1、y push the boundaries of excellent business, ask big questions about what is possible and then take significant entrepreneurial action over time to expand the horizons of the business. Success is the delivery of sustainable profitable growth. Negative Indicators: lToo busy dealing with immediate, ur
2、gent issues to look for new growth opportunities lSettle for the status quo - take no action to improve mediocre performance lEasily side-tracked from important growth goals lUnconcerned about missing deadlines or failing to meet business objectives lDo not take responsibility for contributing to gr
3、owth objectives Links with: Organisational Awareness LGP Guideline criteria for work levels WL6 Meets WL4 target and has at least one World Class competency in each cluster WL5 Meets WL4 target and has one World Class competenc y in each of two clusters WL4WL3 WL2 Two in each cluster at Growth inclu
4、ding one of Seizing the Future and Change Catalyst and one other from the same cluster No negative indicators Most competencie s at Developing level. At least one competency in each cluster at Growth level More competencie s at Developing level than at Foundation Using the LGP and Competencies Talen
5、t Management Coaching & Mentoring Reward for Growth Ranking Listing PDP/ Development Leadership Growth Profile Where has LGP been used so far? Already used for: Assessment of all WL5 and WL6 Personal development planning for WL5/6 Executive selection One element of WL4 assessment in Unilever/Bestfoo
6、ds merger Going Forward - Future Uses of LGP The LGP will be used in: PDP - in all organisations for WL2 and above by 2002/2003 PDP cycle Individual performance and capability will be assessed against the LGP competencies based on previous 2 - 3 years data Self-assessment and personal development pl
7、anning Listing Ranking for WL4 (others may follow) Assessment, selection and recruitment of all posts at Graduate level and above Next Steps for you Access the How good can I be? document on the HR website address to understand the model, the competencies within it and how to use the model Study the
8、 target criteria for your role and work level in the document Consider your strengths and development needs against the model Work with your manager and your employees (either in the PDP process or independently) to identify critical gaps to close - and build and implement an action plan Building Ca
9、reers - Key Principles Successful careers are based on outstanding performance founded on skills, competencies and experience Experience Professional Skills Leadership Competencies Performance Supply Chain Professional Skills Job Skills Profile Abilities to do the job well now + future. Person Skill
10、s Profile My current abilities. Difference Personal Development Plan 2. Integrated Supply Chain Modelling and Design Integrated/Collaborative Supply Chain Planning Operational Planning & Forecasting Materials Management Supply Intelligence & Strategy Development Contract Agreement/Arrangement & Mana
11、gement Integrating Supplier Value into the Business Driving Production Performance Improvement Influencing & Implementing Product & Process Innovation Maintenance & Project Engineering Customer Service Development & Management Warehousing and Distribution Management Channel Logistics Development The
12、 New Skills Framework for Supply Chain PlanPlan MakeMake DeliverDeliver SourceSource Key GeneralKey General Business Economics Negotiation & Influencing Supporting Sustainable Development Using Information Technology People Management Project Management (HR) Employee Relations R & D Development Skil
13、ls 1. Extended Supply Chain Strategy Development & Deployment 3. Supplier (& Contractor) Relationship4. Developing & Implementing /Economic Management Supply Chain Innovation 6. Managing Quality, Safety (& Environment)5. Formulation, Process & Packaging Knowledge 7. Optimising Supply Chain Operation
14、s Performance CoreCore at least 2 of the 4 Supply Chain sub-processes (Plan, Source, Make, Deliver). (especially those with Finance/Business backgrounds): Technology as a Supply Chain enabler. Building a Supply Chain career Learn the Trade Career Building Blocks Experience - WL2 Career Building Bloc
15、ks Experience - WL3 Building a Supply Chain career Act as a Businessman As a Supply Chain leader at WL3 you will need to gain experience in: managing in an integrated SC leading a SC sub-process at regional level Career Building Blocks Experience - WL4 Building a Supply Chain career Strategy into Ac
16、tion As a Supply Chain Director at WL4 you will need to gain experience in: operational management of integrated supply chains leading strategic development of Supply Chain or sub- processes at regional/international level (BG/ Corporate/Category) The Supply Chain Career Platform: My Professional De
17、velopment There are Supply Chain jobs at every level in Unilever Progress to senior levels by moving through challenging jobs. Unique experience of working in positions of different types Work alongside other business processes, including: Financial Management Customer Development Brand Development.
18、 The bottom line: Unilever is a Meritocracy Unilevers focus on performance, and the use of objective means by which to assess skills, experience, competencies and potential, will lead the best managers to reach the most senior levels in the business. Whatever the career route, Supply Chain managers
19、can be assured that: What do you do next? Use PDP to develop skills and competencies Use each career step as a learning experience Be realistic about your own potential Deliver outstanding performance 观认同度” 次高7. 39。 学历学历- -满意度分析满意度分析 客运代理客运代理/ /电子商务满意度交叉分析电子商务满意度交叉分析 45 大本员工满意度分布图 员工对“工作回报”满意度最低4.52， 其中，对“薪酬” 最不满意3.54； 员工对“公司管理”满意度次
