IBM Presentations: Smart Planet Template

IBM Presentations: Smart Planet Template

IBM 09 2011 2010 IBM Corporation IBM: Top Company for Developing Leaders Forward-thinking proactive initiatives Differentiated business results Innovation in leadership development Hewitt Assoc/CEO Magazine Ranked IBM #1 Top Companies For Leaders 2002 & 2003 Comprehensive practices well executed Fortune ranks IBM #1 Top Companies for Leaders 2010 IBM Leadership Development, always ranked near the top 2 2010 IBM Corporation IBM-

: 1. IBM 2. 3. HR : 1. 2. 3. 4. IBM 3 2010 IBM Corporation The New IBM Leadership Framework 4 2010 IBM Corporation IBMers at Our Best IBM Expertise 5 + +Capabilities +

+ Leadership Job Role Expertise: Career Capabilities: IBM Competencies: Combination of skills and behaviors required to perform a specific job at IBM. The broader qualifications to grow and flourish in a chosen career at IBM. Leadership behaviors unique to IBMers that distinguish the company. 2010 IBM Corporation Business Evolution Requires Leadership Evolution New themes 2010 Thinking systemically 360 Degrees of Trust Handling ambiguity and uncertainty Cultural adaptability

What we bring forward Former Leadership Competencies are embedded Former Foundational Competencies are embedded 6 Emphasis on resultoriented communication Inspiring employee engagement and empowerment Taking initiative and accountability 2010 IBM Corporation Leadership Framework IBMs Business Leadership Model 7 2010 IBM Corporation [email protected] 8 2010 IBM Corporation Transformation into an IBMer [email protected] spans two years and is customized to address the needs of different segments of the new employee population.

[email protected] offers customized development and support plans for graduate, professional, outsourced and acquired IBMers. New IBMers joining as executives or managers are automatically enrolled in one of three specific customized manager learning paths combining new employee and leadership development learning activities throughout their first two years. 9 Recruitment Orientation Acclimation Validation Integration Prior to hire date Months 1-3 Months 4-9 Months 10-12 Months 13-24 2010 IBM Corporation Resources for new employees are integrated into a single, holistic experience. The Program organized into 4 Key Areas: Discover IBM includes customized Learning

Plans comprised of formal and informal development activities, offering insight into our companys Values, history, people and work. Share and Connect provides resources and activities that enable new employees to actively engaged with each other as well as with experienced IBMers, to build support networks and receive valuable guidance and expertise. Grow My Career offers resources and experiences that lead new employees to quickly leverage the IBM CareerSmart framework and effectively develop as IBM professionals. Discover IBM Pre-employment Learning Traditional Hire Learning Plan Career Advisors Acquired & Outsourced Learning Plans Career Coaches Integrated New Leaders Learning Plans Royal Blue Ambassadors GrassRoots Community Share and Connect HR Partners [email protected] Community

HR Transition Managers India GrassRoots Community Interviewers IBM Story Wiki Managers New Hire Network Mentors Acquisition Integration Community Recruiters Royal Blue Ambassadors Grow My Career [email protected] Facilitators IBM CareerSmart Career Advisors Career Coaches Mentors Find Support provides easy access to people, web sites, FAQs and other sources of help for employees in their initial years at IBM.

Resources for Supporting Roles ASEAN Connections Find Support Connections Coaches Royal Blue Ambassadors Supporting Role Resources also consolidated within [email protected] HR Transition Managers Career Coaches Mentors Connections Advisors Career Advisors 10 2010 IBM Corporation 11 2010 IBM Corporation Andrews Exec Development Dashboard Overview 2010 ER Commitments 1) Mentor/Sponsor minimum 3 local country resources (1 female) candidates from key country & IMT benches 2)

Minimum 2 Executive Job Shadows to key potentials (Bd10) from IMTs 3) Minimum 4 Exec Interviews with defined ERs & NextGens 4) Minimum 2 of following: ( TT/ER roundtables, speed mentoring sessions in IMTs, TT project sponsor & coach for a defined project, sponsor/executive speak at a sales or leadership development program) 1. Mentoring 4. Other Exec Development Dialogue/Exec Presence: C u r r e n t M e n te e s M e n te e N A M E Hom e C n try W o rk Loc U n it R e c o m m e n d a t io n s f o r S t e v e 's R e v ie w H o m e W o rk M e n te e N A M E C n try L o c U n it Sx Sx

