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    1.a. Accenture Human Performance Practice Uk

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    92Sgope
    Case Study of Anonymous Company ‘MotorCo’ Angelita Orbea MotorCo is an anonymised global manufacturer and seller of motor vehicles and components with its base in the USA. The European subsidiary employs 13,400 people. Employment practices are common throughout MotorCo, and employees can move between the UK, Continental Europe and USA operations. Section 1: Overview of the talent management system Personnel Development Committees (PDCs) are MotorCo’s primary mechanism for managing talent. Each management grade has a PDC which monitors and looks after career development for the level below. The PDC meets twice a month for as long as three hours and consists of 10–15 people across a management grade. Every area of the organisation falls under the remit of someone on a PDC, so each committee member typically represents ten managers in his or her area. The PDCs consider everybody’s career development, whether or not they are regarded as ‘talent’. These committees are responsible for ensuring fairness in staffing decisions, covering, for example, training allocation, promotion opportunities, career development, job rotation, and whether and how to fast track high potentials. All employees have an annual performance appraisal where their performance over the year is reviewed against their objectives, and new objectives are set for the next year. Some of these will be ‘stretch’ objectives, and support is given to individuals to help achieve these. The business objectives also drive the process. Board level objectives are set first, and then their direct reports are set with their objectives based on their bosses, and so forth down the line. This ensures that everyone’s objectives are working together to help take the organisation in the right direction. Individuals are responsible for expressing their career aspirations for the year at their appraisal. After a discussion, the line manager and the individual agree to a set of development needs. 100

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    1.a. Accenture Human Performance Practice Uk

    Uploaded by

    92Sgope
    140 views3 pages
    Case Study of Anonymous Company ‘MotorCo’ Angelita Orbea MotorCo is an anonymised global manufacturer and seller of motor vehicles and components with its base in the USA. The European subsidiary employs 13,400 people. Employment practices are common throughout MotorCo, and employees can move between the UK, Continental Europe and USA operations. Section 1: Overview of the talent management system Personnel Development Committees (PDCs) are MotorCo’s primary mechanism for managing talent. Each management grade has a PDC which monitors and looks after career development for the level below. The PDC meets twice a month for as long as three hours and consists of 10–15 people across a management grade. Every area of the organisation falls under the remit of someone on a PDC, so each committee member typically represents ten managers in his or her area. The PDCs consider everybody’s career development, whether or not they are regarded as ‘talent’. These committees are responsible for ensuring fairness in staffing decisions, covering, for example, training allocation, promotion opportunities, career development, job rotation, and whether and how to fast track high potentials. All employees have an annual performance appraisal where their performance over the year is reviewed against their objectives, and new objectives are set for the next year. Some of these will be ‘stretch’ objectives, and support is given to individuals to help achieve these. The business objectives also drive the process. Board level objectives are set first, and then their direct reports are set with their objectives based on their bosses, and so forth down the line. This ensures that everyone’s objectives are working together to help take the organisation in the right direction. Individuals are responsible for expressing their career aspirations for the year at their appraisal. After a discussion, the line manager and the individual agree to a set of development needs. 100

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    Case Study of Anonymous Company ‘MotorCo’ Angelita Orbea MotorCo is an anonymised global manufacturer and seller of motor vehicles and components with its base in the USA. The European subsidiary employs 13,400 people. Employment practices are common throughout MotorCo, and employees can move between the UK, Continental Europe and USA operations. Section 1: Overview of the talent management system Personnel Development Committees (PDCs) are MotorCo’s primary mechanism for managing talent. Each management grade has a PDC which monitors and looks after career development for the level below. The PDC meets twice a month for as long as three hours and consists of 10–15 people across a management grade. Every area of the organisation falls under the remit of someone on a PDC, so each committee member typically represents ten managers in his or her area. The PDCs consider everybody’s career development, whether or not they are regarded as ‘talent’. These committees are responsible for ensuring fairness in staffing decisions, covering, for example, training allocation, promotion opportunities, career development, job rotation, and whether and how to fast track high potentials. All employees have an annual performance appraisal where their performance over the year is reviewed against their objectives, and new objectives are set for the next year. Some of these will be ‘stretch’ objectives, and support is given to individuals to help achieve these. The business objectives also drive the process. Board level objectives are set first, and then their direct reports are set with their objectives based on their bosses, and so forth down the line. This ensures that everyone’s objectives are working together to help take the organisation in the right direction. Individuals are responsible for expressing their career aspirations for the year at their appraisal. After a discussion, the line manager and the individual agree to a set of development needs. 100

