eBay Classifieds Talent Management- Aileen O'Toole
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Aileen O’Toole, HR Manager at eBay Classifieds Group explains the importance of a well oiled Talent Management machine. In her presentation, she explains how eBay Classifieds Group’s Talent Management strategy is central to business productivity and growth. Aileen outlines the core elements of the strategy: professional development; culture and leadership; reward and recognition; job performance; and ownership and empowerment.
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eBay Classifieds Talent Management- Aileen O'Toole
- 1. Talent Management as a Strategic Business Process - an eBay Case Study September 2011
- 2. Topics for Discussion Introducing eBay & the business case for talent management Developing a talent mindset – how did we do it? Key learnings & advice for HRSPs
- 3. Introducing eBay & the business case for Talent Management
- 4. eBay The world’s largest online marketplace — where practically anyone can trade practically anything at any time.
- 5. We connect buyers and sellers eBay PayPal Classifieds Shopping.com Mobile Apps Buyers Sellers StubHub
- 6. Global online classifieds portfolio with local brands
- 7. The business imperative for Talent Management We believe Classifieds will be a leading e-commerce format in the future, and we want to be present: …in all relevant categories …on all relevant platforms …in all relevant geographies Talent is our only binding constraint!
- 8. Developing a Talent Mindset – How did we do it?
- 9. We defined our Employee Value Proposition (EVP) Our employee value proposition is central to our success Talent management is part of our DNA Personal development in a growing, global BU Culture of immediate feedback Coaching & mentoring readily available Challenge – focus on performance Ownership – clear line of sight to results Empowerment Interesting new frontiers, an early stage in the industry Inspiring mission Innovative & fun Trusted, values-based leadership A start-up atmosphere with big company resources A culture of celebration Unique rewards/recognition
- 10. We articulated how leaders “owned” talent mgmt As people managers we have a number of different roles
- 11. Who we are:talented people are at the heart of our culture and our success we play to win We value passion, energy and commitment. We compete fiercely and we want to win, for ourselves and our users. Innovation and entrepreneurship drive that competitiveness. We are a high-performance culture. We believe in maximum accountability and high levels of autonomy. we tell it like it is Open, direct and honest communication underpins our success. Constructive disagreement leads to better decisions; however once we decide, we commit. we respect people We create a challenging environment for people where personal & professional development come hand-in-hand with great business performance. We care about each other and want to treat people the way we ourselves would like to be treated. we have fun We like to work with people who take their work seriously but not themselves; who keep their egos in check, who like to laugh frequently and who are fun to hang out with. We were explicit about Values & Behaviours
- 12. We segmented our people based on engagement & acted upon it Source: Corporate Leadership Council Employee Engagement Survey (2004)
- 13. We drove performance hard and ensured line of sight to business results & individual compensation
- 14. We were explicit about our assessment of potential – agility is a key predictor
- 15. We used a simple 9 box framework to bring it all together at an individual level
- 16. And agreed actionable talent outcomes at the business level
- 17. The Results
- 18. We’ve built scale, and grown revenues and people 10x in 4 years We are #1 or #2 in 8 major markets
- 20. 18.3M total live ads
- 21. >25 countries
- 22. > 800 employees
- 23. 100% top positions with successor in 2 years
- 24. 50% top positions with ‘ready now successor
- 25. 70% directors have been promoted internally65M 52M 42M 40M
- 26. Our Learnings & Advice for HRBPs
- 27. Our Learnings - 3 Pillars of Success for Talent Management Ref: Talent Management Handbook
- 28. Understand strategy & operations deeply and start your talent thinking there Ensure the HR basics are in place Accurately assess business & leadership readiness Know the talent yourself Speak the language of the business and avoid HR jargon Focus on facilitating quality conversations, keep process light Remember the ‘value zone’ It’s a multi-year journey, few quick fixes Advice to HRBPs
- 29. Thank you!
Editor's Notes
- Everyone knows the eBay brand, but it’s not always obvious the many ways in which eBay Inc connects buyers and sellers
- About 6 years ago, eBay realised that its core business, which at that time was auction, was under threat from the classifieds format.Print classifieds were moving on line and users loved that it was free, local and simple to use (no complex registration),We embarked on a series of acquisitions, supplemented by organic growth.By mid 2007 it warranted a dedicated business unit, and the challenge was to grow and scale quickly enough to realise this global opportunityWhat’s more, our geographical portfolio provided an important competitive advantage. We could quickly bring the collective wisdom and resources of eBay to compete against local businesses.Sharing ideas quickly across geographies was a key success factor.Talent would be the only binding constraint on our growth and competitive success.
- Mental Agility: Curious, Able to get to root causes, Comfortable with ambiguity and complexity, Finds parallels and contrasts easily, Questions conventional wisdom, Finds solutions to tough problems, reads broadly and has wide interestsPeople Agility: Open-minded and tolerant, Self-aware, Comfortable with diversity and differences of opinion, Able to play many roles simultaneously, Understands others, Relishes helping others succeed, Politically agile, Deals with conflict constructively, Skilled communicatorChange Agility: Loves tinkering and trying new things, Easily accepts challenges, Accepts responsibility and accountability, Introduces new slants on old ideasResults Agility: Builds high-performance teams, Can pull off things against the odds, Has tremendous drive to accomplish tasks, Very flexible and adaptable, Has significant personal presence
- The defining success factor is that the talent management strategy must respond to a real business need – and be viewed by the business as such. Every action & activity needs to have a link back to the business problem and deliver value – process for the sake of completeness will quickly turn people offSecondly, talent management is an eco-system. It can’t be viewed, or managed, as a set of discrete HR processes. It starts with culture and leadership capabilities. The basics must be in place: Do we have clear expectations about performance at every level and for every function?Do we calibrate performance across the business?Do our compensation decisions reinforce performance feedback?Do we invest in development?Do we have the same understanding of potential?Is the EVP clear? Do we have an understanding of how engaged our people are?Only then can we hope to embark on a talent management journey.Finally, leaders must be accountable at all levels and the process driven by the CEOSuccessful recruitment of talent, talent development, bench strength and succession planning should be part of the performance assessment of leaders Leaders must feel they own their talent and the talent management system – HR should take care to empower them and coach, and not have too much emphasis on control & compliance