Leadership BROWN-FORMAN. HISTORY Founded by George Garvin Forman in 1870 150 years of history One...
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Transcript of Leadership BROWN-FORMAN. HISTORY Founded by George Garvin Forman in 1870 150 years of history One...
HISTORY
Founded by George Garvin Forman in 1870
150 years of history One of the largest American-owned
spirits and wine companies Among the top 10 largest global spirits
companies
CORPORATE RESPONSIBILITY
“Brown-Forman’s highest purpose is to enrich the experience of life. We do this, in our own way, by responsibly building beverage alcohol brands that thrive and endure for generations. This is achieved within a broader context of corporate responsibility — promoting responsible enjoyment of our brands, protecting the environment, providing a healthy, safe, and inclusive workplace for employees, and contributing to the communities where we live and work.”
COPYRIGHT © 1998-2012 BROWN-FORMAN CORPORATION
Anything with this format of the slide was taken directly from Brown-Forman’s slide deck for succession planning and talent review
Use has been approved by Brown-Forman contact
SUCCESION PLANNING AND TALENT MANAGEMENT
Succession planning was always part of the BF culture
As employees enter BF, they are all given the opportunity to thrive
Keys to success: Strong backing by management Ingrained in BF culture
Employees hired with assumption of longevity
High potential are identified after two years with the company
SUCCESSION PLANNING
Resources to support process: Succession Management (talent reviews
& key position review) Organizational Development
(Performance Mgt., Career Development, Mentoring and Coaching Resources)
BBU Staffing & Recruiting HR Team Leaders, managers
BENCH STRENGTHS
Definition: Bench Strengths Process to identify high potentials and
evaluate where they may fit in critical positions within the company
Financial Impact and Strategic Impact Allows management to have a “bench”
of high potentials ready to fill roles as necessary
9-BOX GRID
Helps identify High performers Potential leaders Employees ready for new projects Those at Risk
Referred to and updated before reviews and in the talent council
Visual Assessment identifying potential leaders and talent that may be
ready for new opportunities Mechanism that can be used to consider possible
coaching interventions based on employee’s current performance and potential
High Performer/ Well Placed
Recognize, Keep Challenged & Engaged
High Performer/ Growth Potential
Provide Targeted Development
High Potential/ Leadership Talent
Provide Targeted Stretch Development or Assignment
Effective Performer/ Well Placed
Keep Challenged & Engaged
Effective Performer/ Growth Potential
Develop Skills
Key Performer/ Leadership Potential
Test for Potential
Under Performer
Initiate Performance Improvement Plan
Marginal Performer
Set Clear Goals and Focused Development
Inconsistent Performer/ Derailment Risk
Identify Support Resources or New Role
TALENT MANAGEMENT
Employee responsibility Just as responsible to provide updated
information Given time in work to
Allows management to communicate with employees and vice versa
Talent Management Feedback Forms Form used to the council Kept by manager Not visible to employee
CAREER PLANNING
Encouraged to update regularly Especially before a review
Regular updates lead to more data points
Other assessments Hogan Assessment 360 Assessment
Identify Key
Positions
Identify Who Can
Fill It
Put Individuals
in a Database
SUCCESION PLANNING AND TALENT MANAGEMENT
Brown Forman Corporation22
High Performer/ Well Placed
Recognize, Keep Challenged & Engaged
High Performer/ Growth Potential
Provide Targeted Development
High Potential/ Leadership Talent
Provide Targeted Stretch Development or Assignment
Effective Performer/ Well Placed
Keep Challenged & Engaged
Effective Performer/ Growth Potential
Develop Skills
Key Performer/ Leadership Potential
Test for Potential
Under Performer
Initiate Performance Improvement Plan
Marginal Performer
Set Clear Goals and Focused Development
Inconsistent Performer/ Derailment Risk
Identify Support Resources or New Role
PERFORMANCE
P O T E N T I A L
9-box Performance/Potential Grid
CASE OPPORTUNITIES Mgmt. Initiative
Strategic key projects for development
Sometimes international in scope
Around 9 months Designed to:
Increase responsibility – cross functionality
Gauge employee potential
Outside Vendors & Executive Leadership
Topics include:o Sales/Marketingo Leadershipo Technology
55,000 hours in last two yearso 25 hrs/employee
BRAND BUILDING U (BBU)
Employee Driven Management
Buy-In Mentoring
o Global – web-based
o 280 mentorso 498 mentees
People Build Brands
Employee
Mgmt
Brown Forman
“Thinking About Drinking”
• Non-Drinkers Group• Recognized by Diversity
Inc. for Best Practices• Enhance Employee
Engagement & Commitment
LEADERSHIP VISION
Brown-Forman’s Leadership booklet provides an incomplete vision of leadership
The book focuses too much on traits without addressing other aspects of leadership
Would be best if they created a formal definition of leadership
EMOTIONAL INTELLIGENCE
According to Bar-On (2010) “Emotional-social intelligence is a cross-
section of interrelated emotional and social competencies, skills and facilitators that determine how well we understand and express ourselves, understand others and relate with them, and cope with daily demands, challenges and pressures”(para. 1).
Bar-On, R. (2010). A broad definition of emotional-social intelligence according to the Bar-On model. Retrieved from http://www.reuvenbaron.org/bar-onmodel/essay.php?i=2
EMOTIONAL INTELLIGENCE
An additional data point to filter leaders with
Training and development in EI at BBU
360 JOB REVIEW
Marcus Buckingham argues 360 reviews create flawed data
“The bottom line is that, when it comes to rating behavior, observers are not objective, especially when asked to make relational assumptions.”
http://blogs.hbr.org/cs/2011/10/the_fatal_flaw_with_360_survey.html
360 JOB REVIEW
The effectiveness of the test erodes over time and therefore may want to tweak existing assessment or switch assessments entirely