SAP LAB’s Social Sabbatical Program – Unique way to Leadership Development

Recently according to a survey, it was identified that 84 percent of GEN Y care about making a positive difference in the world than workplace recognition.

This indicates that it’s time to fundamentally rethink the established approach to talent strategies. Organizations are dedicating considerable resources to promote employees to undertake paid social sabbaticals

Looking at this, SAP started Social Sabbatical program, which sends high-performing employees into emerging economies such as South Africa, India, Brazil, and China. During these assignments, employees support entrepreneurs, NGOs, and government agencies, with the aim of positively impacting the regions economically and socially; they also gain a better understanding of how to effectively operate in these geographies. Employees leave the daily routine of their jobs to spend a month with a host client.

In India, 21 employees from SAP labs deployed themselves with nonprofits across Northeast States. Some employees imparted corporate skills that helped villages create a comprehensive education programme, make optimum use of natural resources for fishery and animal husbandry and sustain traditional weaving. Others provided need based skills like project, legal and people management.

SAP Labs offers sabbaticals from 3 months to two years. Employees who have been continuously employed at SAP Labs for five years can opt for sabbaticals.

Infosys employees volunteer with charitable, governmental or para-governmental organisations in public interest areas. Employees are eligible for a fellowship from the company based on their role, and they get time off from their normal work schedule for a minimum of six months and a maximum of one year.

Infosys’ Community Empathy Policy allows employees to be involved in community development projects while receiving monetary support. They can come back to normal work schedules after completing projects of upto a year.

These community-based initiatives equip employees with unique leadership development opportunities and encourages experiential learning which infuses future executives with the type of creativity they need to problem-solve in an entrepreneurial setting.

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Video Game – A new mode of improving interpersonal skills of leaders

 

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For any leader, the biggest challenge is to motivate the team and get the job done at the best performance level. This is possible only by the level of interpersonal skills that the leaders possess within themselves. Global talent management consultancy, Development Dimensions International (DDI) has identified this key way of managing people and has come out with an animated leadership Video Game called “Zapp! Zone: Jane’s Dilemma”. The objective of this game is to engage the leaders in learning the required interpersonal skills and drive a behavioral change in a funny and interactive manner.

This game helps the leaders to practice and improve their use of vital interpersonal skills which are called Key Principals but in an animated video format. The vital skills found by DDI research team are esteem, empathy, involvement, sharing and support which are the central behavior that makes any leader successful in driving a high performance team.

Here the leader who is the prime leaner assumes the role of an animated character called Jane who has his team comprising of different personality types based on which various use of internal personal skills needs to be implemented. Jane interacts with the team members using the key principles based on various responses given by them. The leaders are continuously monitored along all the five levels by a progress meter. Overall the leaders are made an expert using situational conditions with appropriate usage of interpersonal skills.

“SELF FORMED TEAM – SFT” and “SELF MANAGED TEAM- SMT” –Unique Employee Engagement Practice

SELF MANAGED TEAM – Here Teams work without supervision. This is also called also called supervision-less system. It sounds surprising but it’s a fact.

RPG Group (Ceat/ Spencers) has come out with this concept. This concept was started by P&G, followed by DuPont and a few other organizations. Here they are trained and empowered to plan, review the gaps, brainstorms among them to identify the reason for gaps, take work place decisions & execute their day to day operations. This enables them to come out with the best possible ways to execute tasks. The accountability & responsibility of accomplishment of the tasks complete rests on the team members.

This practice was initiated at the CEAT Plant at Halol(Gujrat). It resulted in higher productivity & harmony among the employees.

SELF FORMED TEAM – Here a group of employees voluntarily comes ahead and forms a team for performing an activity/task. Here the employees have the freedom to form groups based on common interests. Facilitating such group formation increases social bonding and higher level of employee engagement.

Corporate Initiatives to form Self Formed Teams

MARICO

Community development teams are there to generate awareness on safety, working mothers groups, and a self-formed cricket team. In fact a group of employees came together to modify a junkyard in the office premises and convert it into a sports arena

SEIMENS

Several groups has been facilitated here where in employee come together to discuss/ brainstorm about various issues health & safety, employee facilities like transportation, canteen  & come out with better innovative solutions.

In fact a team has started Yoga Class where the objective is not only about the health but also a platform for cross functional employees meet aiming better collaboration at work.

Edelweiss Financial Services

Groups such as adventure club, running club and photography club has been initiated by the HR team where like-minded people can come together and engage in their hobbies and interests. The social networking site of the organization called PING also enables people with similar interests to come together, share and learn.

