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Business Imperatives

Customer Focus

People Imperative
To drive customer focus and
service excellence, through
sourcing t...
L & D Strategy

Business Imperatives

People Imperatives
•

Enabling the business to have
the right supply of skilled
peop...
L & D Strategy

Business Imperatives

Our People and Business Expertise

People Imperatives
•

Having a broad base of
comp...
L & D Strategy

Group Strategy

Human Resource Strategy

Group Mission

Human Resource Mission

Business Imperatives

Peop...
1. To provide dependable tools and processes for understanding the talent
pipeline demands and progressing the associated ...
STRATEGIC DRIVERS

DELIVERED VIA
Globally

Regionally

To provide dependable tools
and processes for
understanding the tal...
DELIVERED VIA

STRATEGIC DRIVERS
Globally
To establish a one-look and one-way
people development agenda that is
aligned to...
GOALS
1.

To provide dependable tools and processes
for understanding the talent pipeline
demands and progressing the asso...
The regional and HR KPI reporting will use
the same calculation methodology
 Each measure will have an annual goal
and be...


Percentage of senior exec
openings …..



Number of short term…..



Percentage of internal/external….







Usin...


% Participation in the 360
degree …..



% participation in training
versus target

Determine % that have gone
through...
Learning and Development Strategy
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Learning and Development Strategy

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Presentation by New To HR on Learning and Development Strategy, with key performance indicators, business and people imperatives, strategic drivers,

Publié dans : Business, Technologie
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Learning and Development Strategy

  1. 1. Business Imperatives Customer Focus People Imperative To drive customer focus and service excellence, through sourcing the best and brightest talent while providing an inclusive environment which enables people to maximize their contributions in delivering the best products/services anywhere in the world.
  2. 2. L & D Strategy Business Imperatives People Imperatives • Enabling the business to have the right supply of skilled people from around the globe to deliver world class performance in the geographies we serve. • Maintaining an organizational infrastructure that enables collaboration and supports the pursuit of integrated solutions. Global Coverage and Local Strength Integrated Capabilities and Broad Range of Solutions
  3. 3. L & D Strategy Business Imperatives Our People and Business Expertise People Imperatives • Having a broad base of competitively advantaged skill sets which provide the capabilities to differentiate our products and services. • Delivering consistency and productivity through commitment to standardizing management process best practices and measuring follow through. Our Processes and Operational Excellence
  4. 4. L & D Strategy Group Strategy Human Resource Strategy Group Mission Human Resource Mission Business Imperatives People Imperatives
  5. 5. 1. To provide dependable tools and processes for understanding the talent pipeline demands and progressing the associated actions. 2. To continuously seek to identify capability related barriers to success and drive remedies which stimulate innovative thinking and encourage collaboration. 3. To establish and maintain assessment, selection and development processes which enable the company to have the right skills, at the right place and at the right time. 4. To establish a one-look and one-way people development agenda that is aligned to the most vital business imperatives.
  6. 6. STRATEGIC DRIVERS DELIVERED VIA Globally Regionally To provide dependable tools and processes for understanding the talent pipeline demands and progressing the associated actions.  Management Development and Succession Review (MDSR) Comprehensive and integrated Performance Management Process  MDSR and PMP approach To continuously seek to identify capability related  Global Business Excellence Program  Leadership Challenge programme  Top Management forum  Young Leaders programme  Training & Development barriers to success and drive remedies which stimulate innovative thinking and encourage collaboration. To establish and maintain assessment, selection and development processes which enable Exel to have the right skills at the right place and at the right time.   Business Academy  Campus  Global Competency Model and related applications for selection and assessment  360 & Personal Development Planning Curriculum
  7. 7. DELIVERED VIA STRATEGIC DRIVERS Globally To establish a one-look and one-way people development agenda that is aligned to the most vital business imperatives.  Company training interventions - Such as Sales Academy  Integrated global learning and development curriculum Regionally  Company training interventions - Such as Sales Academy
  8. 8. GOALS 1. To provide dependable tools and processes for understanding the talent pipeline demands and progressing the associated actions. KEY PERFORMANCE INDICATORS    2. 3. 4. Percentage of openings filled utilizing the MDSR process against target Number of short term (0-12 months) successors to critical roles Percentage of internal/external hires against target To continuously seek to identify capability related barriers to success and drive remedies which stimulate innovative thinking and encourage collaboration.  International measures being evaluated to determine fit into KPI reporting  Attainment of training measures on utilization To establish and maintain assessment, selection and development processes which enable Company to have the right skills, at the right place and at the right time.  Percentage of participation in 360 feedback process  Percentage that have a Personal Development plan in place To establish a one-look and one-way people development agenda that is aligned to the most vital business imperatives.  Percent participation in Training against target
  9. 9. The regional and HR KPI reporting will use the same calculation methodology  Each measure will have an annual goal and be reported on a quarterly basis  The KPI results should be reported in a quarterly and year to date basis  KPI’s will be tracked and reported 
  10. 10.  Percentage of senior exec openings …..  Number of short term…..  Percentage of internal/external….    Using MDSR bench plan charts, for positions filled in the quarter, determine what percent used the successor identified on the bench plan For critical roles (locally determined), how many of these have 0-12 month backfills For all positions filled, calculate percentage that were internally/externally filled
  11. 11.  % Participation in the 360 degree …..  % participation in training versus target Determine % that have gone through the Exel 360 feedback process  For each training offering, determine the % of participation 

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