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Business Partnering through the entrenchment of a Leadership Brand

FUNCTIONAL EXCELLENCE. PERSONAL MASTERY. KNOWLEDGE OF THE BUSINESS. Business Partnering through the entrenchment of a Leadership Brand. Human Resource ’ s Value Proposition.

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Business Partnering through the entrenchment of a Leadership Brand

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  1. FUNCTIONAL EXCELLENCE PERSONAL MASTERY KNOWLEDGE OF THE BUSINESS Business Partnering through the entrenchment of a Leadership Brand Human Resource’s Value Proposition

  2. The company has interests in more than 40 countries on four continents, and operates more than 120 breweries, producing almost 100 brands SABMILLER

  3. From our origins in South Africa, SABMiller has grown to become one of the world’s leading brewers and one of the largest Coca-Cola and soft drinks producers.

  4. SAB’s expansion has been led by our human capital proposition. The human capital proposition provides us with the capability and capacity to then build great routes to market, great brands and great companies in all the markets in which we compete internationally. Quick Facts

  5. Our human capital proposition

  6. Most companies get the basics right … Strategic People Resourcing Performance Management People Development Finally … … so what are our key differentiators? The “SOUL” Stuff Diversity Management Culture and People Globalisation

  7. At SAB our focus is on building human capital in all we do… a key way we are doing this is by building a leadership brand

  8. Leadership brand lies at the heart of an organisation’s identity. Leaders exhibit distinct leadership practices Leaders need to both possess attributes and deliver results. Branded leadership is more complex as requires thought and commitment Effective leadership = attributes x results Leadership Brand is not about cloning leaders but rather describing an aspirant state What is a leadership brand? * * Dave Ulrich and Norm Smallwood write about the Leadership Brand and Leadership Vital Signs, 2003

  9. Have a clear strategy Such as the SAB Ltd 5 year strategy Ensure that the strategy leads to a shared mindset We know that we may have to behave differently to deliver on the strategy Articulate desired attributes. Attributes should betied to the future Attributes should belinked to strategic goals Attributes should befocused on behaviours not ideals These attributes will increase the likelihood of meeting the strategy Define desired results The desired business results are clear Link results and attributes into a leadership brand statement We need to articulate what results we expect and how we expect people to behave to get us there To build a leadership brand you need to…

  10. The leadership brand is applicable to all employees in the business and not the sole domain of the top leadership The leadership brand reinforces the SAB Ltd Corporate Brand – leadership by example The leadership brand supports the Plc Vision, Mission and Values and drives it into the business The leadership brand provides the framework for all leadership and learning interventions in the business The leadership brand is married to IMP as the way we manage people – they are reinforcing of each other The Principles of the SAB Leadership Brand

  11. From Heroic Management  From Functional Silos  From Micro-management & command and control  Current values “not lived”  Rejecting change  Risk averse  Pure action orientation  Focus on technical competence  From cost based management  From inwardly focused  From work hard only  A Leadership brand that reflects the key takeouts • Engaging Leadership • Collaborative and team work • Coaching & reflective leader • Need a value-based decision making culture • Leading change • Calculated risk taking and entrepreneurial • Action, strategic thinking and reflection • Focus on self mastery and awareness of others and self • Cost and quality based leadership • Consumer oriented and a global mindset • To fun and friendship

  12. The Leadership Brand Engaging leadership Performance Leadership Inspirational leadership Strategic Leadership Change leadership Thought leadership

  13. HR’s widening agenda Our burning platform Strategic overview Business Partnering model Role profiling Social Systems – Matrix Management Business Partnering and the Leadership Brand Measurement and making it stick HR Business Partnering

  14. HR’s Role: Widening the Agenda Future Strategic adviser (Future visioning: extrapolation) True business partner (Blue sky) Not Known Known Challenge / support (Hold up the mirror) Solutions provider (Implementing HR solutions) Current (YSA; PWC)

  15. Fire fighting: Solve crises Expert: Advocate solutions, offer technical expertise, train or educate Helper: Diagnose problems, find facts, provide solutions for symptoms Collaborator: Joint problem solve, identify alternatives, generate ideas with client Partnering: Deal with problems at outset, work on business issues not necessarily directly related to HR, deal with strategic issues before they happen, ask important questions and pose suggestions, using process expertise to compliment client’s expertise Leading: Partner client while raising their self-awareness, challenge the client on business and personal issues, taking risks, coaching, giving and receiving feedback, promoting learnings in the business The relationship continuum Fire fighting Expert Helper Collaborator Partnering Leading