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    140 views3 pages

    1.a. Accenture Human Performance Practice Uk

    Uploaded by

    92Sgope
    Case Study of Anonymous Company ‘MotorCo’ Angelita Orbea MotorCo is an anonymised global manufacturer and seller of motor vehicles and components with its base in the USA. The European subsidiary employs 13,400 people. Employment practices are common throughout MotorCo, and employees can move between the UK, Continental Europe and USA operations. Section 1: Overview of the talent management system Personnel Development Committees (PDCs) are MotorCo’s primary mechanism for managing talent. Each management grade has a PDC which monitors and looks after career development for the level below. The PDC meets twice a month for as long as three hours and consists of 10–15 people across a management grade. Every area of the organisation falls under the remit of someone on a PDC, so each committee member typically represents ten managers in his or her area. The PDCs consider everybody’s career development, whether or not they are regarded as ‘talent’. These committees are responsible for ensuring fairness in staffing decisions, covering, for example, training allocation, promotion opportunities, career development, job rotation, and whether and how to fast track high potentials. All employees have an annual performance appraisal where their performance over the year is reviewed against their objectives, and new objectives are set for the next year. Some of these will be ‘stretch’ objectives, and support is given to individuals to help achieve these. The business objectives also drive the process. Board level objectives are set first, and then their direct reports are set with their objectives based on their bosses, and so forth down the line. This ensures that everyone’s objectives are working together to help take the organisation in the right direction. Individuals are responsible for expressing their career aspirations for the year at their appraisal. After a discussion, the line manager and the individual agree to a set of development needs. 100

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    At a glance
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    Accenture has a rigorous and transparent approach to talent management with 18 defined talent dimensions. They focus on continuous learning and development to promote from within whenever possible.

    The 18 talent dimensions include size of talent pool, entry criteria, decision process, permanency of definition, recruitment as a source of talent, transparency, development path, development focus, support, influence on career, connected conversation, organizational values, risk, performance management, talent management process, use of technology, systems flexibility, and ownership of talent.

    Accenture's areas of good practice include a six month performance management cycle, acceptance of performance management benefits, transparency in promotions, development as a core value, and an open culture with performance-linked rewards.

    ACCENTURE HUMAN PERFORMANCE PRACTICE UK

    About Accenture
    Accenture is the world's largest consulting firm, Accenture offers management consulting,
    information technology and systems integration, and business process outsourcing (BPO) services to
    customers around the globe, with net incomes of US $ 19.70 billion for the monetary year finishing
    2007.

    The Accenture UK site recognizes six centre values that characterize who they are and
    how they work:
    1.
    2.
    3.
    4.
    5.
    6.

    Exceptional talent
    Continuous Learning
    High quality work
    A collaborative approach
    An entrepreneurial spirit
    A diverse workforce

    With a specific end goal to keep up skilled workforce in their association they needed to enable their
    best individuals with the privilege aptitudes for their important customers. They generally have a
    clarity about what the association requires of its kin, what aptitudes are required, what is
    anticipated from them on customer ventures and what they have to do to guarantee they keep on
    developing. In this way to keep up and accomplish their objective & destinations identified with
    human assets they have directed 18 talent dimensions for smooth working of the association and
    their workforce.

    Defining Talent
    Dimension 1: Size of talent pool - Everybody in Accenture is characterized as talent. Everyone has
    entry to the same open doors as far as professions, honing and counselling. According to them its
    hard to be a stable supporter inside the association since its execution administration methodology
    drives people to become and create; falling into a stable patron class will eventually prompt being
    overseen out of the association.

    Dimension 2: Entry criteria - Everybody is considered as talent and is divided by using various
    grades which is given through early promotions. Lots of help are provided to employees for getting
    promoted through the advisor relationship, the training and development as well as the access to
    stretching client work. The promotion process for the most senior positions is difficult and less
    transparent as compared to junior level promotions.

