“A Development Centre with a Difference” f t l

“A Development Centre with a Difference”
How to kick-start leadership development and
grow future
f t
lleaders.
d
VWSA
Presented by: Bev Gilson
1
Development
p
Centre
in the context of Volkswagen Global
2
Implications of being in a global company:
Benchmarked on 1st world standards
International movement of staff
Consistent standards
Criteria for management assessment established
Implications of the local situation:
Developing country
Limited skills pool
Demands of BBBEE
R
Recent
d
drop iin market
k
3
“…… it is more important than ever for organizations to
invest in their leadership during recessionary periods so
that the business not only survives but emerges stronger
than the competition.”
St
Steven
M
Meredith
dith (T
(Talent
l t IIntelligence)
t lli
)
A th consideration
Another
id ti – baby
b b b
boomers retiring!
ti i !
4
VWSA aims to:
–Identify talent
–Train
– Retain
The Role of the Development Centre:
– Empower candidates by giving them self-insight
– Encourage ownership for development
5
The Development Centre is the first look at how
a person will
ill stack
t k up against
i t th
the VWSA
management competence profile.
These ‘factors
factors of success’
success must be understood
and identified by the individual through the
process of the DC.
Good balance must be established between:
• task and team
• managing process and leading people
• left and right brain functions
• strategic vision and development of people
• EQ and IQ
6
Balance: technical skills and EQ!
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VWSA Management Competency Profile
Cognitive Skills
Analytical Skills
Complex relational skills
Decision making skills
Planning and organizing skills
Drive & motivation
Initiative/actively making a difference
Success and performance orientation
Learning orientation
Self-assessment ability
Entrepreneurial
Skills
Economic thinking and action
Social Competence
Team leadership ability
Customer and process orientation
Communication skills
Ability to motivate others
Assertiveness and persuasiveness
8
Functional Skills
Path to Leadership Competence
Management Skills
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The process of Leadership Competence
1. Recommendation
•Nomination by Manager & Talent Manager
•Divisional Workforce Planning meeting
•High potential candidate identified
•Succession plans to Board of management
7. Pool
oo of
o candidates
ca d dates ready
eady
for Management positions
•Appointment to Management
2. Confirmation
•Pre-selection screening
•Invitation to Dev Centre
6. Management Assessment Centre
•Recommendation
•Personal
Personal Development discussion
•Career Path & future development
3. Development Centre
(based on established VW
Leadership Competencies)
+
Technical/specialist
Skills Training
(Learning Academies)
5. Development Plan & Action
•Leadership Development Courses
•Coaching
•360 appraisals
•On the job projects
4 Development Centre Feedback
4.
•Confirm potential
•Recommend development
10
What is leadership competence?
Knowledge
Skills
COMPETENCE
Innate
capabilities
Cognition
Motivation
Personality &
behaviour
11
VWSA Management Development Centre
A Holistic Look at Yourself
Psychometric Tests
Cognitive
(Info Processing)
Strengths
(motivators)
Personality
(behaviours)
Development
p
Centre
Group exercise
Day 1 - Interactive
Exercises
Role play Interview
Day 2 - Individual
Feedback
Presentation - case study
Self Insight + Development Plan
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Collaborative DC
Based on principles of:
Experiential learning
Immediate and continuous feedback
Leads to:
Self awareness and insight
K
Know
what
h t you have
h
((strengths)
t
th )
Know what you need (development areas)
Drive your own development – take ownership
13
VWSA Management Development Centre
Day One Roster – Development Centre
08 00-08 30
08.00-08.30
Welcome & intro
All
08.30-08.45
Prep for group activity
Individual prep
08.45-09.05
Group discussion – video
Group
09.05-09.30
Watch video, self observation & rating , discussion
Group
09.30-10.30
De-briefing and learning journal
Group/individual
10.30-10.45
Tea
10.45-11.00
Hand out Role play & Case Study for Presentation
Individual prep
11.00-11.45
Role play 1 (interview role play, watch video, self rating, discussion,
de-brief & learning journal)
Individual
11.45-12.30
Role play 2
Individual
12.30-13.15
Role play 3
Individual
13.15-14.00
Lunch
14.00-14.30
Presentation 1 (presentation, watch video, self rating, discussion,
de-brief & learning journal)
Individual
14 30-15 00
14.30-15.00
Presentation 2
Individual
15.00-15.30
Presentation 3
Individual
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VWSA Management Development Centre
Day 2
• 08.00-11.00
Workshop: inter-active group feedback
ƒ
Cogniti e assessment
Cognitive
ƒ Personality profile
ƒ Strengths
• 11.30 - 13.00
Individual feedback and discussion Æ development plan
• 13.30
13 30 – 15.00
15 00
Individual feedback and discussion Æ development plan
• 15.00 – 16.30
Individual feedback and discussion Æ development plan
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Development Plan
•
•
•
•
•
•
•
Leadership
p Development
p
Courses ((17 linked to leadership
p criteria))
Coaching
360 appraisals
On the job projects
International projects
E-learning (Harvard Managementor Plus)
Follow-up
Follow
up feedback
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The Power of the Development Centre
•
•
•
•
•
•
•
•
Self awareness
Ownership
p of development
p
Link between Leadership Development team & candidate
Clarity – establishing development path
tracking
g development
p
Raising the level of leadership competence
Maximising existing structures in VWSA
Well integrated in succession pipeline
Familiar with assessment centre activities
• Candidates ready for management assessment
17
The Pitfalls of the Development Centre:
•
•
•
•
•
Perceived as an assessment
Perceived as prep for the Management Assessment
Restricted time for D C
Over-correction
Video shy
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Some Facts:
•
•
•
•
•
•
•
•
Development Centre set up – May 2007
12 Development
p
Centres conducted to date
38 candidates through the D C
16 candidates successfully placed as managers in last 9 months
1 waiting for a management position (pool)
1 candidate unsuccessful in Management assessment
18 completing development plan – still to do Management Assessment
21 candidates in the succession pipeline for D C this year
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If you always
l
think
thi k what
h t you’ve
’
always thought
You’ll always do what you’ve
always done
Then you’ll always get what you’ve
always had
Empower staff to own and
drive their development and
GROW GREAT LEADERS.
LEADERS
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Thank you
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