Winning with people - Unilever's L&D strategy
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Carrie Bampo-Addo, Media Strategy & Operations Director at Unilever, gives a case study on the Unilever Media College and how they've successfully been able to embed learning as part of their culture using the 70:20:10 model.
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Winning with people - Unilever's L&D strategy
- 1. #talentbites
- 2. #talentbites Unilever Global Media: Winning With People Carrie Bampo-Addo Media Strategy & Operations Director, Unilever @carriebampoaddo
- 4. WE BETTER CONNECT OUR BRANDS WITH PEOPLE #talentbites Pioneering the future of media through our global scale, expertise and iconic brands @carriebampoaddo
- 5. #talentbites UNILEVER PEOPLE DEVELOPMENT Clear processes, tools & enablers @carriebampoaddo
- 6. #talentbites AND AT THE HEART IS THE IDP @carriebampoaddo
- 7. PIONEERING WITHIN UNILEVER MEDIA #talentbites @carriebampoaddo EXPERT TENACIOUS DARING DELIVERING CHANGE PIONEERING
- 8. #talentbites WE ARE ADVOCATES OF THE 70:20:10 MODEL @carriebampoaddo
- 9. #talentbites MY MEDIA DEVELOPMENT @carriebampoaddo
- 10. #talentbites
- 11. #talentbites WE ARE ADVOCATES OF THE 70:20:10 MODEL @carriebampoaddo
- 12. #talentbites LEARNING THROUGH STRUCTURE @carriebampoaddo
- 13. MEDIA COLLEGE: TRAINING ALIGNED TO DEVELOPMENT NEEDS • Totally focused on Media – by Media/for Media #talentbites • Designed to make our development easier • Content which is regularly refreshed • Modular approach which is collaborative and interactive • Linked to IDP @carriebampoaddo
- 14. ESTABLISHED WAYS TO RECOGNISE & CELEBRATE #talentbites @carriebampoaddo PIONEER AWARDS SENIOR LEADERSHIP COMMUNICATION TEAM AWAY DAYS CELEBRATION DRINKS Re-engage, reinforce, recognise and reward team values and behaviours
- 15. #talentbites WHAT OUR PEOPLE THINK GPS RESULTS ACCOUNTABILITY & RESPONSIBILITY Source: GPS Pulse Survey 2013 vs 2011 @carriebampoaddo +14% LEADERSHIP OF OUR ORG +13% BIAS FOR ACTION +21% PEOPLE MANAGEMENT +12% COMMUNICATION +18% DEVELOPMENT +11%
- 16. #talentbites
- 17. #talentbites View more at talentbites.com
Notes de l'éditeur
- Hi my name is Carrie Bampo-Addo, Unilever Media’s Strategy & Operations Director. I am lucky enough to have a rich and varied role – part of which is to drive and champion the people agenda within our media function And so today I am going to talk about some of the strategies and initiatives which UL Global media have put into place, within the wider Unilever people framework to ensure that we win with people particularly in the area of development
- But before I dive into the detail, let me first start by explaining who Unilever Global Media are: We are responsible for safeguarding the deployment of Unilever’s the world’s second biggest advertiser And we do this by Pioneer the future of Media through our expertise, global scale and iconic brands We pride ourselves on providing magical brand experiences, through the lens of our cB4L way of Marketing. We strengthen brand equities & drive growth by delivering innovative communications plans across multiple touchpoints. Our goal is to continuously improve performance and delivery from these plans, by driving effectiveness and efficiency. We are future facing and challenge the status quo to deliver business results. Success in our function comes from being tenacious, daring, expert and unafraid of delivering change (more of this to come later)
- So this is our media triangle, our vision, our strategy, our plan on a page which guides everything we do There are four key components: Innovation & Partnerships: as I’ve said we’re future facing and we leverage our strategic partnerships with the likes of FB, Google and other players to ensure that we stay ahead of the curve Driving strategic thinking: this is all about smarter media thinking across paid, owned and earned medi Effectiveness and efficiency: we ensure maximum levels of effectiveness and efficiency for all our global media investment to fuel brand growth And as you can see very deliberately we have placed people at the heart. And we look at this two ways – the people we serve (our consumers), and the people who make up our media team. And that of course is why I am here today
- And when it comes to people, it first has to be said that everything we do within the media function is firmly anchored to Unilever’s approach to performance and development What you see here is a is snapshot of our performance development calendar Al UL employers are provided with resources, tools and enablers to build their own development – however the emphasis is on the individual to drive their own development with all the support that UL provides
- And when I speak about enablers, one of the most critical in terms of development is the individual development plan – this is a living document which captures where you are now and where you want to be. It’s not something we look at once year, we encourage our teams to have quality/meaningful conversations with their line mangers all year round, so that they can build and grow in their careers at UL
