某企业的职业生涯管理案例

Increaserevenuegrowthto5%perannumIncreaseoperatingmarginfrom10%to15%by2004Deliveranincremental€2.7billioninoperatingprofitby2004PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:ProvideUnileverwiththeplatformtodeliversustainablegrowthUnileverNote:FiguresdonotincludeBestfoods100120140160180200Q497Q198Q298Q398Q498Q199Q299Q399Q499Q100Q200Q300UnileverPeerGroupUnileverSharePricePerformancevPeerGroup“Shadow”(BasedonQuarterlyAverageShareprices)WhydoweneedthePathtoGrowth?TheMarketisconcernedaboutourabilitytoexecuteourstrategyPeerGroup:Beiersdorf,Avon,Cadbury,Clorox,CocaCola,Colgate,Danone,Eridania,Gillette,Heinz,Kao,Lion,L’Oreal,Nestle,P&G,PhilipMorris,ReckittBenckiser,SaraLee,Shiseido,PepsicoUnileverSharePricePerformancevPeerGroup“Shadow”PathtoGrowth--6primarystrategicthrustsWhatisourstrategyforthePathtoGrowth?usingconsumerinsighttodeliversuperiorconsumerbenefitsasharplyfocusedbrandportfolionew,alternativechannelssimplifyingourprocessesandstructuredrivingsynergiesandefficienciesacrossthesupplychainCentraltothisisanEnterpriseCulture,whichfosterspassionforwinningconnectedcreativityliberatingrigouráIncreaserevenuegrowthbyáIncreaseoperatingmarginbyallowingustofocusourinvestmentonadvertisinganddevelopmentallowingustoreducecostsandincreaseinvestmentsWorldClassSupplyChainWeaimto:ClosethegaptoworldclassinsupplychainwithinthreeyearsBy:EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin(approximately):100fewermanufacturingsites€€1.6billionbuyingsavingsbyend2002€€0.5billionmanufacturingsavingsperannum“Theonlywaytosafeguardourpositionistoperform,todeliver,andtogrowourbusiness.”•DepthandbreadthoftheSupplyChainProfessionalSkills•Anexcellentoverallunderstandingofthebusiness,it‟sprocessesandtheirlinkages•Businessbehaviours•OutstandingperformanceSupplyChain-Whatdoesittaketosucceed?TheSupplyChainProcessModelPlanSourceMakeDeliverSupplyChainMission&StrategyBrandDevelopmentBrandDevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformationManagementHumanResourceManagementQuality&BusinessExcellenceFinanceManagementSafety,Health&EnvironmentTechnologyManagementSupplyChain-theHeartofOperations•Plan/Source•Plan/Make•Plan/DeliverPlanninglinkstheprocessestogetherDrivingValueCreationintheSupplyChain•„BeatingtheFade‟:•continuousinnovationandcostsavings•Growththrough:•makingnewproductsavailable•improveddistribution•bettercustomerservice•Increasedmarginsthrough:•costsavingsalongthesupplychain•overheadcostreduction•reducingcomplexity•Capitalefficiencyimprovements:•minimisinginvestmentinplant&equipmentandinventoriesTheseelementstogethercontributemorethan50%ofUnilever‟stotalValueCreationOrganisationalDevelopment•Businesshasmoved,andcontinuestomove,towardsprocessmanagement•EmergenceofSupplyChainprocessroles•AcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills,Leadershipcompetencies,andexperienceWhatdoSupplyChainpeopleinUnileverdo?•Rolesindifferentpartsoftheorganisation–factories–regionalsupplychains–businessgroups–corporatecentre•Roles:–withstrategicfocus–inamoreoperationalenvironment,•Rolesinvariouspartsofthesupplychain:Plan–Source–Make–Deliver•Roleswhichfocuson–themulti-localaspectsofthebusinessatanationalorregionallevel–themultinationalaspects•Rolesinrelatedprofessions,e.g.R&D,CustomerManagement•RolesinQA,SHEandTechnicalManagementBuildingSuccessfulCareersFocusesOn:•Processesandtoolsusedincareerdevelopment•Keycareerbuildingblocks•Careerphases•Theneedforbreadthanddepthofskillsandexperience•Theimpactofeachindividual‟spotential•Theimportanceoftacticalandstrategiccareerplanning•Theneedforaglobalperspective•PlanninglifeandcareerBuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceBuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceTheLeadershipGrowthCompetenciesFocusonGrowth(ineverysense)WhatistheLeadershipGrowthProfile?Itis:•Aleadingedgecompetencymodelthatfocusesondrivinggrowththroughoutthebusiness•Atoolfordevelopmentandassessmentofperformance–Byhelpingourleadersgrow,wewillgrowourbusiness•ApplicabletoeveryoneatWL2andaboveWhyweneedtodevelopCompetencies?SUPERIORJOBPERFORMANCECompetenciesKnowledge&SkillsPersonalcharacteristics(values,traits,motives)shapingHOWthejobisundertakenMeasuredbyclearlyobservablebehaviourTransferableknowledgeandabilities(professionalandgeneral)todoWHATisrequiredbythejobMeasuredbydemonstratedcapabilityWhatareCompetencies?“…underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceinagivenrole”•skills-whatyouknowhowtodoe.g.makeaneffectivepresentation•knowledge-whatyouknowe.g.theoriesofeffectivepresentation•selfimage-howyouseeyourselfe.g.publicspeaker•values-whatyouthinkisimportante.g.achievingexcellence•traits-relativelyenduringc