HCL TECHNOLOGIES

There are five councils: Community Service, Grey Cells – deals with quizzing and other intellectual interests), Sports, Personal Talent and Wellness.

HCL also has Interest Clubs, which are primarily online platforms for the employees with common interest to connect. There are eight such clubs: Clic – The Photography Club, The Foodies Club, The Pet Club, The Toastmasters Club, Library On Demand, HCL Record breakers, The Polyglots corner and Bikers’ Club. These clubs use the company’s internal social networking platform ‘MEME’ to bring together like-minded people who wish to share tips, pictures, and knowledge.

self-managed-team

Self managed team

Standard Chartered Bank

This bank has a recreation club which organizes indoor game tournaments during the monsoon as well as hockey, cricket and football tournaments.

Nielsen

Nielsen has various clubs include Hit F5 (employee fun club), wellness club, dance club, and a soon-to-be-launched cooking club

DELL

Dell has a number of interest groups that are formed and run by the employee: the runners group, photography club, quizzing club, toastmasters club, cricket club and cycling club.

PHILIPS

At Philips, the largest self-formed group is called JOSH: it drives small fun-at-work initiatives like quizzes. Employees have also formed interest groups like photographers club, trekking group, etc.

BENEFITS OF SELF FORMED TEAMS

  • These groups gets employees to come out from the shell and have fun, create positive work environment which reflects a better engaged workforce.
  • It helps an organization to motivate employees without any huge investment
  • This enables employees to connect and establish strong social bonds with colleagues and develop team spirit.
  • The employees use such opportunity to express themselves, learn & exchange knowledge freely. The outcome is more connected, content & productive.
  • These initiatives keep the employee morale high & make them passionate about their work.
  • This encourages employees to break the monotony of work too.
  • Finally this results in higher level of employee engagement

LEADERSHIP MANUFACTURING UNITS – how leaders are made in today’s corporate world!

TATA group

TATA group emphasizes on in-house Leadership Development Programmes.

 Tata Leadership Seminars (TLS)

  • —Tata Group Strategic Leadership Seminar (TGSLS) – MDs, the CEOs, COOs and those with a potential to assume such roles in the Immediate / near future.
  • —Tata Group Executive Leadership Seminar – Senior management professionals, functional heads.
  • —Tata Group Emerging Leaders Seminar (TGeLS) – This is for high potential emerging leaders from middle levels of management ideally in the age group of 30 to 40

McDonald’s

McD Mentoring– Every learner is assigned a coach at every step of development.

  • —Develop the employee skills
  • —Build their confidence and competence
  • —Career guidance for crew and managers
  • —Succession planning

McDonald’s Leadership Institute

  • —It develops critical leadership skills needed to address both long- and short-term business challenges.
  • —“Individual development plans,, map out leadership training in support of one’s performance and career goals.”
  • —Accelerated Leadership Development Programs – for high-potential directors and officers

Restaurant leadership training programme For Restaurant General managers

  • —Five-day programme from Hamburger University. Career guidance for crew and managers
  • —To apply leadership behaviors, lead their restaurant, and develop their department managers.

INFOSYS

Infosys Leadership Institute

  • —It nurtures leaders and advances the field of leadership development. ILI works toward ensuring that Infosys has appropriate leaders to take on senior leadership positions as and when they arise
  • ILI ensures that Infosys has a pool of successful and ready leaders to build tomorrow’s enterprise.

 Areas Focused :

  • —Strategic Leadership
  • —Change/ Adversity Leadership
  • —Operational Leadership
  • —Talent Leadership
  • —Relationship/ Networking Leadership
  • —Content Leadership
  • —Entrepreneurial Leadership

STAR BUCKS

Starbucks Leadership Lab

  • Impart leadership training, with a a problem-solving framework.
  • Demonstrations of new product, blend development, and customer service.
  • But what makes the Leadership Lab different than a typical corporate trade show is the production surrounding all of this. The lights, the music, and the dramatic big screens all help Starbucks marinate its store managers in its brand and culture. It’s theater–a concept that Starbucks itself is built

