Execution Workshop Gsk Colombo Chandramowly
- 4. Building ‘Execution’ Competence The Leader’s Seven Essential Behaviours Know your Set Clear Follow Expand Insist on Goals and Reward People’s Know your People & Realism Through Doers Priorities capabilities self Business Creating the framework for cultural change Link Guide- Belief – Cultural Setup Tell people coach, set Demonstr Inculcate Behaviour- Change to mechanism what you principle based ate Organisati Action- Business to change are looking consequen Accounta onal Culture Outcomes beliefs for ces bility Beliefs Having the right people in the right place Great guy Overcome commit Be in ‘A’ area psycholo for right Energise. decisive Courage Select a need not gical hire & Don’t drain on tough for Doer than be Great in comfort people People issues unvarnish Talker B factor dev. Energy ed Truth HR Development Dimensions
- 5. Leader ensures to recruit right people • Organisation Success and People Selection • How much time leaders spend to build? • In a successful company 85% of executives are promoted from within HR Development Dimensions
- 6. Psychological comfort factor • Who put the round ones in squares? • Loyalty issues • Ex: Building a Finance Team in an MNC • What normally Leaders do when they recognise the problem of wrong fit? HR Development Dimensions
- 7. Psychological comfort factor • Jobs are filled by wrong people because leaders are comfortable with them. • There is a serous problem if the loyalty is based on wrong factor • VP-Finance 1. hiring his team from earlier company. VP-Fin 2 also did the same..The group became too many soldiers with no pool of leaders • When leaders recognise the problem of wrong fit, the just watch it with out taking any actions HR Development Dimensions
- 8. Leaders are Decisive on Tough Issues • The Dancing of Decisions • Emotional Fortitude and unwavering • Make it swift, well and act Ex: Case of a Safety Manager HR Development Dimensions
- 9. Leaders get things done through others • Not spending time on Micromanaging • Relation of Insecurity to Trust • Other style: – let people grow – sink or swim. Drill sergeant – Ex: Procurement Manger Som 80 hour week and plant people on Saturday’s and Sundays HR Development Dimensions
- 10. Evaluation – the unvarnished truth • Rewarding wrong people – The Consequences • Leader closely reviews on Delivery, Consistency and creativity in adversity. The easy wins and meeting commitments in a –ve and +ve ways HR Development Dimensions
- 11. THE THREE CORE PROCESSES OF EXECUTION HR Development Dimensions
- 12. Execution Strategy Process HR Development Dimensions
- 13. THREE CORE PROCESSES OF EXECUTION The People Process Making the Link with Strategy and and Operations The Strategy Process Making the Link with People and Operations The Operation Process Making the Link with Strategy and People HR Development Dimensions
- 14. People Process HR Development Dimensions
- 15. THREE CORE PROCESSES OF EXECUTION • Importance of People process • Who can make judgments and create strategies and translate them into operational realities? • A robust people process does 3 things. 1. Evaluation 2. Framework. 3. Pipeline HR Development Dimensions
- 16. BUILDING BLOCKS OF ROBOST PEOPLE PROCESS • Linkage – Plan and Targets • Succession Planning. • Deciding what to do about non- performers • Transforming HR HR Development Dimensions
- 17. Four Tools To Develop The Leadership Pipeline The Leadership Assessment Summary The Continuous Improvement Summary The Succession Depth Analysis The Retention Analysis HR Development Dimensions
- 18. Leadership Assessment Summary High Potential Exceeds Standard Promotable PERFORMANCE Experienced At Professional Standard Too New Needs heavy Below Standard X coaching for Exceeds new job Below At Standard Standard Standard X Needs job change BEHAVIOUR HR Development Dimensions
- 19. Continuous Improvement Summary Employee Name: Suhas, VP Marketing Success, Attributes and Behaviours Competencies Excellent At Standard Below Standard Business Acumen Customer Focus Strategic Insight Vision and Purpose Values and Ethics Action orientation Commitment Team work Innovation Developing people Staffing Performance HR Development Dimensions
- 20. Continuous improvement Summary Employee Name: Suhas, VP Marketing Performance Highlights Targets Missed Developed after market strategy for Missed 2 major global accounts solution selling environment coverage in Honkong and China Developed marketing and profit Did not recruit a chinese marketing improvement for Asia market executive for greater china market Summary strengths Developmental Needs Extraordinary business insights Needs to excel in recruiting staff Upholds highest standards and Must develop energy to develop his sets right example staff Move faster to upscale weak people Development Plan Potential Next Moves Must work with a coach or With significant improvement, he mentor in the area of people will be able to run a business skills unit HR Development Dimensions
- 21. Retention Risk Analysis • Person’s marketability • Risk business faces if one leaves • Too long in existing job – susceptible to head hunter’s call • Whether the company has enough HPs to fill key posions • Any HPs in wrong job slots • People process at GE, Colgate and Honeywell provide their bench strenth HR Development Dimensions
- 22. What The Recipient May Experience Others see Others don’t see what I see what I see CONFIRMATION SURPRISE I see I see I see I see me low, me high, me low, me high, others see others see others see others see me low me high me high me low DISAPPOINTMENT VALIDATION ENCOURAGEMENT DENIAL ACCEPTANCE ACCEPTANCE IMPROVEMENT GREATER GREATER IMPROVEMENT UTILIZATION UTILIZATION HR Development Dimensions
- 23. Dealing with Non-performers • No best process can make everyone a good performer • Some mangers promoted beyond their capabilities need to be put in lesser jobs • Others just have to be move out. • Failures don’t mean people are bad. Job fitness, performance issue..Being fair and preserving the dignity of the people is essential • HR Development Dimensions
- 24. Linking HR to Business Results • HR is becoming more important in its changed role. • It must be linked to strategy and operations and to the line people’s people assessment • Identifying and filling critical jobs • Developing Pipeline for succession • Ensuring objective appraisal and reward system • Building and Upholding HR systems, Business Ethics and legal compliance • Building a culture of accountability for high performance to demand the best associates • Ensure top executives hold each others mutually accountable to be reasonable and fair to push back one another. • If Information about employees are constantly collected right people will be in right jobs. • The one-on-one assessments practiced as a total process it becomes an incredibleDevelopment Dimensions HR execution tool.
- 25. Operation Process Operating and executing Short term scale of 4 quarters Process of alignment Encompasses programs of the year OP specifies synchorisation OP responsibility of a Leader HR Development Dimensions
- 26. Execution – The Blockage Survey HR Development Dimensions
- 27. Building ‘Execution’ Competence The Leader’s Seven Essential Behaviours Know your Set Clear Follow Expand Insist on Goals and Reward People’s Know your People & Realism Through Doers Priorities capabilities self Business Creating the framework for cultural change Link Guide- Belief – Cultural Setup Tell people coach, set Demonstr Inculcate Behaviour- Change to mechanism what you principle based ate Organisati Action- Business to change are looking consequen Accounta onal Culture Outcomes beliefs for ces bility Beliefs Having the right people in the right place Great guy Overcome commit Be in ‘A’ area psycholo for right Energise. decisive Courage Select a need not gical hire & Don’t drain on tough for Doer than be Great in comfort people People issues unvarnish Talker B factor dev. Energy ed Truth HR Development Dimensions