TALENT MASTERS

4 GLOBAL MEGA TRENDS

the world moves East and South

livingdifferently

the environmentunder stress

digitalrevolution

TALENT MANAGEMENT IS A KEY SOURCE OF COMPETITIVE ADVANTAGE

4

Crafting Brands 4 Life is our philosophy that outlines how we grow our brands, but what does the equivalent look like for our people?

is our Unilever Way of making sure that our people remain our greatest Unilever asset.

WHAT IS TALENT PLUS – THE UNILEVER WAY?

This Unilever point of view has been brought together against our

which signpost how we will practice talent in an €80bn business with

sustainability and social impact at its heart.

1 WHAT IS TALENT PLUS – THE UNILEVER WAY?

The message is simple:

– whether they be an

employee, a leader, or an

HR practitioner, needs to

own talent and play

a critical role if Unilever is

to become a business that

wins

all the time.

We practise talent with openness, diversity and

inclusion at its heart.

We assess the current performance as well

as the potential of our current and future

leaders.

We take an enterprise wide view of talent so that our best players

have the biggest impact in Unilever.

Our leaders play a primary role as

talent champions.

We will develop all our people to be the

best they can be.

AN EVOLUTION – FROM GOLD TO TALENT MASTERS

Plan & Deploy

Develop

Attract &Select

Manage Performance

Talent

Development Cycle

GOLD

TALENT MASTERS

THIS IS WHERE THE CRITICAL MASS TO CHANGE TALENT LEADERSHIP PRACTICES AND CULTURE SITS MOST

• Generally WL3s

• Managers of managers

• Organizational development intervention

Procedural

Situational

Systemic

Breakthrough

Transformational

Characteristics of work done

“OUR PEOPLE, LIKE OUR BRAND ARE A UNIQUE SOURCE OF TRUE COMPETITIVE ADVANTAGE AND WE NEED TO BUILD DEPTH OF CAPABILITY AND LEADERSHIP”

1. You as a talent2. Your role as Unilever talent

champion for your direct reports

3. Your role as senior leader contributing to Unilever’s development

TALENT MASTERS

OBJECTIVES

The overall intent is to activate the Unilever talent principles and develop differentiated leadership capability to grow talent as leaders today, tomorrow and in the future.

So you will ……

Be mindful of each talent principle and how you role model them currently

Understand the critical importance of the future talent mindset that differentiates Unilever’s approach to talent leadership

Build from your current management development learning (UMDP, GOLD) and be better equipped to be the best Unilever talent leader you can be.

Skills build and sharpen supporting talent leadership behaviours at key moments of contact

Practise a range of leadership actions that will support, value and positively impact their team

AGENDA – DAY 1

Day One Activity08:30 Introduction and engagement, Peer support sets

  Talent Principled Conversation - activity

10.30 Break

  The inner game of Talent LeadershipCase study – The Unconscious rules on talent

  Where am I – My Talent Leadership snapshot

12.30 Lunch

  Creating energy in talent conversations - Advanced skills practise

14.45 Break

  Taking Stock and Signposting (Powerful Mid Year Conversations) -Real play activity

17.00 Break

17.30 Assessing potential – Emerging leaders session

Focusing

Experiencing Reflecting Thinking Modifying Practising

Integrating

AGENDA – DAY 2

Day Two Activity08.30 Peer set reviews

  Leaders “Wide Angle Lens” for Talent – Assessing talent live simulation

10.30 Break  Developing our talent – Case study and inclusion skills build

12.30 Lunch  The Dynamics of Feedback – giving and receiving

  Talent Principled Conversation 2 - modified skills practice – integrating my own aspirations for talent leadership

15.00 Break  Talent Mastery – how do we get better at leading talent, A broader plan

17.00 Executive (Sponsor) Dialogue

Focusing

Experiencing Reflecting Thinking Modifying Practising

Integrating

METHODOLOGY

• Highly experiential (70% +)

• Use of peer learning sets, ‘future based scenario’case study, Unilever Talent Leadership Snapshot survey, video capture and review, peer-to-peer feedback, real-play, live issue discussions

• Sessions with identified Talented managers andsenior Executives.

Red thread – Follows the Unilever annual talent activity cycle

SESSION PURPOSE

Day 1 - Activity PurposeTalent

principle referenced

Introduction and engagementPeer support sets

Sponsor introduction and context setting, establishment of expectations, review of personal experience of the implementation of UL Talent Principles

1,2,3,4,5

Talent Principled Conversation (TPC) activity

Provide an immediate experience of a Talent discussion to bring into focus personal capability and understanding of the difference between Transactional and Transformational interactions

1,2,4,5

The inner game of Talent LeadershipCase study – The Unconscious rules on talent

To explore the importance of getting the Talent agenda right and focus on the Talent rules that people tend to develop for themselves and myths about corporate talent rules and the impacts of all of this

1, 3

Where am I – My Talent Leadership snapshot

Provide live data about participants current implementation of the principles from the viewpoint of their Direct Reports

1,2,3,4,5

Creating energy in talent conversationsAdvanced skills practise

Understanding the conscious leadership shift of taking discussions from rear view mirror to future pathways focus and “your agenda” versus that of “their agenda”

2,4,5

Taking Stock and signposting the near future

Building on the previous session to develop Leader capability around the systemic moment of the Mid Year Conversation. MYC). Aligning the new focus of these conversations.