The Best companies for grooming leaders

  • IBM – The New York-headquartered technology company sends SWAT teams to coach their local staff.
  • General Mills – Fortune 500 company- primarily deals with food products – such as Pillsbury – over 90 per cent of management promotions are internal.
  • Procter & Gamble– Every chief executive at P&G started at the entry level in the company.
  • Aditya Birla Group – operates in over 33 countries, honours its employees who teach skills to villagers
  • Colgate-Palmolive – has a 7 -day Colgate Leadership Challenge in which junior employees work on a team business project, are taken through presentations by senior leaders, and do charity work.
  • Hindustan Unilever – sends young managers to live in Indian villages so that they can understand the needs of rural consumers.
  • ICICI Bank – assigns talent scouts to identify promising employees.
  • McDonald’s – has an officer development programme to train talent in finance, human resources and marketing
  • Whirlpool – has a set of senior executives who serve as “innovation mentors” who are tasked with evaluating business ideas.
  • PepsiCo – works on 10-year growth plans for individuals who the company believes have the potential climb high on the corporate ladder.
  • Bharti Airtel– The company has a reverse mentoring programme, in which junior employees tutor senior staff about new technology

Power & Politics ;)

“Every day, a small Ant arrived at work early and started work immediately, she produced a lot and she was happy. The boss, a lion, was surprised to see that the ant was working without supervision. He thought if the ant can produce so much without supervision, wouldn’t she produce more if she had a supervisor!

So the lion recruited a cockroach who had extensive experience as a supervisor and who was famous for writing excellent reports. The cockroach’s first decision was to set up a clocking in attendance system. He also needed a secretary to help him write and type his reports. He recruited a spider who managed the archives and monitored all phone calls.

The Lion was delighted with the cockroach’s report and asked him to produce graphs to describe production rates and analyze, trends so that he could use them for presentations at board meetings, so the cockroach had to buy a new computer and a laser printer and recruit a fly to manage the It department. the Ant , who had been once so productive and relaxed, hated these new plethora of paperwork’s and meetings which used up most of her time.

The lion came to the conclusion that it was high time to nominate a person in charge of the department where the ant worked. The position was given to the Cicada whose first decision was to buy a carpet and an ergonomic chair for his office.The new person in charge the cicada, also needed a computer and a personal assistant, who he had brought form his previous department. to help him prepare a work and budget control strategic optimization plan..

The department where the ant works is now a sad place, where nobody laughs anymore and everybody has become upset, it was at that time the cicada convinced the boss, The Lion to start a climatic study of the environment. Having reviewed the charges of running the ants department the lion found out that the production was much less than before so he recruited the Owl a prestigious and renowned consultant to carry out an audit and suggest solutions. The owl spent 3 months in the department and came out with an enormous report, in several volumes, That concluded that ” The Department is overstaffed..”

Guess who the lion fired first ?

The Ant of course “Because she showed lack of motivation and had a negative attitude.”

Some tips for HR

1. Roles & responsibility clarity is required from day one. The managers should be developed as leaders
2. Managers need to be trained & empowerment should be given to play the role effectively
3. Whenever any manager is in a confusion with regards to his/her responsibilities, HR should step in & do the needful
4. Corporate Values need to ingrained among the employees which will reflect in the initiatives that the employees take
5. Encourage a system of communication where in the employees have a comfort level in sharing & giving feedback
6. Employee should be allowed to contribute to their own objectives
7. A lean management culture should be promoted across the organisation
8. Reporting structure should be kept to a minimum level
9. Recognize and reward performance as a partnership between manager and employee
10. Appreciate not only the “lions” and but also the “ants” since performance & productivity relies on both.

Serious Leadership Issue at FlipKart.com – 7 Top Level Executives Quit

Flipkart is one of the largest firms in India’s fast-growing e-commerce market, which is valued at $10 billion.

In last 4 months, Flipkart has seen the worst employee turnover till date.Seven top & middle executives have quit the organisation.

The following are the executives who have quit:

  1. Rajesh Choudhary, vice-president, finance;
  2. Aswin Chandrasekaran, head of Flipkart’s books business;
  3. Ashok Banerjee, vice-president, engineering;
  4. Rohit Jalan, senior software automation engineer;
  5. Prasanna V, engineering manager of information technology (IT) infrastructure;
  6. Gaurav Lochan, engineering manager of digital;
  7. Marcus Terry, director, seller operations

From Feb 2013 , Flipkart was looking for Chief Financial Officer since Karandeep Singh(ex-cfo) resigned unexpectedly although he had mentioned that he resigned due to personal reason. The team should have got a hint by that time before this major attrition taking place.

About Karandeep: B.Com from Delhi University and a member of the Institute of Chartered Accountants of India. 2 decades of career, worked with Dell, Moser Baer, Ariba and Yum Brands. Before joining Flipkart, he was working with Sapient Corporation as vice-president (finance)  position.

