Learning & in Dell European Manufacturing Facility Strategic Plan for FY08 -An evolving state UNA MCDERMOTT
Agenda Dell overview L&D strategy Management OHRP- Key talent programs Focused Programs Learning & framework- communicating with the customer
Mission Dell overview Dell s Mission is to be the most successful computer company in the world at delivering the best customer experience in the markets we serve. In doing so, Dell will meet Customer expectations of: Highest quality Leading technology Competitive pricing Individual and company accountability Best-in-class service and support Flexible customization capability Superior corporate citizenship Financial stability The direct relationship continues throughout the customer experience.
Our People: The Soul of Dell Dell overview At Dell, we value and are committed to: Customers: creating loyal customers by providing a superior experience at great value. The Dell Team: our continued success lies in teamwork and the opportunity each member has to learn, develop and grow. Direct Relationships: being direct in all we do. Global Citizenship: participating responsibly in the global marketplace. Winning: having a passion for winning in everything we do.
Dell Hardware Product Range Dell overview Our best product lineup ever, including: 9G PowerEdge Servers with Intel Dual Core or AMD processors OptiPlex Desktops with innovative BTX design and HyperCool TM thermal management PowerEdge Servers IT Infrastructure Services Laser Printers Latitude with RoadReady TM quality and HyperConnect TM wireless Next Generation Enterprise Support Dell EMC Storage Inspiron / XPS Notebooks Latitude Notebooks Optiplex Desktops Precision Workstations Dimension / XPS Desktops Software LCD Televisions System Consolidation Services Dell earned more than 200 product and service awards in fiscal 2006.
DELL 2.0 Broadening and Enhancing the Model Dell overview WW: #1 18% share Dell 2.0 Dell 1.0 WW: #2 10% share WW: #6 4% share Lowest cost Best products Developed world focus World class supply chain Best cost AND experience Best products AND services Whole world focus Multiple supply chains '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11
DELL MANUFACTURING FACILITIES Manufacturing Close to the Customer Dell overview Limerick, Ireland Łódź, Poland Xiamen, China Winston-Salem Austin Nashville Chennai, India Eldorado Do Sul, Brazil Penang, Malaysia
WHERE OUR TEAMS ARE LOCATED Direct Around the Globe Dell overview Manufacturing Facility Headquarters Limerick, Ireland EMEA Regional offices: Austria Germany Belgium Greece Czech Republic Hungary Denmark Ireland Finland Italy France Morocco Netherlands Norway Poland Russia Portugal Scotland Slovakia South Africa Spain Sweden Switzerland United Arab Emirates Bracknell, UK Austin Xiamen, China Nashville Americas Regional offices: Argentina Brazil Canada Chile Colombia El Salvador Mexico Panama Puerto Rico Winston-Salem Eldorado Do Sul, Brazil Penang, Malaysia 73,000 Dell employees Singapore APJ Regional offices: Australia China Hong Kong India Indonesia Japan Korea Malaysia New Zealand Singapore Taiwan Thailand
DELL in Ireland Dell overview Dell No.1 PC Supplier in Ireland Approx 4,750 employees One of the largest companies in Ireland Leading Exporter Dell s most productive Mfg. facility Favourable Climate: Ongoing Government support (IDA) Favourable taxation regime Technology-educated young workforce Good Telecomms infrastructure Proximity to Tech industry suppliers Diverse Workforce (15-20% non-irish)
Agenda Dell overview L&D strategy Management OHRP- Key talent programs Focused Programs Learning & framework- communicating with the customer
A LOOK AT STAKEHOLDER REQUIREMENTS L&D strategy 1. Clarity of our L&D strategy and offerings 2. Clear links between business and individual requirements and our offerings 3. Quality and relevant training and development 4. Easy access to the offerings 5. Visibility to the future calendar 6. Management Reporting - current and historical 7. Impact of training and development 8. Collaboration with other training teams THE BASICS!
VISION - MISSION - STRATEGY Our journey together over the next three years To build a Learning and Function with a reputation for being the benchmark in the industry. To build organizational, leadership and employee capability in EMEA to support the strategic business objectives. L&D strategy Thought leadership in our product offerings to create a learning organisation Build a consistent curriculum for our customers 80% standard / 20% local Build a Flawless execution engine for our product offerings
COMPETENCIES LEADERSHIP FRAMEWORK Organisational and Individual L&D strategy Set Business Direction Customer Focus Business Acumen Financial Acumen Strategic Agility Align & Motivate Others Motivate Others Build Effective Teams Develop Direct Reports Hiring and Staffing Deliver Results the Right Way Dealing with Ambiguity Intellectual Horsepower Command Skills Integrity and Trust Functional / Technical Skills Consult your local L&D organization for competencies related to specific roles.
