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1、Organisation & Career Development Delivering Learning & Development in practice,1,March 2011,By the end of the session you will have: Worked on a “live” business issue for Beazley Discussed your thinking around the issues Heard about the Beazley views on these issues Explored these issues through di
2、fferent HR and OD lenses.,Objectives of the session: Presentation,2,Beazley is a specialist insurance business with operations in Europe, the US, Asia and Australia Launched in 1986, this is our 25th trading year We opened our US operation in 2005-now around half of the workforce is US based (we hav
3、e approx 800 employees with around 400 in the US) The CEO, Executive team and all business line heads are based in the UK-therefore, whilst there are local managers, ultimately everyone reports to the UK We have strategic objectives to grow our business at Lloyds and also across Europe and are there
4、fore actively looking to acquire complementary businesses with a strong cultural fit,Setting the context,3,Our current CEO, Andrew Horton started in the role around 3 years ago-before this he was the CFO He set out a number of strategic objectives; one of which was “Managing for Performance”. This p
5、rovided the HR function with some strategic purpose and business alignment; before this we struggled to get traction at an organisational level and therefore whilst there were some pockets of good practice, the function was transactional in focus and seen as a service provider. Historically themes s
6、uch as leadership & management development and training were seen as largely irrelevant, but this is changing. Since the CEOs active involvement, the talent agenda has really gathered pace. Our traditional approach has been to recruit seasoned talent and therefore many of our underwriters have 10 ye
7、ars industry experience Lloyds is a very closed market-it is very international, but underwriters tend to remain in the market for their entire careers. We have never had a retention problem-we have traditionally been seen has an employer of choice within the industry and individuals joined a growin
8、g success story. Whilst we have grown very quickly, with our focus now on M & A and international growth, and a difficult trading market, we are growing less in the UK and this means that there are increasing questions about “Where is my career going?” We pride ourselves on being a non-hierarchical
9、organisation, with very limited spans and layers and no grading system. If an individual demonstrates good performance, they are rewarded through greater autonomy-meaning that there is no overt promotion mechanism in place. There is some appetite within different business areas to experiment with de
10、veloping in-house talent and as a result we are working on an “Emerging Talent/Graduate Programme”.,Cultural Backdrop,4,There is an online appraisal process that is completed globally with an integrated 360 There is a talent mapping process which is confidential and only senior managers are involved
11、 We are effective at managing under-performers and this year, are improving our existing processes on managing high talent There is a core curriculum of learning as an example we are currently working on producing an OD approach to M & A to ensure we are adding maximum value to this business-critica
12、l activity.,Where we are today from an OD perspective,5,We worked with leaders/managers globally to develop a definition of what effective leadership is at Beazley; this was translated into a Beazley Blueprint; Insert! We run an ongoing series of management breakfasts on key topics, together a range
13、 of one day and half day workshops to support new managers and support participant on Lloyds leadership initiatives such as a programme with LBS and Oxford Said University. The feedback has been very positive. Last year we piloted an online survey on “how well do you think you are being led”. All ma
14、nagers received individuals reports on their results and results were pulled through in the appraisal system into individual objectives-this was a great success and is now an annual process; there is an increasing spotlight on the quality of leadership as well as the effectiveness of role performanc
15、e.,Leadership & Management Development,6,The survey demonstrated strengths and development areas at an individual and organisational level. In response to the organisations trends, a series of educational breakfasts throughout 2011 are being rolled out globally on subjects such as delegation techniq
16、ues, giving feedback, having career development discussions, managing international teams and managing effective appraisals. The results also encouraged us to reflect on whether we should adopt a strengths-based approach to career development and consider moving towards clearly communicated differen
17、tiated career paths based on: A managerial and leadership route A technical specialist route,Leadership Survey - Discussion,7,In Groups decide:What factors would you consider in thinking about whether to develop and promote differentiated career paths based on: A managerial and leadership route A te
18、chnical specialist routeWhat would be the indicators of organisational readiness for such a move? How would you go about planning for these different routes? What support should the OD team offer in managing and supporting this process? What objections might you receive from the executive team/ employees/ managers?,