  16. To align HR with SAB’s growth and functionalisation initiatives To partner line more proactively to enhance company performance To consolidate transactional HR and to develop transformational HR To make HR roles more aspirational and the jobs more enriching To revisit HR nine years after Functional Integration Process To align with the SAP HR upgrade To declutter, delayer and empower To improve the Central Office-regional interface To address line management feedback on HR’s efficacy To align with international best practice To define a minimum standard set of HR deliverables and processes to which all business units must adhere HR’s Burning Platform

  17. Strategic Overview STRATEGIC INTENT Provide pro-active support to business unit initiatives through strategic alignment with initiatives and tailored responses Play a pre-emptive role in forecasting future people trends and needs, to guide the business’ people needs with minimum disruption HR’s must play a role in optimizing growth by providing a framework and toolbox for creating and sustaining a performance driven culture SAB Ltd’s success is its ability to attract, retain and develop high calibre people who ensure that all strategic and operational goals are delivered. HR must ensure SAB’s human capital competitiveness. If HR is to be a true business partner then it needs to ensure that the HR practices, processes and outputs meet line’s needs and international best practice

  18. HR will: Act with integrity HR will not tolerate discrimination, or nepotism. People are SAB’s biggest asset – HR will foster their dignity, respect their diversity and ensure fair treatment. Maintain professional independence HR will be completely responsive to Line’s needs, yet act with professional independence and integrity HR practitioner’s conduct will reflect the highest standards of a business professional. HR will not allow corruption of HR data to shape a business decision and will endeavour to apply “best in class” HR tools to business decisions at all times. HR will proactively seek out organizational problems and partner line in devising and implementing solutions Ensure that all people decisions are made in SAB’s long term interests HR will not sacrifice the long-term for short term expedience. HR is part of the business and will strive to meet business needs, while maximizing people potential and development. HR will confront the rest of the business whenever encountering inappropriate or unfair decisions or behaviour HR’s Value Proposition“Line in the Sand” Philosophy

  19. Building HR Business Partnering Capacity FUNCTIONAL EXCELLENCE PERSONAL MASTERY 1 3 • Self awareness • Awareness of others • Closeness to customers • Consulting skills • Culture of robust engagement • HR competencies defined and entrenched through HRD • OD methodologies / tools • SPR process and practices KNOWLEDGE OF THE BUSINESS • Diagnostician • Pragmatism • Intuitive analysis • VALUE ADD • INDEPENDENT PARTNER: PROFESSIONAL IN-HOUSE CONSULTANT 2 • Full participating member of Line management team • Align HR to functional strategic intents • Commercial Competence • ‘Time in trade’ philosophy

  20. Role profiles developed 1. Core purpose • Key stakeholders • or constituencies Tasks 3. Value add 4. Key success criteria • Role profiles drawn up for • Regional HR • HRC • HRS • TS • HR Co-ordinator • CO HR • OD • SPR • HR Director • HRDE • HR Services • Line Management • Generic line role

  21. Competency guides updated

  22. HR Social Systems: Moving to Matrix Management Functional Excellence / Integrity Business Partnering

  23. Building HR Business Partnering Capacity FUNCTIONAL EXCELLENCE PERSONAL MASTERY 1 3 • Self awareness • Awareness of others • Closeness to customers • Consulting skills • Culture of robust engagement • HR competencies defined and entrenched through HRD • OD methodologies / tools defined • SPR process and practices mapped out KNOWLEDGE OF THE BUSINESS • Diagnostician • Pragmatism • Intuitive analysis • Value add • Irreverence • INDEPENDENT PARTNER : PROFESSIONAL IN-HOUSE CONSULTANT 2 • Full participating member of Line management team • Align HR to functional strategic intents • Commercial Competence • ‘Time in trade’ philosophy

  24. FUNCTIONAL EXCELLENCE PERSONAL MASTERY KNOWLEDGE OF THE BUSINESS Business Partnering and the Leadership Brand Development of the SAB Leadership Brand => Project 6 Pack Business Leadership: Marc Feitelburg – Knowledge of Self (Insights methodology) Knowledge about self Intrapersonal • Marc Feitelburg – Feedback • EIQ (Executive Impact Questionnaires) Feedback & team functioning Interpersonal • Change Agent in the business • Business Partner • YSA Resolves Leadership Brand & Organisational Culture Organisational