Bd Bd C u r r e n t P o s i ti o n C u r r e n t P o s i ti o n Round Tables: C o m m e n ts C o m m e n ts MENA Roundtables 24 May ,23 Aug, 22 Sept IBM Czech Roundtables 11 Mar, 9 Sept

SA and RU dates for 2HY currently being planned GM & LOB Leader Pipeline: Act as Observer at ADEPT CEEMEA - September 2 & 3. Shadows & Exec Interviews : Shadows (2): (1HY) NAME, (Q3) NAME, (Q3) NAME (3-4 days) EIs (4): NAME, (Q1) NAME, NAME, (Q2) NAME, NAME, (Q3) NAME, NAME, (Q4) Early Pipeline: Sponsor CEEMEA NextGen Program 2HY Female Pipeline: Lead Diversity Pillar for CEEMEA ** (Focus on Female and Country Diversification) 12 2010 IBM Corporation Mentoring at IBM: Connecting the pieces Organizational Intelligence Bridge skill & knowledge gaps 1. Expert Mentoring

2. Career Guidance 3. Socialization Grow our business globally Connecting People Engage employees Collaborate across Develop relationships geographies, disciplines, generations that foster innovation Foster our values Employees feel valued Business Impact Gain competitive advantage Low cost, effective learning Reduce attrition Promote diversity Increase engagement 1. Simple 2. Operational 3. Pervasive 13 Drive innovation & productivity 2010 IBM Corporation What is the role of the Mentor?

Be fully committed to the mentoring relationship, making time and sharing ownership Assist in development of the mentoring action plan to compliment and support the mentees IDP Provide and direct opportunity for experience based learning Support the manager/employee relationship Offer career guidance and share successes and challenges Provide insight to the cultural protocols and dealing with organisational dynamics and change Help to expand the mentees network across the organisation Provide feedback and coaching Be a role model 14 2010 IBM Corporation Top 10 characteristics for mentoring Characteristics of a Mentor Organizational knowledge and extensive network of resources Exemplary leadership and interpersonal skills Characteristics of a Mentee Goal oriented Motivated to take responsibility for selfdirected growth Actively seeks learning opportunities Has the experience, skills and knowledge required by the mentee Examines and expresses

developmental needs Maintains high standards and commitment to excellence Demonstrates follow through of all aspects of the relationship Willing to be an advocate and supporter Receptive to constructive feedback and coaching Willingly shares career successes and challenges Open to new perspectives and diversity of thought Self confidence and ability to affirm others Sets high and realistic expectation of performance Creates a climate that fosters learning Constructively challenges assumptions Articulates organizational culture and business strategy Committed to facilitating a successful

relationship Models the IBM Values 15 2010 IBM Corporation Explore Mentoring Home Page Link from Your Career Write to us Updates and links Handy Flipbooks http://w3.ibm.com/hr/careerplanner/mentoring001.html 16 2010 IBM Corporation Explore Mentoring Learning Suite http://learning.atlanta.ibm.com/hr/global/learningsuites/mentoring.nsf/Pages/HomePage 17 2010 IBM Corporation Leading Organizations Front-line Leaders ns

i Tr a Te c hn ic a Leading Teams 18 Emerging Leaders IBM Values Up-line / Executive Leaders Leadership Framework t tio l Le n/ a Co de re rsh

Pe i p rfo D rm eve a n lo c e pm De en ve t lo pm en t en m p lo e v t De en ed pm at elo r e e l ev c D Ac ed t R G era C l /

e LR c c T A B U M G Sr. Executive Leaders Leading the Enterprise IBM Competencies Leadership Development Program Framework Building the Leadership Foundation 2010 IBM Corporation 19 2010 IBM Corporation IBM: A Century-long Legacy of Leadership and Success I believe the real difference between success and failure in a corporation can very often be traced to the question of how well the

organization brings out the great energies and talents of its people. Thomas J. Watson Jr.,1963 ... Individuals are in the best position to make decisions about their own work, learning and careers. This shift of control and decision-making to the IBMer represents a very new relationship between enterprises and individuals. Samuel J. Palmisano, 2004 20 2010 IBM Corporation Core Leadership Attributes Integrity Ethical/Model IBM Values Competencies/Derailment Factors Deep expertise in a functional area broad knowledge of others (T attributes) Agile and continuous learners 21 2010 IBM Corporation A definition of competency Necessary for top performance but not sufficient Easier to see and develop

