快速成长企业的人才发展策略

快速成长企业的人才发展策略PeopleDevelopmentStrategyforFastGrowingCompanyqBusinessaspirationqFromgrowthstrategytogrowthoforganizationqClosetheorganizationalgaps5005growthaspirationglobally50%growthfrom2000to2005TPChina’s2005volumetarget:8.6billionpackages0100020003000400050006000700080009000100002000200120022003200420053KeyStrategiestoAchievetheAspirationqMovefromtraditionalsalestoKAMmodel§Growtogetherwithcustomers§Long-termpartnershipqPenetrateintocategorymanagement§Managethevaluechain§Identifybusinessopportunities§Developcategorystrategies§Innovationofproductsandsystems§FromconcepttocommercializationqProvideintegratedcustomerservice§Technical§SalesandMarketingCanorganizationcopewiththegrowthandchange?MandateonOrganizationThechallengeisnotthequantitygrowthoforganization,butthealignmentoforganizationalcompetencewithbusinessstrategyNewCoreCompetencesqCustomermanagement–KAMqMarketingandcategorymanagementqTechnicalServicesOrganizationalchallengesqTraditionalsalesmodelchangetoKeyAccountManagement§Changeofstructure§Changeofworkingapproach§Changeofcompetence–fromindustrialknowledgetounderstandingofFMCGoperationsqnoexistingcompetenceincategorymanagement§Nocentralizedbusinessdevelopment§NointernalresourcesqNeedmoreexperiencedtechnicalservicestaffwithcustomermanagementmindsetqThebusinessisoutgrowingtheorganizationHRStrategiestodeveloporganizationcapabilitiesqAggressiverecruitingtocatchupwiththerapidgrowthqBuildupcapabilitiesofKAMandcategorymanagementqCompetencedevelopmentonkeypositionsqEmployeeengagementAggressiverecruitingqBringpeopleinthesoonestpossible§Clarifyandprioritizerecruitingneeds§Identifythebottlenecks§VigorousreviewqOverhireforpositionsthatrequireslonglearningcurveqStrategichires§Talentsforthefutureleadership§Upgradetheskillsets§SuccessionplanqNocompromiseonqualityofnewhires§Functionalcompetence§Fitofpersonaltraits§Potential§DiversityBuildupKAM&CategoryMgmtCompetenceRightcompetenceforthebusinessmodelqAseriesofKAMtrainingtoallcommercialstaff§Educationofnewmodel§AvehicleofchangemanagementqImportneededcompetence§FMCGsalesormarketingbackground§ProjectandproductmanagementqKAMcareermodelandcompetenciesVigorousCompetenceDevelopmentClosetheorganizationalgapsCompanycompetenceclustersKnowledgeKnowledge(functionspecific)(functionspecific)•Businessunderstanding•Valuechain•Consumermarketing•TPProducts&services•Packagingtechnology•CompetitionknowledgeBehaviorBehavior(Leadership)(Leadership)•Committedtoresults•Accountability•Serviceoriented•Initiative&assertive•Opentochange•Innovative•PeopledevelopmentSkillsSkills(Management)(Management)•Strategicthinking•Customermgnt•Communication&networking•ProjectManagement•ProblemsolvingCompetencedevelopmentDialoguetobuildmutualexpectationandactionplan0%10%20%30%40%50%60%70%80%StrategicAccountPlanningCustomerManagementMarketingSellingFinanceProblemSolvingCommunicationLeadershipAccountableAssertiveCustomerOrientedAdaptabilityInnovativeActwithintegrityTeamPlayerInfluencingDeveloponeselfEmployeeengagementKeepthemoralforgrowthqCultureassimilationfornewhires§1-2weekcustomizedorientationforkeypositions§Companycorevalues,peopleideaqAnnualemployeeengagementsurvey§3-4keyimprovementareas§FocusonleadershipandemployeemotivationqCelebratewithemployees§NotesfromManagingDirector§Celebrationevents§AwardsqTransparentcommunication–greenlightsandredlightsKeyLearningqClearlyunderstandingofbusinessgoalsandorganizationneedsqMapoutHRstrategytocopewithchallengesqEnsurecompetentanddedicatedtaskforceqMobilizesupportfrombusinessfunctionsqFlexibilitytoadjustHRplaninaccordancewithbusinesschangeqLong-termperspective,thinkforfutureqCreateandmaintainthemomentumofgrowth0200040006000800010000120001400016000200020012002200320042005ActualTargetTechnicalServiceManpowerGap199719981999200020012002200320042005PMM/CEngineerYear+19+6+6EngsForDailyCare31404958667277838919992001Sr.KeyAccountManagerCanleadthecustomerKeyAccountManagerIICanguidethecustomerKeyAccountManagerICansupportthecustomerAccountManagerCanservethecustomerRelationshipKAMConsultativeKAMPartnershipKAMSynergesticKAMKAMCareerModel