1,2

Assessing potential – Emerging Leaders session

Explore the experience of Future Leaders ( UFLP’s, Watch Lister, WL1..) around the issues of being managed as a talent and Gathering data on potential for use in a Day 2 activity

1,2,3

SESSION PURPOSE

Day 2 - Activity Purpose Talent Principle Referenced

Peer set reviews General review of Day 1 3, 5

Leaders “Wide Angle” lens for Talent

To develop capabilities required for effective talent representation while taking an organisation wide standpoint

1,2,5

Developing our Talent Focus on creating compelling and energising development plans that deliver for current and future requirements

1,2, 3

The Dynamics of Feedback

Preparing participants with lite touch input on giving and more importantly receiving feedback in preparation for reviewing own video of the MYC demo

1,2, 3, 4,5

Talent Principled Conversation 2 - integrating my own betterment of talent leadership

Using the TPC approach while integrating learning from all previous sessions to assist each other to develop robust and energising post programme implementation plans

1,2,4,5

Talent Mastery for Unilever

A business based discussion to identify issues and proposed solutions for these, to which the group commit to bringing back to the business after discussion with the Exec.

1,2,3,4,5

Executive (Sponsor) Dialogue & Close

Presenting the groups future focused solutions for ensuring the business achieves the ambitions of the Talent agenda

1,2,3,4,5

MY UNILEVER TALENT LEADERSHIPSNAPSHOT

“Building our future in the here and now”

SUMMARY DATA

You asked us to survey 8 individuals

4 of the survey recipients clicked the link provided to view the survey welcome message

3 of the recipients completed the survey fully

1 recipient partially completed the survey, answering 4 of the 6 questions asked

Invited CompletePartial Complete

1. WE PRACTISE TALENT WITH OPENNESS, DIVERSITY AND INCLUSION AT ITS HEART“Thinking about your manager, select any number of statements that you feel best describe(s) them?”

PRIVATE & CONFIDENTIAL

Statement Number

selected

Self Assessmen

t

I am confident that when asked they could describe my motivations and capabilities 4 P

When representing me in a People Forum could accurately describe my personal aspirations 4 P

Has encouraged me and my peers to complete an ABC career plan 0 O

Demonstrates openness by sharing their own vulnerabilities and weaknesses, e.g. comfortable to admit when they don’t know something 6 P

During meetings makes sure that we are being inclusive 2 P

Ensures we all bring and listen to different perspectives during discussions 1 P

When building a team or recruiting new members to a team (including project teams) promotes diversity (gender, culture and personality) 1 O

Ensures that everyone is allowed to fully express their opinion in meetings 2 PNone of the above 0

Comments made by those surveyed included:

Xxxx is great with individuals and his direct reports will be happy working for him, however he can work on creating an environment where they are stronger as a team and not just strong individuals

Be more open about career paths and opportunities available, and coach on a more regular basis to develop leadership. Provide more examples or scenarios in hard decision making at high levels.

Be more open to everyones opinions.

Assess each individual and advise on training that will advance the individual in his career.

1. WE PRACTISE TALENT WITH OPENNESS, DIVERSITY AND INCLUSION AT ITS HEART

0

1

2

3

4

5

6

7

PILOT EVENT PARTICIPANT COMMENTS

How well does this programme support the talent and business strategy of your business?

Feel fully aligned.

Fits very well.

Well-refreshing new way to focus on development. Great reminder of things to pick up and do more.

Very well. Good to reframe the discussion from past to future, understanding talent in overall strategy.

Very well. Brings to life the business critical need to attract, unlock and retain talent as a sustainable source.

Really brought to life the 5 talent principles and how I as a leader of talent have a key role to play in helping to land the talent agenda.

It does a long way in driving the talent agenda and helps us achieve and drive business objectives through as our most valuable asset.

Fair support. Some good talent discussions e.g. solution focused conversation. Not so much focus on discussion on business strategy.

Direct impact on both. Program provides tools to use everyday to improve the energy in my team and hence a direct impact on motivation and also business.

Extremely pleasant and approachable.

Very well. Gets one thinking outside the norms.

It has helped my role with regards to talent bot as a talent and manager of talent.

How would you describe the programme to your colleagues and team?

It has been great to remind oneself on the critical role of talent management.

Exciting. Energetic. Gets one thinking. Worthy of two days.

Great learning. Insightful. Everyday useful.

Some good techniques on leadership conversations on talent can be learned.

Drives growth for talent and has great tools and questions to bring this to life.

An empowering way to unlock talent potential within ourselves and our teams.

Energising and instructive.

Hands on mastery level leadership programme focusing on talent as a key growth enabler. Experimental development of self and development of others.

Interactive Lively and eye opening two days.

Good refresher on Talent and well balanced very interactive.

Really useful reminders on the tool and techniques. A little long.

Real leadership and talent tool.