    Dimension 3: Decision process - At junior levels the decision to promote is clear and sits with the
    aggregate task pioneers, whilst alignment is guaranteed by the HR and free assessors. It is clear
    inside Accenture how the future pioneers of the business are chosen and created.

    Dimension 4: Permanency of definition - Since the talent pool is characterized as everyone, the
    definition of talent is moderately perpetual. It is uncommon for individuals to be downgraded to

    1|Page

    lower grades they are overseen out. This does not, then again, imply that everybody in the ability
    pool is relied upon to be a future pioneer of the organization.

    Dimension 5: Recruitment as a source of talent - In the event that an individual remains


    excessively long at an evaluation they are in the end oversaw out of the business. Along these lines,
    there is a steady procedure of detecting the privilege ability both inside and remotely.

    Dimension 6: Transparency - Ability administration at Accenture could be depicted as being


    greatly straightforward. Yet it contrasts with the administration level, at senior it talent management
    is less transparent as compared to junior or middle levels.

    Developing Talent
    Dimension 7: Development Path - The career path for each individual is clearly laid out and
    structured. There is fixed time for promotions if they are performing normally but if they are
    outstanding in their work they can be promoted faster as compared to others.

    Dimension 8: Development Focus - Their main focus is to have best people for their clients and
    for that they follow rigorous approach to personal development and they consider learning as the
    key factor for the growth of the individual as well as organization.

    Dimension 9: Support - There is a lot of backing of people, nonetheless they are required to make
    their own specific manner in the association, and to search out circumstances both as far as tasks
    and advancement.

    Dimension 10: Influence on career - The decision to progress is in the hands of the individual, if
    they are performing as lots of opportunities are there to support & encourage them and if not
    performing they will be thrown out.

    Dimension 11: Connected Conversation - The openness and fairness associated with
    performance management process is a great feature of performance management.

    Dimension 12: Organizational Values They are customer and results focussed so they have
    strong performance ethos, people are expected to work hard on behalf of the organization and in
    return the organization will invest in them and their future with online and regular career point skills
    training. There is also a strong emphasis on bringing difference and diversity into organization in
    terms of ethnicity and profession.

    Dimension 13: Risk Accenture work with medium risk environment as there is no high potential
    fast track process for spotting talent and also to ensure success at client level they have avoid high
    levels of risks.

    Structure and Systems to Support Talent Management


    Dimension 14: Performance Management It is an evidence based approach. Project managers
    are responsible for providing concrete examples of people's performance rather than what they
    think or feel and also their main role is to ensure that each individual has clarity about their goals.

    2|Page

    Dimension 15: Talent Management Process It is highly structured & is seen as fair and robust.
    Counsellor, independent assessor, people advocate and HR are responsible for this.

    Dimension 16: Use of Technology - Technology is widely used for accessing development as
    every individual has access to mylearning.com, an online tool for development options.
    Dimension 17: Systems Flexibility Accenture follow a constant review process of its
    approach to its own talent through the support and challenge of robust line, HR and people
    advocates.
    Dimension 18: Ownership of Talent - Ownership of talent is evenly distributed throughout
    the organization and there is no formal process of fast streaming or high potential
    programme that is owned centrally.
    The process of performance management is operated by project leaders who have the
    responsibility to ensure that the appropriate level of data is gathered in respect to each
    individual. As a check to the process, independent assessors along with HR also review the
    quality and consistency of the laddering to make sure that the fairness and transparency is
    upheld.

    AREAS OF GOOD PRACTICE


    1. A six month cycle of rigorous approach to performance management with a senior
    executive development programme to develop potential future leaders.
    2. Greater acceptance of the fact that doing performance management well is not only
    good of the individual as well as organization too.
    3. A high level of openness and transparency for promotions of grades.
    4. Development being a core value of the organization where each individual is encouraged
    by their career councillors for their maximum participation.
    5. A culture which encourages open and honest feedback and with a reward system which
    is linked to performance that values the skills & competencies.

    AREAS FOR FURTHER CONSIDERATIONS


    1.
    2.
    3.
    4.
    5.
    6.

    Retention of good people


    Flexibility of process
    Career path for experts
    Geographic integration
    Succession planning of senior roles
    Leadership development for junior levels

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