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Connecting Global Competence
Leadership Development
Development of High Potentials
February 2019
Connecting Global Competence 2
Leadership DevelopmentThe Model
Corporate Values & Leadership Principles
Leadership Competencies
Leadership Target Groups
Management Systems
Leadership Development
Org
aniz
ation
Learn
ing A
rchite
ctu
re
Targeted
identification and
development of high-
potentials
Effective
integration of new
appointed
managers
Continous
development of
managers
Succession Planning
Corporate Strategy HR Strategy
Connecting Global Competence 3
Objectives High Potential Development
Employee Goals Corporate Goals
► To support corporate strategy: we create
„Champions“
► To promote a culture of „Champions“
► To increase employer attractiveness
► To identify high potentials and make them visible
(to uncover hidden talents)
► To strenghten the strategic talent pipeline (i.e.
succession planning)
► To ensure high quality of job placements
► To sketch out clear development paths
► To prepare for possible promotions
► To provide individual development evaluation
► To enhance self-reflection skills by providing
self awareness training
► To strengthen ownership for individual
development
Targeted Identification and Development of High
Potentials
- Grow beyond your horizon -
Connecting Global Competence 4
Our Career Philosophy
Targeted Identification and Development of High
Potentials
Staying in job and
being proficient
Horizontal or
vertical movementStaying in job with
assignment for
project workA career at Messe München is about
continuously expanding one's knowledge,
skills & behaviours to be a better and
successful professional.
Therefore a career with Messe München can
mean:
• Staying in a role for a long period and
being proficient and successful in your role
or area or expertise.
• Moving between roles or expertise
areas on an equal or higher valued level.
• Staying in a role successfully but contribute
/ learn by doing projects or short-term
assignments outside your current role.
Career is the result of individual choice,
continuous successful performance,
situational circumstances and the availability
of positions.
Career@MesseMünchen- our philosophy-
The employees own and drive their own career.
Connecting Global Competence 5
▪ Identified High Potentials across Messe München Group
▪ on all hierarchy, project or functional levels
Targeted Identification and Development of High
Potentials
“High potentials consistently and significantly outperform their peer groups in a
variety of settings and circumstances. While achieving these superior levels of
performance, they exhibit behaviors that reflect their companies’ culture and
values in an exemplary manner. Moreover, they show a strong capacity to grow
and succeed throughout their careers within an organization—more quickly and
effectively than their peer groups do.”
(International Consortium for Executive Development Research and Harvard Business School)
Target Group
Connecting Global Competence 6
Targeted Identification and Development of High
Potentials
FORMAL
▪ For at least one year within the company.
▪ Higher education or comparable formal education.
PERSONAL/ SOCIAL SKILLS
▪ Acts in accordance with corporate values and
leadership principles, acts as a role model.
▪ Is able to provide trust and security to other
employees and managers.
▪ Always behaves correctly even in tense work
situations.
▪ Does not shy away from challenge and proac-
tively adopts topics.
▪ Engages beyond the usual measure.
▪ Has an above-average speed of execution
▪ Is driven by an extraordinary will to succeed.
▪ Is a problem solver, develops creative ways in
tackling challenges (active agent).
▪ Is able to quickly get in line with the subject
matter and to further expand/professionalize it.
High Potential Profile
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BUSINESS SKILLS
▪ Has awareness of the business, thinks wider and
more entrepreneurial and is willing to switch per-
spectives.
▪ Posesses a digital savviness
PERFORMANCE/ POTENTIAL
▪ Has outperformed in project work at Messe
München or achieved outstanding execution in
other complex tasks.
▪ Project/ Assignment
Success Story
_________________________________________
_________________________________________
_________________________________________
Reference person
_________________________________________
▪ It is believed that the candidate is able to take over
a more complex task with more importance for the
company on a higher responsibility level in the
foreseeable future (e. g. 12 or 24 months) and with
relatively little effort for the development of the
necessary new skills.
