SPECIAL CATEGORY AWARDS WINNERS: BEST FIRM FOR LEADERSHIP DEVELOPMENT
The PepsiCo Leadership & Individual Effectiveness Model defines the competencies and behaviors that drive success at PepsiCo
Intel India uses the ‘Assess, Challenge, Support' approach to groom potential leaders
Whirlpool of India
The Leadership Development of Whirlpool is directed towards enhancing holistic growth of employees and adding value to the total business growth. There are two broad approaches to the Leadership and Development philosophy at Whirlpool – firstly, Individual Competence Development, keeping in view the future roles of the employee, and secondly, the Career Development of individual employees to align with future business requirements of the organization. The Performance Management System at Whirlpool provides the starting point for people development. The 5-point Employee Performance and Rewards (EP&R) model tracks employees on 5 factors – Performance, Scope of Job, Leadership, Values, and Personal /Talent Development. The EP&R has Talent Development as one of the core areas focusing on medium and long term employee development. It nurtures and provides inputs to the 9-box performance and promotability model for Career Development and Succession Planning where employees are helped to identify areas of growth where their potential can be developed.
A combination of multiple initiatives is used by Whirlpool towards Leadership Development. These are programs organized by premier B-schools and seminars of eminent faculties or job rotations, which are regular features to ensure that individuals grow horizontally as well as vertically. Other development programs include: multi-tasking, wherein employees take on cross-functional responsibilities within the organization; step-up Leadership Programs, which are organized at various levels of the organization to ensure that the leadership pipeline is continuously updated on various aspects of leadership that would be required by them at various levels; and education initiatives that are offered to individuals who wish to further educate themselves. Multiple assessment methods including 360 degree feedback, assessment centers, employee performance management system rating, executive coach ratings, etc., are used to identify key competencies in identified potential leaders. The Whirlpool Learning Academy is an online system providing leadership training to the employees across India. The system also provides reward points based on certain criteria which also provide a motivation to employees to learn, develop and grow.
PepsiCo India Holdings Pvt. Ltd.
PepsiCo India has a robust process to identify potential leaders. The Annual People Plan Process identifies ‘High Potentials’ and ‘Key Contributors’ aside from Critical Professionals and employees who are identified as ‘Concerns’. This is done at a pan India level for Managers and above on an annual basis. The PepsiCo Leadership & Individual Effectiveness Model defines the competencies and behaviors that drive success at PepsiCo. It communicates what is important for individuals at all levels of the organization, regardless of division or function. The model is organized around the three Leadership Imperatives that have been the foundation of leadership at PepsiCo for many years viz. setting the agenda, taking others with you, and doing it the right way. The common competencies that PepsiCo values in leaders are decision making, innovation, drive for results, creating an inclusive culture, building talent, motivating and inspiring others, collaborating and influencing, acting with integrity, and inspiring trust.
The organization offers various tools that support the learning and development cycle of the employees. One such unique tool is ‘Learn Smart’. To facilitate this concept, a debit card is given to each employee with budget / credit limit as per the level for each employee. All training programs are hosted on a common site for all employees. The employees log on to the site and make purchases of relevant training input for themselves. These are auctioned by the organization capability team after manager approval. The employees are rewarded to use their budget and are penalized for not utilizing it appropriately. Effective budget utilization for self-development is part of the ‘Yearly Objective’ for each employee and affects his / her performance rating. Additionally, PepsiCo has robust tools to measure key leadership competencies such as a comprehensive talent inventory that measures where an individual stands versus functional competencies.
Intel Technology India Pvt. Ltd.
Intel Corporation has clearly articulated a set of management and leadership expectations for its leaders along 3 vectors – 1) Demonstrate business and strategic acumen, 2) Build strong and vital organizations, and 3) Set the pace and execute. Intel India leaders and managers are evaluated and benchmarked along these leadership expectations through the Leadership and Manager Feedback tools. Leadership assessment is an ongoing development conversation with leaders through the year. The leader / manager is assessed against the current role s /he is doing and the leadership expectations that the corporation has. Adding in the elements of what role the individual would want to take on next, how long before the leader / manager can take on the new role, what other adjacencies need to be factored in are all considered as the potential leader is identified.
Intel India uses the ‘Assess, Challenge, Support’ approach to groom potential leaders. These candidates are selected after a stringent assessment process, and challenged through stretch assignments and rotations. They are provided necessary support in the form of mentors, tools and resources to help attain success in these assignments. Identified potential leaders are kept on radar through the year and chosen to lead activities at a business group or site level that exposes them to the next level of leadership. This provides on-the-job opportunity for the potential leaders. Ongoing feedback from stakeholders goes a long way in defining the gaps that persist and areas of continued focus to reach the next level of leadership. They are also handpicked for dialogues with senior leaders of the corporation though development discussions, leading taskforces, focus group discussions and representation of site into global teams.