Documents

3m Leadership Competency

Description
leader
Categories
Published
of 13
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Related Documents
Share
Transcript
  3M's Leadership Competency Model: An Internally Developed Solution ã 133 3M'S LEADERSHIP COMPETENCY MODEL: ANINTERNALLY DEVELOPED SOLUTION Human Resource Management,  Summer/Fall 2000, Vol. 39, Nos. 2 & 3, Pp. 133–145 © 2000 John Wiley & Sons, Inc. Margaret E. Alldredge and Kevin J. Nilan This article describes the development of an executive-level global competency model at 3M.The work on this model was completed in partnership with the company’s top executives anda global team of in-house professionals. The competency model itself consists of 12 competen-cies and generalizable behavioral anchors for each competency. The applications for the workinclude the assessment of the level of readiness of candidates for the company’s top 500 global positions, development of incumbent executives, and improved objectivity in the placementof future leaders. The article concludes by outlining some key lessons learned from this ongo-ing work. © 2000 John Wiley & Sons, Inc. Introduction During the last 20 years, the tumultuous,global business climate has challenged hu-man resource professionals to help organi-zations survive and even flourish in the faceof constant pressure to change. Marketsemerge, enlarge, or disappear with ever in-creasing speed. Competition in areas of new product development, information manage-ment, manufacturing capacity, and sourc-ing is genuinely global. Technologicalchanges have radically altered how organi-zations deal with their business, creatingincreased pressure for speed and the capa-bility of the information technology infra-structure. For many companies, traditionalcompetitive advantages for numerous prod-ucts have virtually evaporated. What re-mains constant is the differentiation achiev-able through the skills and contributions of the employees of an organization. This dif-ferentiation can be unleashed or inhibitedby the behavior of the organization’s leaders.The structural changes taking place inbusiness have impacted very directly the in-dividual differences or capabilities needed by executives and managers. As stewards of suc-cession planning, selection/placement activi-ties, and development processes, humanresource professionals are definitely in themiddle of the fray. With state-of-the-art sys-tems and processes, human resource profes-sionals are able to help their organizationsnavigate through these turbulent times andmaintain their competitive positions. The goodnews is that they have the potential to useknowledge, learning, and tools to impact dra-matically their organizations. Focus In this article, we outline 3M’s response tothe environmental challenges that necessitate Technologicalchanges haveradically alteredhoworganizationsdeal with their business,creatingincreased pressure for  speed and thecapability of theinformationtechnologyinfrastructure.  134 ã  H UMAN  R ESOURCE  M  ANAGEMENT  , Summer/Fall 2000 strengthened leadership. This article detailsthe creation of a 3M template of global lead-ership competencies for use in assessment,development, and succession.The principal driver at 3M for the creationof this leadership model is the need of the or-ganization to survive and grow. As product dif-ferentiation narrows, margins shrink, andpressures on pricing mount, the effectivenessof leadership becomes more critical for sur- vival. As Bass (1990) notes, leaders have a di-rect influence on the performance of theorganization as well as on the satisfaction andperformance of those whom they lead. Bothenhancing the efficacy of the appointed lead-ers and developing future leaders with moreintentionality were expected at 3M as directconsequences of the successful implementa-tion of this work. A secondary motive was the ever-pressingdemands of succession planning. At 3M, plac-ing the right people in the right jobs at theright time is complicated by the diversity of businesses and by the company practice of pro-moting from within. The fact that it takes yearsto develop the understanding necessary tofunction effectively within 3M ’ s breadth of businesses and technologies encourages pro-motion from within. Key openings that pro- vide development and the opportunity forgrowth of leaders, therefore, must be managedas the rare jewels they are. Thus, the intendedapplications of the leadership model were: ã accurate assessment of leadershipcapability  ã more effective development of talentwithin the organization ã selection and placement of leadersinto key positions Understanding 3M As a Company  3M is roughly a 100-year-old company, withapproximately 40 business divisions as well asmany departments and subsidiaries, involvedin the manufacture and sales of an unusually wide array of products. In addition to the corebusinesses, which manufacture tapes andabrasives, the company also produces and sellsproducts in markets as diverse as printing,health care, automotive, construction andhome improvement, office supplies, transpor-tation, and specialty materials. 3M has enjoyeda reputation as an organization that fosters in-novation and new product development. It ac-complishes these while maintaining a culturewhere there is: ã a high level of loyalty to the company among employees ã encouragement to take risks on new  ventures, often outside the scope of their approved projects ã leadership and management talentwithin the enterprise ã high job stability  Almost since its inception, 3M has en- joyed success. The company often inventsa product and then dominates that market.New products seem to have flowed continu-ously while the company has used patentprotection to its full advantage. 