  25. The Process is as follows: Measuring the Gaps: EIQ process DevelopmentCharters Each respondent(ICI member)completesEIQ (6) IndividualreceivesEIQforms (7) Distributeto ICI (6) Returnsa to YSA (Pty) Ltd Responsesare analysed and collated Individual1:1 feed-backsessions 2 1 • Identify and discuss: trends and themes in terms of strengths and opportunities for improvement – and define action steps to address these • Feed points of discussion back to leader at the second meeting • Incorporate LifePi patterns • Agree with direct superior/mentor which critical opportunities and action steps will be included in development plan for coming year • Review every 4 months to track learning process IndividualcompletesEIQ (1) a In a closed envelope marked “confidential”. Confidentiality is a key to the success of the process.

  26. Thought Leadership Thought Leadership • Nominated Modules • MDP • ACXIS (Action Learning) • NEXUS • Insead Consortium Programme • EDP • Coaching for Leaders • Complexity Management • Mentoring programme (for mentees and mentors) Inspirational Leadership Performance Leadership Thought Leadership Thought Leadership Strategic Leadership • Advanced Modules • Talent Management • Strategic Planning for Leaders • Consumer insights for Thought Leaders • Business Simulation Engaging Leadership Thought Leadership • Intermediate modules • Leadership styles • Adaptive Leadership • Influential Leadership • 2. Managing Change Engaging Leadership Change Leadership • Foundation • Leadership Essentials • Resilience for Line Managers Engaging Leadership Inspirational Leadership Mentoring Self Mastery IMP Strategic Leadership Performance Leadership Leadership Learning Pathway

  27. Foundation • Leadership Essentials • Resilience for Line Managers Engaging Leadership Inspirational Leadership Mentoring Self Mastery IMP Inspirational Leadership Performance Leadership HR Leadership learning Pathway • Nominated Modules • MDP • ACXIS (Action Learning) • NEXUS • Coaching for Leaders • Mentoring programme (for mentees and mentors) Inspirational Leadership Strategic Leadership • Advanced Modules • Talent Management Engaging Leadership • Intermediate modules • Leadership styles • Adaptive Leadership • Influential Leadership Engaging Leadership

  28. DEVELOP ESTEEM EMPATHY INVOLVEMENT SHARE SUPPORT CLARIFY AGREE CLOSE OPEN Personal Resilience Leadership Essentials Coaching for Leaders YSA Consulting skills For example: to build an environment where HR employees are able to communicate freely and openly; have the freedom and flexibility to act & where all contributions are recognised, HR line managers need to be exposed to the following interventions How to maximize team performance Building positive relationships & Coaching skills Personal Mastery Engaging Leaders… Builds positive relationships Positively empowers employees Delivers optimum performance through people Demonstrates respect for diverse views Enjoys seeing people learning & growing Mentoring key people to ensure ongoing talent management Works collaboratively Develop Leadership & consulting skills Motivates, guides and coaches others Managing difficult conversations & systems thinking Shares talent for overall good of the business

  29. FUNCTIONAL EXCELLENCE PERSONAL MASTERY KNOWLEDGE OF THE BUSINESS Measurement Process“Joining the dots” FO6 HR REVIEW EIQ Review to facilitate learning process FO6 HR Positions Competency guide • Assessment guide • IMP ongoing

  30. HRC presentation of Resolve 3. My instruction / request / challenge to you Specific to each region 2. Business Imperative • HRC “Stake in the Ground” shall provide: • Parameters • Restrictions • Direction • Contextual meaning… • … to the HR team’s “Stake/s in the Ground” Contract with GM • 1. Resolve • My personal stake in the ground • Why this project excites me; is meaningful • Personal non-negotiables Parameters Restrictions Time-lines Business non-negotiables

  31. Key success factors Mature individuals, systems and processes that are open to renewal and constant improvement Entrenched functional excellence key to delivery Ongoing reinforcement through OD processes Visible behaviour change and reinforcement of results through PBS process Fully integrated business approach to bottom line deliverables Clear accountabilities to desired behaviours reinforced through company values Critical and irreverent view of organisational culture – align to desired attributes and results Got to have fun doing it……… In Closing……

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