A competency is any characteristic of a person that differentiates levels of performance and is demonstrably related to superior performance in a job. These characteristics enable superior performers to demonstrate critical behaviors: More often In more situations With better results 22 Skills Knowledge Values/Social Role Self-image Assumptions Traits Motives Harder to see and develop Characteristics that lead to long-term success 2010 IBM Corporation

IBMers at our best: Our Competencies Embrace challenge Help IBMers succeed Partner for clients success Communicate for impact Collaborate globally Continuously transform Act with a systemic perspective Influence through expertise 23 23 Build mutual trust

2010 IBM Corporation Mapping of New Competency Model vs. Leadership Competencies Year 2010 New Competencies Current Leadership Competencies Passion for IBMs Future Embrace the Challenge Embracing Challenge Partner for Client Success Client Partnering Collaborate Globally Collaborative Influence Act with Systemic Perspective Informed Judgment Build Mutual Trust Earning Trust Influence through Expertise

Developing IBM People and Comm. Continuously Transform Thinking Horizontally Communicate for Impact Strategic Risk Taking Help IBMers Succeed Enabling Performance and Growth 24 2010 IBM Corporation IBMs Business Leadership Model (BLM) 25 2010 IBM Corporation Linkage between Business Startegy and Enterprise Assessment as a HR Initiative I B M B u s i n e s s L e a d e r s h ip M o d e l L e ad e rs h ip S trate g y E x e c u tio n

M a r k e tp l a c e In s ig h t T a le n t S t r a t e g ic In t e n t B u s in e s s D e s ig n C r itic a l T a s k s In t e r d e p e n d e n c ie s In n o v a tio n Focus Fo rm a l O r g a n iz a t io n C l im a t e & C u ltu re IB M V a lu e s M a rke t R e s u lts The Strategy defines the Strategic Intent (eg Smarter Planet) Marketplace Insight helps to understand our

Industry trends, Innovation Focus is the Following the IBM BLM ,of HR work uses predefined strategic part Business strategic input to determine the where we define our areas execution actions required. of R&D and Business Design contains the Talent strategic blue print how Formal Organization the business is intended Climate & Culture to work. Critical Tasks 26 2010 IBM Corporation Core Leadership Functions Nurture the climate/culture High performing 360o of trust Deep engagement

Influence Lead others Motivate Provide direction Extend influence beyond direct reporting chain/Beyond the enterprise Role model Develop Self Others Teams/Organizations Plan/Strategize Communicate vision Communicate intent Execute Prioritize Assign tasks Monitor progress Administer Obtain and allocate resources Coordinate among others involved Assess Self strengths/weaknesses Others strengths/weaknesses Organization Climate + Employee Engagement Effectiveness and efficiency of systems and processes

Progress toward goals External environment (e.g., economic trends, opportunities, threats, etc.) All leaders have the responsibility to enable those above them and below them to accomplish their missions more efficiently and effectively 27 2010 IBM Corporation Core Leadership Functions Nurture the climate/culture High performing 360o of trust Deep engagement Influence Lead others Motivate Provide direction Extend influence beyond direct reporting chain/Beyond the enterprise Role model Develop Self Others Teams/Organizations Plan/Strategize Communicate vision Communicate intent

Execute Prioritize Assign tasks Monitor progress Administer Obtain and allocate resources Coordinate among others involved Assess Self strengths/weaknesses Others strengths/weaknesses Organization Climate + Employee Engagement Effectiveness and efficiency of systems and processes Progress toward goals External environment (e.g., economic trends, opportunities, threats, etc.) All leaders have the responsibility to enable those above them and below them to accomplish their missions more efficiently and effectively 28 2010 IBM Corporation

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