The first reading detailed the leadership succession management strategy at Kaiser Permanente in Colorado Region. The company is the nation’s largest not-for-profit health insurance plan. An internal survey found gaps in the leadership development and recruitment, the case study provides the processes they utilized to rectify this issue. They utilized the leadership review process to identify individuals with leadership potential. The executives at Kaiser Permanente were in charge of development, once identified these candidates were identified. However, the soon realized they needed a formal structure & resources to develop the leaders they needed. The leaders developed would not only lead the Colorado region but also would feed the leadership
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They realized they needed to redesign the performance review system. With the massive global workforce they had to design a scalable process & system that would work on both a local & global level. The framework included five key elements people, place, product, promotion & price. Another driving element at McDonalds is focus on customer. They redesigned their competency framework that was in place to include strategic competencies and not just objectives. They introduced performance drivers that would focus on how and not just what the employees were achieving. They redesigned the rating system to 4-point scale and introduced a new incentive plan. Besides the performance review system they also introduced global succession planning and development process. The Leadership at McDonalds Program (LAMP) involved identification of leadership potential, development via group & individual learning and continuous review of success. One of the interesting aspects of this program is the commitment & expectations portion where the candidates have to commit to the program intensively and clearly define results & goals. McDonalds also introduced a global leadership development program based on the earlier programs developed for leadership …show more content…
There were two different opinions in the industry of analysts- nature vs. nurture. Some believed that an inherent quality is required to be a successful analyst others are of the opinion that meticulous & quality training can lead to development of star performers. The author discusses the different aspects of institutions where the nurture aspect was instilled into the culture and the techniques used to do so. Some of the key factors in these institutions were a positive culture of learning, individual development plans, cross learning, support from leadership & mentorship. The dedication to development of stars had other benefits besides revenue from increasingly better performance. Most importantly they helped develop a sense of loyalty within the trainees in an industry where it is rare, so retention increased. It was more cost effective as compared to poaching star performers from rivals. The culture also lead to better PR for the company and made it easier for newcomers to select these companies for
They realized they needed to redesign the performance review system. With the massive global workforce they had to design a scalable process & system that would work on both a local & global level. The framework included five key elements people, place, product, promotion & price. Another driving element at McDonalds is focus on customer. They redesigned their competency framework that was in place to include strategic competencies and not just objectives. They introduced performance drivers that would focus on how and not just what the employees were achieving. They redesigned the rating system to 4-point scale and introduced a new incentive plan. Besides the performance review system they also introduced global succession planning and development process. The Leadership at McDonalds Program (LAMP) involved identification of leadership potential, development via group & individual learning and continuous review of success. One of the interesting aspects of this program is the commitment & expectations portion where the candidates have to commit to the program intensively and clearly define results & goals. McDonalds also introduced a global leadership development program based on the earlier programs developed for leadership …show more content…
There were two different opinions in the industry of analysts- nature vs. nurture. Some believed that an inherent quality is required to be a successful analyst others are of the opinion that meticulous & quality training can lead to development of star performers. The author discusses the different aspects of institutions where the nurture aspect was instilled into the culture and the techniques used to do so. Some of the key factors in these institutions were a positive culture of learning, individual development plans, cross learning, support from leadership & mentorship. The dedication to development of stars had other benefits besides revenue from increasingly better performance. Most importantly they helped develop a sense of loyalty within the trainees in an industry where it is rare, so retention increased. It was more cost effective as compared to poaching star performers from rivals. The culture also lead to better PR for the company and made it easier for newcomers to select these companies for