How people develop competencies L&D strategy Personal courses, Leadership Essentials, External education 10% Training 1x1s, 360 feedback, mentors, coaches, role models, becoming a coach or mentor to others 20% Learn from Others Country, BU and EMEA-wide project work, expanding job scope, community involvement, working on cross-functional teams 70% On-the-Job
Personal Individual Plans Assess Determining the gap between your current skills, knowledge and competencies, and the competencies, skills and requirements of the job role Plan Creating an individual development to close the gap between your current skills set and the required skills set of the role and team demands Develop Execute against the plan L&D strategy
Agenda Dell overview L&D strategy Management OHRP- Key talent programs Focused Programs Learning & framework- communicating with the customer
Leadership Imperative: The First Years Management Leadership Imperative ~ FY 03 Developing Champions ~ FY 04 Inspiring Champions ~ FY 05 $62B Revenues $31.5B $35.4 Customer Experience Globalization Product Leadership Execution Commitment Vision Winning Culture FY02 FY03 Key Theme: How must we improve our leadership in order to reach our strategic goals? Key Theme: How do we engage our team members in reaching our strategic objectives in a Winning Culture? Key Theme: How do we inspire our team members and build their capability to reach Dell s vision? Grow with Dell ~ FY 06 Key Theme: How do we engage and empower our team members in building their careers and meeting their personal and professional goals? Performance Review Making the Connection ~ FY 07 Feedback & Coaching Engagement IDP 1:1 Meetings Performance Planning Key Theme: How do we effectively use processes & tools to enhance employee engagement?
ORGANISATIONAL DEVELOPMENT CURRICULUM Building the Capability of our People Managers Management Leadership Course Leadership Edge Transition to EMT Key Talent Target Audience Leadership Excel Transition to BU Manager Emerging Leaders Transition to Functional Manager Leadership 2 Transition to Manager of Managers Leadership 1 New Manager Induction Transition to Team Leader and People Manager New to management at Dell: New Manager Corporate Induction (All) Lead First (All) Senior Manager Induction Leadership from the Start
Agenda Dell overview L&D strategy Management OHRP- Key talent programs Focused Programs Learning & framework- communicating with the customer
Process of identifying key talent OHRP- Key talent programs 1. Performance Rating 2. Potential Rating (H, M, L) 3. Key Talent Indicator (Yes or No) Performance and Potential ratings will be used to populate the nine-box. Potential H M L Jackson, A. Gray, T. Rogers, P. Roberts, G. Fulton, J. Rutger, L. Clark, H. Ford, E. Peters, B. Thomas, S. Coleman, R. Nine-box placement provides input to help identify Key Talent. B V E Performance
OHRP Succession Planning Discussions OHRP- Key talent programs Purpose focus discussion on the development of succession candidates and key experiences needed, rather than the amount of time before the person is ready Questions to Consider Successor Pool What will it take to get this person ready now/quickly? What experiences does the person still need to be ready? What can we do to facilitate the individual getting those experiences? What experiences do these people need to be considered successors? What are we currently doing to facilitate the development? What other roles should we consider for this person?
EMEA People Planning OHRP- Key talent programs Purpose To manage movement of talent to support development and key experiences at site and regional level To offer support for development and/or retention of Key Talent To offer support for development and/or retention Review open/upcoming job requisitions for key positions and identify suitable developmental or succession moves Frequency Annually or as frequently as required
Succession Plan chart OHRP- Key talent programs Succession Plan Organization Structure "Owner", Title (Grade) Incumbents Job Title (Org Owner) Function Function Job Title Job Title Job Title Function Job Title Name(Grade) Successors (Ready Now OR Next Role) KEY: New to Position Key Talent Minority or Woman Key Talent Program Participant E Talent Pool Successor sfrom outside of organization % of EDGE on ELT/Direct Succession Plan % % Diverse employees on ELT/Direct Succession Plan % Dell Confidential
Agenda Dell overview L&D strategy Management OHRP- Key talent programs Focused Programs Learning & framework- communicating with the customer
INDIVIDUAL NEEDS DEVELOPMENT CURRICULUM Competency Curriculum Advanced Curriculum Focused Programs EMEA-Wide Courses (Target 80%) (available to all) Effective communication Managing time & stress Personal effectiveness management Dell value proposition Finance for non-financial employees Emotional intelligence & effective relationships Effective presentation skills Command skills Paradox thinking Essential project management skills Career/individual development planning Intercultural awareness People Leadership Competency based interviewing Adaptive leadership skills Maximizing team performance Communicating effectively with direct reports Coaching & feedback for managers Remote leadership skills Assess, plan & develop Team building for managers (Senior managers) Understanding & creating business strategy Delivering superior customer experience profitably Leading through change Building capability Inspirational leadership Powerful communications & leadership Robust relationship management Building high performance global teams Risk taking and innovation
NEW Focused Programs NEW NEW NEW NEW NEW NEW NEW
Agenda Dell overview L&D strategy Management OHRP- Key talent programs Focused Programs Learning & framework- communicating with the customer
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