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Human Resource Management

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Jenny Setiawan

on 25 March 2014

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Transcript of Human Resource Management

's
Leadership
Competency Model
About Company
Minnesota Mining and Manufacturing Co. (3M)
Headquarter:
St. Paul, Minnesota
Industry:
Manufacturing
Founded in 1902 at Minnesota
Company:
Well-known for its innovation and various products
3M has set branches in 65 countries, including factories in 45 countries and laboratories in 35 countries.
More than 50 percent people in the world are using 3M's products
Years of struggle ensued until the company could master quality production and a supply chain. New investors were attracted to 3M, such as Lucius Ordway, who moved the company to St. Paul in 1910. Early technical and marketing innovations began to produce successes and, in 1916, the company paid its first dividend of 6 cents a share.
The world's first waterproof sandpaper, which reduced airborne dusts during automobile manufacturing, was developed in the early 1920s.
A second major milestone occurred in 1925 when Richard G. Drew, a young lab assistant, invented masking tape – an innovative step toward diversification and the first of many Scotch® Pressure-Sensitive Tapes.
In the following years, technical progress resulted in Scotch® Cellophane Tape for box sealing and soon hundreds of practical uses were discovered.
In the early 1940s, 3M was diverted into defense materials for World War II, which was followed by new ventures, such as Scotchlite™ Reflective Sheeting for highway markings, magnetic sound recording tape, filament adhesive tape and the start of 3M's involvement in the graphic arts field with offset printing plates.
In the 1950s, 3M introduced the Thermo-Fax™ copying process, Scotchgard™ Fabric Protector, videotape, Scotch-Brite™ Cleaning Pads and several new electro-mechanical products.
Dry-silver microfilm was introduced in the 1960s, along with photographic products, carbonless papers, overhead projection systems, and a rapidly growing health care business of medical and dental products.
Markets further expanded in the 1970s and 1980s into pharmaceuticals, radiology and energy control.
In 1980, 3M introduced Post-it® Notes, which created a whole new category in the marketplace and changed people’s communication and organization behavior forever.
In the 1990s, sales reached the $15 billion mark. 3M continued to develop an array of innovative products, including immune response modifier pharmaceuticals; brightness enhancement films for electronic displays; and flexible circuits used in inkjet printers, cell phones and other electronic devices.
In 2004, sales topped $20 billion for the first time, with innovative new products contributing significantly to growth. Recent innovations include Post-it® Super Sticky Notes, Scotch® Transparent Duct Tape, optical films for LCD televisions and a new family of Scotch-Brite® Cleaning Products that give consumers the right scrubbing power for a host of cleaning jobs.
In 2007, the Scotch-Brite™ brand introduced the first disposable toilet scrubber with built-in bleach. Other products such as Scotch-Blue™ Painter’s Tape for Corners and Hinges and the Scotch™ Fur Fighter™ Hair Remover designed to grip and trap pet hair embedded in upholstery (2008) continued to exemplify innovative products designed to enhance the home environment.

3M scientists developed a break-through, ultra-compact LED-illuminated projection engine in 2008 for integration in personal electronic devices, including the 3M™ Micro Professional Mpro 110 projector, which has since evolved through further generations and technical refinements. This was the same year when, in the wake of global concern around potential public health medical emergencies such as an influenza pandemic, various 3M respirators were the first to be cleared by the U.S. Food and Drug Administration for use by the general public .
3M earned the ENERGY STAR® award for the sixth consecutive year in 2010 as more energy-saving operational practices continued, not to mention more innovative products delivering eco-advantages in support of the company’s commitment to sustainability.
's Challenges:
1. The need of the organization to survive and grow.
Globalization
Product differentiation narrows