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Connecting Global Competence
Targeted Identification und Development of High
Potentials
▪ Proposal for application could
come from various sources,
e.g. direct line manager, man-
agers from other departments,
self nomination,…
▪ In either way, the candidate
herself/ himself applies with
− Filled HiPo profile (self
evaluation)
− Motivational letter (incl.
visions/ ideas for own
development)
in english.
▪ The application will be sent to
HRD
▪ Supervisor and HR BP will be
copied in E-Mail (in case of
subsidiaries: Managing Direc-
tor, local HR Manger and HR
BP Subsidiaries)
▪ HRD asks direct line manager
and reference person to send
filled HiPo profile.
▪ HRD additionally asks candi-
date to fill online test (Talent
Q/ Korn Ferry). Filling of test in
local language, reports will be
in english.
▪ HR organizes „Round Table“
with direct line manager &
reference person to do the
assessment/ scoring.
▪ A joint score pro candidate is
set together with decision on
moving forward or not.
▪ Possible development paths
will also be discussed.
▪ In case of rejection: an indivi-
dual development talk with HR
for candidate will be proposed.
APPLICATION
Application from employee
POTENTIAL ANALYSIS
Evaluation from Manager
& Reference Person
▪ HRD creates individual
candidate folders
▪ HR creates a specific Scoring-
List for Head of Division/ MDs
▪ HRD, HR BP and Head of
Division/ MD discuss their
candidate/s.
▪ Head of Division/ MD can still
decide to organize meetings
with respective supervisors
and/ or candidates in between
his/ her approval.
▪ Approval from Head of Divsion/
MD. Can still decide (in consul-
tation with HR) to dismiss can-
didates from the list (direct
feedback to candidate from
Head of Division/ MD)
▪ For job categories Manager
and above, the respective
Exec. Board Member also has
to be involved.
▪ In case of rejection: an indivi-
dual development talk with HR
for candidate will be proposed
POTENTIAL ANALYSIS
Evaluation from Head of
Division or Board Member
January - March
▪ HiPo has to create an
individual profile / Steckbrief.
▪ Exec. Management Boards will
receive names of HiPos and
their profiles for their informa-
tion.
▪ HiPo‘s will be made transpa-
rent in the Intranet.
ADMISSION
Admission to Development
Programme „Grow“Ste
pC
on
ten
tT
oo
lT
ime
▪ HiPo Profile
▪ Guideline for motivational letter
▪ Guideline for choosing
Reference Person
▪ Scoring criteria
▪ Talent Q tests
▪ Talent Q reports
▪ Individual Development Plan
March - May May - July October
▪ Candidate Folder
▪ Scoring List for each division/
subsidiary
▪ Individual Development Plan
▪ Format of profile/ Steckbrief
▪ HRD provides Scoring-List and
ranking of all candidates.
▪ Final selection will be based on
highest scores.
▪ Scores are based on:
- HiPo Profile (40%)
- Motivational letter (10%)
- Online test „Elements/
Ability“ (40%)
- Online tests „Dimensions/
Personality“ & „Drives/
Motivation“ (10%)
▪ In case of rejection: an indivi-
dual development talk with HR
for candidate will be proposed
POTENTIAL
EVALUATION
based on Scoring
September
▪ Final Scoring List
Identification and Selection
7
Connecting Global Competence 8
Targeted Identification und Development of High
Potentials
Bettina Merkle
Head of HR Development
ZB HR, Munich
3 years with Messe München GmbH
Score HiPo-Profile
(40%)
Ø Assessment of Manager
(60%) & Reference Person
(40%)
2,3Score Motivational Letter
(10%)
Joint Assessment of Manager,
Reference Person, HR
(Result Round Table)
Score Talent Q „Elements““
(40%)
Assessment based on
Elements Report
Score Talent Q
„Dimensions“
(10%)
Assessment based on Gap-Analysis
of requirement to is profile
2,8 Final Score Bettina Merkle
Scoring Scale
1: poor until 5: outstanding
Line Manager: Surname, Name
Function, Company
Reference Person: Surname, Name
Function, Company
HR: Surname, Name
Function, Company
2,0 4,0 3,0
Scoring
Criteria
▪ Profound examination with the
programme?