The question arises that when the same person could sustain in other major organisation, then why not at Flipkart. The Chief employees from Finance, Operations, Engineering & IT team proved to be in an extreme disengaged state of mind which resulted in separation. This exodus took place in a wrong time since Flipkart was gearing up for competition from global major Amazon.

Sachin Bansal is the chief executive and Binny Bansal is the chief operating officer. They generally give 10 – 20 % hike to employees from the larger organisation such as Google, V M Ware etc.  In fact Ashok Banerjee, vice-president, engineering who has also quit was hired from Twitter in San Francisco.

This shows that the company is facing from serious leadership issue. Some internal sources say that the main issue which lead to this turnover was the lack of experience that the Bansal Brothers posses. The top executive who were hired at a leadership level has much more experience than them & felt difficulty in working along with the organisation chiefs.

How Leaders are made in Corporate!!!

Often it is debated that Leaders are Born or made.

Leader are Made

Here are few examples of how leaders are made in today’s corporate world.

TATA GROUP:

  • Tatas among top 5 leadership firms in Asia.
  • TATA group emphasizes on in-house Leadership Development Programmes.
  • Tata Leadership Seminars (TLS)
  • Tata Group Strategic Leadership Seminar (TGSLS) – MDs, the CEOs, COOs and those with a potential to assume such roles in the Immediate / near future.
  • Tata Group Executive Leadership Seminar  – Senior management professionals, functional heads.
  • Tata Group Emerging Leaders Seminar (TGeLS) – This is for high potential emerging leaders from middle levels of management ideally in the age group of 30 to 40

McDonald’s

McD Mentoring– Every learner is assigned a coach at every step of development.

  • —Develop the employee skills
  • —Build their confidence and competence
  • —Career guidance for crew and managers
  • —Succession planning

McDonald’s Leadership Institute

  • —It develops critical leadership skills needed to address both long- and short-term business challenges.
  • —“Individual development plans,, map out leadership training in support of one’s performance and career goals.”
  • —Accelerated Leadership Development Programs – for high-potential directors and officers
  • Restaurant leadership training programme For Restaurant General managers
  • —Five-day programme from Hamburger University. Career guidance for crew and managers
  • —To apply leadership behaviors, lead their restaurant, and develop their department managers.
INFOSYS

Infosys Leadership Institute

—It nurtures leaders and advances the field of leadership development. ILI works toward ensuring that Infosys has appropriate leaders to take on senior leadership positions as and when they arise

ILI ensures that Infosys has a pool of successful and ready leaders to build tomorrow’s enterprise.

 Areas Focused :

  • —Strategic Leadership
  • —Change/ Adversity Leadership
  • —Operational Leadership
  • —Talent Leadership
  • —Relationship/ Networking Leadership
  • —Content Leadership
  • —Entrepreneurial Leadership

STARTBUCKS

Starbucks Leadership Lab

  • Impart leadership training, with a a problem-solving framework.
  • Demonstrations of new product, blend development, and customer service.
  • But what makes the Leadership Lab different than a typical corporate trade show is the production surrounding all of this. The lights, the music, and the dramatic big screens all help Starbucks marinate its store managers in its brand and culture. It’s theater–a concept that Starbucks itself is built

The Best companies for grooming leaders

IBM – The New York-headquartered technology company sends SWAT teams to coach their local staff.

General Mills – Fortune 500 company- primarily deals with food products – such as Pillsbury – over 90 per cent of management promotions are internal.

Procter & Gamble– Every chief executive at P&G started at the entry level in the company.

Aditya Birla Group – operates in over 33 countries, honours its employees who teach skills to villagers

Colgate-Palmolive – has a 7 -day Colgate Leadership Challenge in which junior employees work on a team business project, are taken through presentations by senior leaders, and do charity work.

Hindustan Unilever – sends young managers to live in Indian villages so that they can understand the needs of rural consumers.

ICICI Bank – assigns talent scouts to identify promising employees.

McDonald’s – has an officer development programme to train talent in finance, human resources and marketing

Whirlpool – has a set of senior executives who serve as “innovation mentors” who are tasked with evaluating business ideas.

PepsiCo – works on 10-year growth plans for individuals who the company believes have the potential climb high on the corporate ladder.

Bharti Airtel– The company has a reverse mentoring programme, in which junior employees tutor senior staff about new technology.