- So that’s the UL wide picture – I will now turn my focus to the Unilever media approach to learning and development At the hear of everything we do, we believe we are pioneers and a few years ago we encapsulated this into a framework which we would use to guide & end encourage the behaviours that we want to see in Unilever media As you can see, we have articulated 4 key behaviours and underpinning this, we have a wealth of assets, materials and initiatives which we deploy to drive Pioneering behaviour within our function particularly with regard to learning and development
- I obviously don’t need to explain to this audience what the 70/20/10 model is Suffice to say that we are big fans , and let me take you through how this manifests itself in UL Global Media in order to guide learning and development
- Under the umbrella of what we call ‘my media development’ we have created a whole suite of assets/tools/enablers to support individuals in their career at Unilever media, these include, but are not only confined to: Media Skills Dictionary Career Principles Dedicated learning hub Box.net: a repository which hosts all best practice thinking, work and materials The beauty of Unilever Media is that we are a small but influential function within the organisation and as such have exposure to leaders at all levels within the business and have input on key decisions as they relate to communications and media on some of the most well known brands in the world One aspect that we’re particularly proud of is that we offer our people secondment and exchange opportunities, either cross market or cross function – e.g. local teams spending time with global media or vice versa. We also offer exchange experiences with some of our strategic partners, Google, FB etc. These have proven extremely successful as a development tool, but don’t just take my word for it – let’s hear from one of the team
- So, as you’ve just seen lot of time and investment in the 70% In addition to this, we have our Unilever Global Mentoring program was established in 2009 to drive competitive advantage, secure a strong pipeline of talent for the future, aid in the development and accelerate the readiness of high-potential men and women for senior leadership positions Within media, we also provide our teams with exposure to leaders in our organisation in their day to day job as I’ve mentioned, but also with programmes such as our reverse mentoring scheme (digital), and the formal coaching and mentoring opportunities which we provide
- And last but not least we have a wealth of activities in the 10% area, but probably the initiative we are most proud of is media college 2.0 Media College has been a huge focus of our development efforts in the past year, and we believe we have believe we have established a programme which delivers against the very specialist learning needs within UL global media
- Media College is a modular training programme which is open to all individuals in the media function at all levels. We provide training materials across a range of topics such as budget setting, agency collaboration, measurement and digital Working closely with Havas people, this year we re-vamped the offering to make it more interactive, more flexible and generally even better designed to suit learner needs. We’re very proud of what we have delivered in 2014, and have further ambitious plans in 2015 – we very much see this is a living programme, particularly given the dynamic media landscape which we operate in
- Last but not least, as our CMO says, miserable people deliver miserable results! So we always make time to recognise and celebrate success - not only does this foster team spirit across the globe, we believe it encourages the right behaviours and values within our function
- So, at the beginning I talked about winning with people. But the million dollar is question is – are all these initiatives delivering against that bold objective? I am delighted to say that without resting on our laurels or allowing room for complacency, when our people are surveyed, we see the fruits of all this labour. Across all key measures, the last time we conducted our global people survey in 2013 (with 2014 results due imminently), we saw % age increases across all key metrics, including the area of development and this is especially pleasing for me given my role So before I leave today, I wanted to share one more asset which really brings to life all that I’ve talked about in the past 20 mins or so, assets like this form part of the comms plan which we use to support and cascade all the initiatives which I’ve talked about (another really key approach we take in embedding learning & development). This is a really simple but yet engaging method which we utilise to demonstrate to our function our commitment and investment in people PLAY VIDEO