3M ’ s tech-nical community operates much like an aca-demic environment where both applied andbasic research are shared openly and tech-nologies are available freely across businessunits. New technologies are created oradapted as a direct result of informal net-works that can be traced back to internaltechnical conferences. Learning throughpersonal experiences with customers orfrom experimentation has lent strong cred-ibility to discoveries. The result of this learn-ing is the development of a culture in whichdirect 3M experiences are often perceivedas necessary for validation of insights andfindings. This aspect of the culture hashelped create an intensely independent at-titude throughout the company. Models of Leadership Competencies This intensely independent attitude has re-sulted in the desire of 3M management to cre-ate a customized model of leadership compe-tency rather than accepting an existing model. After all, innovation is a core competence at3M; employees “ tinker ”  constantly with prod-ucts, systems, and ideas from whatever source.It is because of this dynamic innovation that3M management decided to develop a 3M- specific  leadership competency model. Learningthrough personalexperiences withcustomers or  fromexperimentationhas lent strongcredibility todiscoveries.  3M's Leadership Competency Model: An Internally Developed Solution ã  135 The Beginning of a Customized Model of Leadership Competence The srcinal work on the development of thiscustomized model of leadership competency started in 1986. At that time, the goal was toidentify competencies necessary for successin general manager positions. A group of vicepresidents (executive, group, division, staff,and international) met periodically to identify and articulate competencies required for suc-cessful general management at 3M. Throughongoing dialogue and enhancements, a basiccompetency model evolved.During the next nine years, that early work was implemented and used initially in succes-sion planning. Later on, the application of themodel broadened to include assessment of incumbent capabilities and succession candi-date readiness and development. Concur-rently, human resource professionals andexecutives continued to work on refinementsof the leadership competencies and support-ing materials. Leadership Development—A Global HRPriority  In 1995, as a result of continuing concernsabout the depth of leadership bench-strengthfor the top executive positions, the Vice Presi-dent of Human Resources involved the talentof participants in a global conference of thetop HR professionals to identify leadershipselection, assessment, and development as thenumber-one priority in HR. At the conclusionof this global HR conference, Alldredge andNilan were identified as the co-leaders of theproject to create a portfolio of products andprocesses for use with 3M ’ s leaders. Clearpositional responsibility was given to the themto develop comprehensive systems for theabove mentioned applications targeted at in-cumbents and candidates in the top 500 posi-tions. Top Executive Involvement andConsensus Building To take advantage of the external changes tothe field of leadership development, an initialstep in the process included a review of litera-ture that was oriented toward leadership com-petency and development. Nilan and Alldredgealso compared 3M ’ s earlier work on generalmanager competencies to existing corporatemodels of leadership competency. When 3Mprofessionals juxtaposed work from the mid-1980s with the current state-of-the-art think-ing in leadership, they realized that those ear-lier competencies needed to be updated. Spe-cifically, 3M ’ s competency model needed toincorporate changes in leadership philosophy and to address the hypersensitive global busi-ness environment. As Alldredge and Nilan began to respondto the needed changes, they focused on threecritical success factors. First, it was criticalto involve key executives and senior manag-ers actively in the process. Second, they de-cided that this competency model would havethree elements: competency labels, compe-tency definitions, and behavioral anchors foreach competency. Third, in order to achievethe desired global implementation of the com-petency work, they convened a group of in-ternal HR practitioners in the area of leadership development and assessment fromaround the globe. This global HR team in-cluded representatives from Europe, Asia,Latin America, Canada, and the UnitedStates. Through this global team approach,the quality of the work and the likelihood of worldwide acceptance were enhanced. Executive Partnerships  As mentioned, for success on this project, westrongly believed that it was necessary to es-tablish a group of executive clients as workingpartners. These partners would input, review,and edit the work and determine when to moveto the next stage of this initiative. With thesponsorship of the Vice President of HumanResources, three groups of executives wereestablished as our clients (see Table I).To explain the table, the first group refersto 3M ’ s Executive Resources Committee(ERC) or top nine executives. The key respon-sibilities of this committee are the selectionand development of individuals through theirplacement in the top 500 positions at 3M. Thesecond group is the Human Resources Policy Committee (HRPC), which approves all policy  Specifically,3M’scompetency model needed toincorporatechanges inleadership philosophy andto address thehypersensitive global businessenvironment.  136 ã  H UMAN  R ESOURCE  M  ANAGEMENT  , Summer/Fall 2000        ã CEO        ã ExecutiveVicePresidents ofmarkets        ã All CorporateServices VicePresidents GroupExecutive Resources CommiteeHumanResources Policy CommiteeOperations CommiteeRoleMembership        ã Select and develop 3M           ’ s top 500employees.        ã Approveallappointmentsandslatesfor thetop500 positions        ã CEO        ã Exectutive Vice Presidents ofbusinesses        ã VicePresident, HumanResources        ã Review andapproveall policies deal-ingwithor impacting3M employeesand3M humanresourcepractices.        ã ExecutiveVicePresidentsofmarkets        ã Selected Corporate Services VicePresidents        ã VicePresident, HumanResources        ã Authorizecapital expenditures, ac-quisitions, joint ventures, divesti-tures, vote of shares. Approveformationor restructureof anystaffor operatingunit. The Executive Stakeholder. TABLE I
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks