“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! 7 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 9 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 12 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 14 VWSA Management Development Centre Day 2 • 08.00-11.00 Workshop: inter-active group feedback Cogniti e assessment Cognitive Personality profile 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 15 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 16 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 18 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 19 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 20 Thank you 21