▪ Clear visibility of a specific goal-
orientation in her/ his personal
development?
▪ Self-reflection with regard to
individual fields of development
actions?
▪ Identification with Messe
München and its values?
▪ Creativity?
Criteria
▪ Scoring based on
requirement profile to is
profile
Criteria
▪ Scoring on Talent Q Test
„Elements“ :
Verbal, Numerical, Logical
Testing (Scientifically sound
assessment systems)
▪ Minimum Score necessary in
order to proceed within selection
process.
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Connecting Global Competence 9
Targeted Identification und Development of High
Potentials
Premises for the Identification of High Potentials
◼ In the first run, a maximum of 20 HiPo’s are selected with no proportionality on
departments or subsidiaries.
◼ The selection criteria as well as the names of the selected High Potentials are
transparent. Whereas the selection process will be confidential.
◼ The costs for participation in the development programme are approximately 5,000 €
per High Potential. The costs will be allocated to the respective cost centre.
◼ The individual effort should not exceed 8 working days per programme year, but can
vary individually depending on the level of development needs.
◼ The HiPo’s meet twice during the programme in Munich (e.g. for the Kick-Off in
October)
◼ There will be a repayment agreement for all HiPos.
Connecting Global Competence 10
Admission in
Development
Programme
(18 Months)
Pe
rso
nal A
naly
sis
of
the c
urr
en
t S
itu
ati
on
* (K
ick-O
ff E
ve
nt)
Work with an individual Development Plan*
Learning from Relationships
Learning through Experience
Learning through Knowledge Transfer
Self-directed Learning
Pe
rso
nal A
naly
sis
of
the c
urr
en
t S
itu
ati
on
* E
va
lua
tio
n
Coach(Cross-)
Mentoring
*Networking/
Fireside Chats
Project*Social
Project
International
Assignment
TrainingOnline
Learning
Sharing
Platforms
Case
StudiesLiterature
Learning
Journal
Targeted Identification and Development of High
Potentials
Development Programme „Grow“ – (grow) beyond your horizon“ (18 months)
Alumni
September year x March/ April x+1
MBA-
Support
* mandatory modules
September x+1 March x+2
Connecting Global Competence 11
Targeted Identification and Development of High
Potentials
Expectation Management
In General: The main focus should always be on individual development.
If the decision is made against a candidate in order to take part in the programme, this
assessment can vary and re-made in the following years.
Identification as a HiPo and the admission in the development programme is subject to
continuous evaluation. The assessment as a potential can change from year to year.
With the inclusion in a development programme, there is no automatism with regard to the
placement of positions. It is the result of continuous successful performance, situational
requirements and the availability of positions.
Connecting Global Competence 12
Sourcing from pool of High Potentials (1)
Targeted Identification and Development of High
Potentials
Selection of suitable candidates for filling key positions in the context of long-term
Strategic Succession Planning
Nomination of HiPos
as potential
successors for key
positions
Annual discussion
of succession
candidates in the
Succession
Planning Meeting
Development
Planning within the
framework of the
development
programme
Filling of key position
with successor
Connecting Global Competence 13
Sourcing from pool of High Potentials (2)
Targeted Identification und Development of High
Potentials
Selection of suitable candidates for a systematic placement of positions
Sourcing in the pool
of HiPos based on
individual profiles by
HR BP
Discussion with
respective manager
-> only then
contacting
candidates
Sending the job ad
to the respective
candidate
In case of positive
feedback, the
candidate is taken
into the regular
recruiting process
Permanent scouting by HR BPs
Connecting Global Competence 14
Schedule for implementation
Targeted Identification and Development of High
Potentials
What? When?
Approval Works Council January 2019
Participation of subsidiaries December 2018/ January 2019
Groupwide Roll-out End of Jan/ beginning of Febr. 2019
Dead line for applications End of March 2019
Potential Check I May 2019
Potential Check II July 2019
Final Approval and communication
to candidates
July/ August 2019
Kick-Off Development Programme October 2019