McDonald’s Talent Management and Leadership DevelopmentTALENT MANAGEMENT

Presented to

Prof. Ashutosh MuduliPresented by

Darshit Paun 20131010

Nilay Dave 2013

Shirshendu Mandal 20131050

Siddhartha Bhatnagar 20131051

Goal of Talent Management

Today’s LeaderHigh performance

committed leaders

Tomorrow’s Leader Deep, Diverse pool of

replacement candidates

Development CultureCulture that both demands and supports learning and

development

Scope of Talent Management

Talent Planning/ Forecasting

Talent Assessment

Staffing /Recruiting/ movement

Development

Step1: The Starting Point

Moved from five to three rating category with new rating labels.

Established target rating distribution of 20% in the highest category,70% in the middle category and 10% in lowest category.

Added demonstrated competencies in evaluation criteria.

Aligned compensation system to ensure that pay differentiation matched performance differentiation.

TALENT MANAGEMENT PLAN

To assess the depth and diversity of the talent pool.

Talent Plan reviews were conducted at the senior management level on an annual basis.

Senior managers to report the strengths of their current leadership teams and the depth & diversity of their leadership pipeline.

KEY ELEMENTS OF TALENT PLAN

Forecast of

leadership

requirement

Assessment of performance and advancement potential

Identification of

backups for key

leadership

position

Diversity analysis and improvement

Retention

Strategy for top

talent

Leadership development strategy for key talents

LESSON’S LEARNT

Strong linkage required between the business strategy and the Talent Plan.

Disciplined approach to the plans and track its progress.

Start the process at the top of the organization and gradually come down to all the levels.

Not much emphasis be given to the empirical data to avoid “stretching the truth”.

Accelerated Development Processes

In 2003:

Leadership @ McDonald’s Program (LAMP)

In 2004:

European Leadership Development Program (ELDP)

Asian Leadership Development Program (ALDP)

Middle Eastern & African Leadership Development Program

LAMP Americas

LAMP

Global

24 high-potential director/senior directors

Participation- Europe, Asia and the Pacific, Middle East, Latin America, and the

United States.

Diversity: 40% Women and 39% minority participants representing 11 countries.

Candidates nominated by senior leaders, Screened & admitted to program by CEO.

Primary designed – Internal resources

Design & execution- Consultant/ Facilitator & Internal Staff

LAMP

Goals

Exposure to business issues

Self development

Build organizational engagement

Broaden understanding

of business

Enhance leadership skills

Build relationships & strong networks

LAMP- Key Elements

9 months program – 6 classroom session (3-4 days each)

Third party assessment & a 360 degree survey feedback

Detailed personal development plans

Executive dialogues at every session

Coaching – by Facilitator & Peers

Leadership Modules

University experience

An action learning project

Presentation by senior leadership team

Statistics till 2009

4 LAMP sessions, 3 ELDP sessions, and 3 ALDP sessions

Total graduates- 200

Women participation- 42%

Representation from 45 countries

37% of graduates of all programs have been promoted

Lesson’s Learnt

Start small, with a pilot, & establish a brand.

Length of program matters.

Selection of Action learning projects is important & should have

strong sponsors.

Scales project correctly

Programs in different areas of the world need to be shaped &

customize.

Leadership Development

2006 – Decision was made to launch the McDonald’s Leadership Institute.

Virtual Centre providing accelerated development programs,

Transition programs

Core programs

Online Development Resource Centre (Personal Development related resources accessible from anywhere around the world)

Leadership Dialogues from Senior leaders and external thought leaders.

Scope of Resources for McDonald’s Leadership Institute

Career Tools

Complete your internal profilePrepare for an interviewLeadership position profiles

Development planning360 feedbackDevelopment Planning SupportOnline Development Resource Centre

Development ResourcesInternal Development curriculumUniversity programsSelf-study books, articlesExecutive Coaching

Job transitionsOn-Boarding and assimilation supportJob transition support

Accelerated development programsGLDP LMP ELDP ALDP

Talent ManagementDevelopment Culture

2006 Launch

GLDP – Global Leadership Development Program

Accelerating development of highest potential officers.

Funded from CEO’s budget

Global Effort to build leaders using internal expertise and external thought leaders.

Focus on Knowing the market and the customer

Executing to deliver results

Leading innovation

Paying attention to ethics and values

Enhancing self-awareness and driving for continuous personal development.

Metrics to measure impact of TM initiatives

Strength & Diversity of Current

Leadership Team

•Annual performance Rating distribution•% of leaders assessed having higher potential•% of lower performers on improvement plans•Year-over-year changes in diversity

Depth & Diversity of feeder pools

•% of key leadership positions for which at least 2 backups identified•Diversity of feeder pool candidates

Retention of top performers & those with high potential

•% of those rated exceptional•Retention of leaders with high advancement potential

Improvement Areas

Strong linkage between talent planning and strategic planning

Making better use of planned job moves to accelerate development

Improving overall execution

Conclusion

Carefully planned approach in building talent management.

Started with fixing PMS

Untimely deaths of two of its top leaders bolstered the requirement of talent management initiatives.

The metrics have been tracked and appropriate changes have been made with time to ensure a strong leadership team in place.

Thank You