Nestle - Zaka (70)
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Transcript of Nestle - Zaka (70)
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Corporate Human ResourcesCorporate Human ResourcesInvestors Meeting, May 15th, 2006Investors Meeting, May 15th, 2006
Paul BroeckxHead of Corporate Human Resources
Chantal GaemperleHead of Corporate Management Development & Sourcing
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This presentation contains forward looking statements which
reflect Managements current views and estimates. The forward
looking statements involve certain risks and uncertainties that
could cause actual results to differ materially from those
contained in the forward looking statements. Potential risks and
uncertainties include such factors as general economic
conditions, foreign exchange fluctuations, competitive product
and pricing pressures and regulatory developments.
Disclaimer
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Driving the Transformational Strategy
Strategic Transformation
A long-term transition from
traditionalbusinesses into a
Nutrition, Health andWellness Company
Organizational Transformation
A new organizational dimension : Roleof the Centre, Role of the Market and
Role of the Market Head
Nestl on the Move : From Hierarchyto Network Organization
Human Resources as a Partner & Change Agent toenable Company Transformation
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Nestl on the Move
FROM
RESULT ORIENTATIONTASK ORIENTATION
TOHierarchy Network
AlignmentCommandExperience Insight
Competing Co-operationDiscipline Initiative
National - Functional Cross-border/Cross-functional
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Inspiring Management
Flat & Flexible Structures
Long-Term Development
Dynamic Compensation
Life-long Learning
Prerequisites
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Business objectives to be translated into Personal objectives
Focus on the WHAT but also on the HOW
Focus on development and dialogue
No rating but evaluating the "Nature of the Contribution"
Trails / Acquires / Masters / Steers / Transforms
No mechanic link with salary
"Develop People" : A new approach to PerformanceEvaluation
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New Skills Needed
Inspiring People
Adding Value
Opening UpDealingwith others
Lead people
Develop people
Practisewhat you preach
Know yourself
Insight
Service Orientation Curiosity
Courage
Proactiveco-operation
Impact / Convinceothers
Resultsfocus
Initiative
Innovation &Renovation
Nestl Leadership
Framework
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Transformational Challenge
Develop
People
HR as a Business Partner
RETAIN, EVALUATE AND DEVELOP
Management Development
Progress & Development Guides
Corporate Leadership Programme
Development Centers
ATTRACT
Sourcing (600 hirings a year)
International GraduateProgrammes
Employer Branding
Attractivity Surveys
Driving Evolutionary Change
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ZoneZone
AOAAOA
ZoneZone
AMSAMS
ZoneZone
EUREURWatersWaters NutritionNutrition NespressoNespresso
FunctionsFinance & Control / Technical & Production / Supply Chain
Human Resources / IT/IS
Strategic Business UnitsCoffee & Beverage / Confectionary / Ice-Cream
Petcare / Culinary / Dairy / Foodservices
Network Structure
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Corporate Management Development
Succession Planningfor Corp. Key Positions (Sept 2005)
Work on 2 Axis
Succession Planning
for Corporate Key Positions
SCOPE : ~1200 positions
TARGET : 2 successors per position
Talent Pool Management
Group Talent Pool followed at
Corporate Level
Talent
Pool
Total : 1689
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Corporate Management Development
Increased Scope & Visibility : 1'200 positions on the radar screen
Evolution of Talent Pool over the last 5 years : from 400 to 1'700
Strong Senior Management Involvement
-> June : Talent Pool review
-> September : Succession Planning
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An integrated, global approach toPeople Development
70 Meetings in 2005to prepare for the 2 Key Moments:
Talent Pool & Succession Planning
Across Zones / Businesses / SBUs & Functions
54% changes proposed in the Group
Talent Pool in 2005
increase of 26%
15% Increase of cross-Zones transfers (35%)
F&C : 60% of Group Talents moved between
2004 and 2005
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Global Analysis of Talent Management Groupwide
Key Performance Indicators Followed-up and tracked :
- Number of Key Positions (1'200 groupwide)
- Number of Successors (Target : 2 per Key Position,coming from the Talent Pool)
- Group Talent Pool increase (+ 26% in 2005)
- Follow Up on Performance (Target : 100% of Progress &
Development Guides received for Key Positions Holders,
their successors & the Group Talent Pool)
- Gender representation- Cross Zones / Businesses transfers (+ 15% in 2005)
- Time in position / turnover
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Corporate Leadership ProgramCorporate Leadership ProgramFrom Individual ImpactFrom Individual Impact
To organizational DevelopmentTo organizational Development
"Leadership Is the Capacity to
Inspire People to higher level
of Performance"
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Leadership Development Intervention customised toour needs and challenges
18 months preparation work with LBS
+120 Interviews in 2002 (Australia, UK, US, Germany,France + Centre)
Background and Preparation
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Programme content:
3 main parts:
1 - Open Mindedness - Innovation2 - Leadership & Motivation (Developing others,
Leading others, Performance Management andFeedback)
3 - People relationships in network, relational
skills, teamwork, cooperation and integration Alternance of theory, data feedback and exercices
Approach and Content
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Key Features
Feedback /"Leadership Awareness Survey" (360)
Coaching
Across Zones and Businesses
Early involvement of Top Management, including CEO
Follow-up & Progress Measurement after 12-18 months
External Benchmark
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Core Leadership Programme Follow up sessions Roll out "Nestl 4'000"
12-18 months
after first participation
measurement of
progress
started in 2004 2 sessions in 2004
6 sessions in 2005
6 sessions in 2006
3 regional platforms
London
Miami
Singapore same methodology
and content
A groupwide effort
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From Personal development to Organizational Impact
1) Support development at personal level by :
- giving feedback (know yourself)
- elaborating action plans
- personalized coaching
2) Support organizational evolution by :
- observing cultural and structural
aspects- proposing actions to evolve the
organization
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Conclusion
HR is a strategic partner driving efficiency throughCorporate Initiatives such as :
- The Leadership Program- Management Development
- Develop People- Employer Branding- Industrial Relations- Grading Structure- etc
Such strategic positioning enhances companiescompetitiveness.
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Corporate Human ResourcesCorporate Human ResourcesInvestors Meeting, May 15th, 2006Investors Meeting, May 15th, 2006