incr

emen

tar e

l des

empe

ño.

Auto Evaluación

Ejecutor para entregar resultados claros y rápidos

Facultados para energizar y desarrollar a la gente

Diferentes conversaciones acerca del futuro, para crear acciones sin

precedentes. Incrementar el nivel de compromiso.

Incrementar las habilidades para crear relaciones auténticas y empáticas.

Romper la cultura de silos

Pensar diferente para crear resultados sin precedentes

Crear las condiciones de empowerment en una estructura delgada. Crear una cultura

de coaching, preparar contratos de crecimiento

Inspirar y ser la visión Conectarse dentro y fueraTomar la responsabilidad y riesgos para

el futuroFomentar "great place to grow"

Comprometidos a construir un futuro ambicioso

Abierto a vincularse y compartir con los demás

12

New managerial

competencies

HR Processes : “CODE Inside”

Changes for 2010 PDR (opening Dec 2009)

New Performance & Objectives

Model

New Potential& Career

Model

RecruitmentTo come:Recruitment guidelines &

process

ManagerialDevelopment

From Inductionto Learning Programs

Danone Leadership College

13

For every Danoner

The New managerial competencies

From old 12 managerial competencies Develops business

Achieves results effectively

Anticipates / is proactive

Brings a strategic contribution

Develops cross-functional effectiveness

Leads and drives for change

Builds high performing teams

Develops people with talent:Provides feedback – Coaches and provides a learning environment

Communicates well with senior management

Is able to take measured risks and to innovate

Has passion for excellence

Displays resilience, determination and flexibility

To the 4 CODE leadership attitudes

Committed

Open

Doer

Empowered

Scale of evaluation:• Role model • Superior• Good• Low

14

New managerial

competencies




Model


Model


process




15

The Performance Model

“Performance is based on overall contribution and annual individual

objectives assessment, taking into account the context and the way objectives have

been met”

“Performance is based on overall contribution and annual individual

objectives assessment, taking into account the context and the way objectives have

been met”

1. Outstanding

2. Exceeded expectations

3. Fully met expectations

4. Improvements needed

5. Below expectations

New in PDR :

Evaluating the What + How

16

The Performance Model – New scale

1 Outstanding

Outstanding performance in nearly all respects : went far beyond his/her role, significantly exceeded most of objectives, achieved sustainable results even in a challenging context, exemplified CODE

2 Exceeded expectations

Recognized high performance, regularly went beyond her/his role and exceeded most of objectives . Made a significant contribution to the business and teams. Displayed consistent CODE attitudes most of the time.

3 Fully met expectations

Fully met expected performance, played her/his role, achieved objectives, even exceeded some. The quality of results was good and attitudes were displayed in line with CODE

4 Improvements needed

Performance not fully at expected level. Tasks, assignments and objectives were carried out but occasionally required improvement on results or attitudes regarding CODE. An action plan must be set up

5 Below expectations

Performance below expectations. Tasks, assignments and objectives were not properly handled or attitudes needed changes regarding to CODE. Underperformance must be understood and quick corrective actions are required.

17

Because our business model is about Economic & Social, because we believe inthe contribution of each individual…We define 3 categories of objectives

ECONOMIC: to deliver collectively the short term expected results, to producethe financial means for our Ambitions

SOCIAL: to ensure a Danone Way of doing business, WITH Health, Nature and People streams, to build the Danone Social Ambitions

BUSINESS DRIVERS: to ensure the monitoring of projects and commitments, short or long term to transform People, Organizations and Way of doing business

New Objectives model for business alignment…

3 categories don’t mean one third by objective !

18

New managerial

competencies




Model


Model


process




1919

The NEW Danone potential & career modelSustained Performance

CODE

Company mismatchCompany mismatch

ConfirmedConfirmed

+-

Above expectations (Average perf over3 years at 3 or less)

Below expectations(Average perf over 3 years

above 3)

SUPERIORGOODLOW ROLE MODEL

Key Professional

DevelopmentPotential

Lateral evolution or take 1 level

over time

Grow 1 level from current position

within 3 to 5 years

Grow 2 levels from current

position within5-7 years

Career Outcome:

Exit Lateral evolution

High Potential

Job Mismatch(cannot be used 2 years in a row)

20

New managerial

competencies




Model


Model


process




21

A New Recruiting Approach

Open Sourcing with CODE insideOpen Sourcing with CODE inside

Out of the box

taskforce

22

2009/2010ASR

(old potential & perf)

2009/2010ASR

(old potential & perf)

CBUPeople Review

CBUPeople Review

2010

PDR Evaluation

(100% new system)

2010

PDR Evaluation

(100% new system)

New PDR 2010 Template

New PDR 2010 Template

2010CODE evaluation + Objectives setting

2010CODE evaluation + Objectives setting

Use new objectives formatUse new objectives format Use new potentialUse new potential Use CodeUse Code

Use new PerformanceUse new Performance

Launch of

2010PDR, IDP campaign

Launch of

2010PDR, IDP campaign

JAN FEB DECNOV MARCH2010DEC . . .

No change for 2009 PDR

Change for 2010 PDR (opening dec 2009)

Implementation plan

23

24/25/26 nov HR

leadership team

23

Webinar/meeting to HRDs

during regional/WWBU

meetings

Now it’s yours !! (Empowered )

Dan 2.0 HR Communities’ communications

Specific client

support on D-day

October November December

HRD

Allmanagers

Webinar to HRD’s(today)

Sametimewith HR

managers (training on

the new tool )Support HIRIS

team

HR managers

Sametimewith HR

managers (presentation

+ Q&A)

Toolkit

In CBU Meetings withCODI / Team Leaders (HRDs)

Learning solutions

Questions ?

CODE Para Gerentes Nov09

Documents

Transcript of CODE Para Gerentes Nov09