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Coaching & Leadership Development: Mirella Perez

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Presentation by Mirella Perez during the 8th editon of Vlerick HR-day 2011.

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Coaching & Leadership Development: Mirella Perez

  1. 1. Self-awareness and Development toolat ArcelorMittal08th June 2011
  2. 2. What we doUnderpinning all our operations is a philosophy to produce Safe Sustainable Steel 1
  3. 3. Where we operate 2
  4. 4. ArcelorMittal 2010 key figures 2009 2010* Sales 61.0 78.0 Geographical allocation of employees in 2010 (US$ billion) 8% EBITDA 5.6 8.5 EU27 (US$ billion) 19% Other European countries 44% North America Operating income/ South America /(loss) (US$ (1.5) 3.6 billion) Asia 10% Africa Net income/ 0.2 2.9 16% 3% (US$ billion) Shipments 69.6 85.0 (million tonnes) 262,000 employees in more than Steel production 60 countries 71.6 90.6 (million tonnes) An integrated leader of the metals and mining sector*Successful spin–off of stainless steel business (Aperam) following sharehoders approval on January 25, 2011. Accordinglystainless steel results have been shown as discontinued operations and all periods reported (results and operational KPI’s) have 3been recast
  5. 5. ArcelorMittal main markets• Automotive – Worldwide no.1 supplier for automotive steels with a leading market share of 19%. – Worldwide industrial presence via about 40 coating lines in Europe, North America, South America and Africa.• Construction – The largest market for steel: a 620 million tonnes steel consumption market comprised of diversified products. – Emerging markets represent more than 50% of the square meters constructed each year globally. – World leader with over 29 million tonnes of products delivered in 2010 to the building and construction industries.• Packaging – New packaging concepts constantly designed to achieve differentiation by steel solution (bottle can, easy open end...). – Complementary industrial network in Europe with production plants and service centres near customers can making facilities. The leader in automotive steels 4
  6. 6. Consumer benefits of steel 5
  7. 7. ArcelorMittal brand strategyOur brand strategy defines what we stand for and how we are different from our competitors; as such, itunderpins everything we say and do. Our logo is the symbol of our brand strategy.Brand vision: transforming tomorrowWe are committed to setting globally recognised standards and managing our growth and profits with the needsof future generations in mindBrand attitude: boldnessArcelorMittal brand valuesSustainabilityWe are guiding the evolution of steel to secure the best future for the industry and for generations to come.Our commitment to the world around us extends beyond the bottom line, to include the people in whom weinvest and the communities we support. This long-term approach is central to our business philosophy.QualityWe look beyond today to envision the steel of tomorrow.Because quality outcomes depend on quality people, we seek to attract and nurture the best people to deliversuperior solutions to our customers.LeadershipWe are visionary thinkers, creating opportunities every day. This entrepreneurial spirit brought us to the forefrontof the steel industry. We are moving beyond what the world expects of steel. transforming tomorrow: our philosophy, our values 6
  8. 8. The Group Management Board (GMB) • Lakshmi N. Mittal Chairman and CEO, Responsible for Shared Services (including Legal, IT, Purchasing, Shipping and Energy), Human Resources, International Affairs, Marketing and Commercial Coordination, Internal Assurance, Health and Safety, Mining • Aditya Mittal CFO, Responsible for Flat Carbon Europe, Investor Relations and Communications • Michel Wurth Responsible for Long Carbon worldwide • Gonzalo Urquijo Responsible for AACIS, Distribution Solutions, Tubular Products, Corporate Responsibility and also Chairman of the Investments Allocation Committee (IAC) • Louis Schorsch Responsible for Flat Carbon Americas, Strategy, CTO, Research & Development and member of IAC • Sudhir Maheshwari Responsible for M&A, Corporate Finance, Risk Management, China and India • Davinder Chugh Responsible for Shared Services • Peter Kukielski Responsible for MiningAppointed by the Board of Directors, the GMB is responsible for strategic direction 7
  9. 9. Self-Awareness and Development tool 8
  10. 10. Leadership Development Performance Management Succession Talent Management Identification Development Planning 9
  11. 11. ArcelorMittal Competency Framework• The 5 key ArcelorMittal Group competencies are: – CHANGE MANAGEMENT – DECISION MAKING – RESULTS ORIENTATION – STRATEGIC THINKING – TEAMWORK• The 3 competencies used to help build performance of the new organization are: – STAKEHOLDER ORIENTATION – EFFECTIVE COMMUNICATION – LEARNING & DEVELOPMENT 10
  12. 12. Performance Management at ArcelorMittal On going communication Individual Expectations Vision and Brand values of the Company 11
  13. 13. Self-Awareness and Development tool• Increase self-awareness through self-rating and feedback from manager, direct reports and peers.• Obtain insights into the internal drivers and work styles of employees.• Understand and analyse the strengths and development areas for employees.• Provide individual feedback and opportunity for personal development planning Process aligned with ArcelorMittal Values & Competencies 12
  14. 14. Tool profile – 2 Pillars• Personality: Perception And Preference Inventory (PAPI) – Measures: Self perception, motivation, internal drivers• Leadership Style: Multi-Rater Assessment (MRA) – Measures: Behavior – the way individuals present themselves Data protection agreement signed between ArcelorMittal and Works Council 13
  15. 15. MRA supports• Individual assessment and appraisal• Identifying leadership competency gaps• Recognizing training & development needs• Team Development• Coaching Share Survey Improve Learn 14
  16. 16. MRA assessments options 180 360 degree degree 15
  17. 17. MRA benefits for the Business• Supports building a culture of evaluation, learning and performance• Strengthen company values• Supports a desired leadership style• Facilitates and increase effectivenessof feedback• Standardises priorities, competencies andqualities on which employees focus development• Allows for identification of groupdevelopment priorities 16
  18. 18. MRA benefits for the employee• Objective Multi-source feedback• Employee understanding of their ownperformance and behaviour from the eyes of others• Increased understanding of employee in regardstheir impact on their environment• Focused personal development planning 17
  19. 19. Self-Awareness and Development tool Participants per year 476 Tool launched in Nov/08 Accumulated No. of: Participants = 881 245 Reviewers = 7742 90 70 2008 2009 2010 Q1/2011 Assessments per language 93% 1% 1% 2% 3%English French German Spanish Dutch, Portuguese, Polish and Romanian 18
  20. 20. Individual feedback session 19
  21. 21. Exploring the feedback report• Response statistics• Summary statistics – Gap analysis – Competency rankings – Highest and lowest behaviours• Detailed behavioural rating statistics – Competency ratings – Individual behavioural indicator ratings• Free text comments 20
  22. 22. 21
  23. 23. Development objectives Competency assessment kicks off process Identify development needs for • Current job • Performance objectives for 2011 • Future career path Technical skills Functional expertise …linked to Career aspirations Development objectives should also to be SMART 22
  24. 24. Thank you! 23