Margin shrink

Pressures on pricing

The effectiveness of leadership becomes more critical for survival

The importance of leaders
's Challenges:
2.
Human Resource Solution
Solution?
Held a global conference of HR professionals to position leadership section
Margaret E. Alldredge
&
Kevin J. Nilan
}
Lead a team on creating initiatives aimed at Competency-based leadership development
Identifying Stakeholders
To ensure that the model would accurately illustrate the true leadership needs of the organization,
the project leaders worked with 3 groups of senior managers to:
1. Create, review and edit the competency model development
2. Determine when it was appropriate to move to the next stage
Critically Reviewing Established Competencies
The competency model development process are:
Ensuring fit of new competencies with leadership philosophy
Critically Reviewing Established Competencies
The competency model development process are:
Building consensus for the leadership model
Review
current competency materials

Discuss
leadership philosophy, business complexity, and language
Presented several draft to the competency model

Discussing the phrasing and interpretation of the competency definitions
1.
2.
Results:
Revision to competency labels and definitions
The company has policy of promoting from within.
Facilitating Leadership Succession
The objectives of the new leadership competency profile:
To accurately assess leadership capability
To more effectively develop talent within the organization
To select place leaders into key positions
A set of 12 identified leadership competencies
Fundamental Leadership Competency
1. Ethics and Integrity
2. Intellectual Capacities
3. Maturity and Judgement
Fundamental Leadership Competency
Relies on 3M values to build trust
Capable to handling issues and able to communicate effectively with 3M stakeholder
Resiliency (elasticity), ability to handle extreme stress and keep calm

Leader must communicate calmness to others


Essential Leadership Competency
4. Customer Orientation
5. Develop Relationship
Provide superior value to 3M's customers, and make each interaction a positive one
Leaders must select and retain excellent workforce and respect individuality

Give and seeks open and authentic feedback
Essential Leadership Competency
6. Inspiring Other
7. Business Health/Results
Leaders are responsible to create an attractive return on shareholders' investment.
Leads by example
Visionary Leadership Competency
8. Global Perspective
Leaders must understand and aware about 3M's global market, capabilities and resources
9. Vision and Strategy
Leader must allocate all resources to achieve the goal
Visionary Leadership Competency
10. Nurturing Innovation
11. Building Alliances
Leader must develop a personal relationship with each inventor of ideas or product
A leader develops networks and maintain alliances inside and outside his organization to achieve results
Visionary Leadership Competency
12. Organization Agility
"See around corners" to anticipate changes in markets and economies before they are officially noted.
Conclusion
The Authors
Alldredge & Nilan

Co-leaders of the project

Took part in the whole process
Overall Look
Why

How

What
}
3M developed its leadership competency model
Why
How
What
To adapt to challenges

To foster leadership

To keep its comparative advantages
Top executive involvement

Executive partnership





Discussion on the main content, verbiage,...
3M's Competency Framework
Position Profile and Candidate Analysis
What
Global Perspective
Leadership Competence Profile
Leadership Development and Succession Planning
Leadership Talent Review Tool
The project team designed a personal interview process to rate the degree of competence of each of their direct reports
Targeting Leadership Talent Development
Current and potential leaders have a clear view about 3M's criteria.
Employee will receive feedback on their strengths and needs.
Current Leaders
Potential Leaders
Long-Term Leadership Succession Planning
Leader's
The high-potential employees who consistently exhibit effective leadership behaviors will progress to leadership career paths.
(Easier to get promotion)
Lessons Learned
The competencies and behaviors in the framework are articulated with reference to 3M culture and values,

development executives believe the newly-developed competency model to have “vitality and relevance” for those using it.
Questions?
Resources:
Team Members:
April
George
Jenny Setiawan
Sherly Andreany
http://assets00.grou.ps/0F2E3C/wysiwyg_files/FilesModule/leadershipdevelopmentexchange/20100622011046-ftdgrypczfmnfuhjd/3MsLeadershipCompetencyFramework.pdf
http://www.homeworkmarket.com/sites/default/files/3m_leadership_competency.pdf
Full transcript