Linking Concert’s Strategies, Culture and People

Linking Concert’s Strategies, Culture and People

HR ReviewMarch 2000

Linking Strategy and People

• Resourcing 2000: Number 1 Priority• People Vision for Concert• Creating the Culture• Linking Strategic and Cultural Priorities• Implementation

– Principles and Policies– Source and Select– Develop and Counsel– Reward and Retain

• Realizing the Potential

Resourcing 2000: Numero Uno

• Deliberate Blend of AT&T/BT/Concert Classic

• Global Target: 6569 People in 46 Countries

• Resource Pool: 6089 People

• Offers*: 92% of Resource Pool; Over 500 Per Week

• Acceptance 60%*; Rejections 2%; Balance Pending

• External Recruiting for New and Key Skills

*as of 28 Feb

Concert Mission / People Vision

1 To make global communications truly seamless, reliable and hassle-free

2 To help customers utilize technology to enable and enhance business performance

3 To collaborate with customers to help them discover and realize new opportunities

4 To accomplish this through a diverse global team that: – Focuses on the customer – Collaborates across boundaries – Sets new standards for creativity and innovation, and– Achieves business results

Creating the Culture

• Gathered Input From Multiple Sources

– Transition teams: June 98-april 99

– Dave Dorman’s senior team: Jan 2000

– Concert’s leadership team: Jan 2000

• Drafted ‘Declaration of Culture’

• Integrating with Strategic Capability Requirements to Form Single Concert Leadership Model

Concert is a diverse global team of committed and enthusiastic professionals who achieve commercial success through:

‘Declaration of Culture’

• Customer-Focus -- anticipating and understanding customer global needs and placing them at the center of all we do

• Collaboration -- working effectively with each other and within and across teams, organizations and geographic boundaries

• Creativity -- leading change and seeking innovative approaches in working relationships and business solutions

• Results -- delivering as promised and creating value for our stakeholders

TargetCulture

BehaviorsLeadershipCapabilities

Linking Strategic and Cultural Priorities

Develop a Leadership Model Which Reinforces Concert’s Target Culture ...

Linking Strategic and Cultural Priorities

… and is Driven by Business Strategies.

LeadershipCapabilitiesLeadershipCapabilities

OrganizationCapabilitiesOrganizationCapabilities

BusinessResults

BusinessResultsBusiness

StrategiesBusinessStrategies

Job Skills /KnowledgeJob Skills /Knowledge

“Line of Sight”

BusinessStrategiesBusinessStrategies

• Create the Target Culture• Move Aggressively on Global IP Strategy• Grow the Business -- Revenue and Reach• Develop New Distribution Channels, New Channel

Relationships, and Increased Channel Control• Accelerate Product Portfolio• Reduce Cost Structure; Streamline Processes• Implement Global Service Management Excellence• Leverage Local Capabilities

BusinessStrategies

OrganizationCapabilitiesOrganizationCapabilities

• Advanced Solutions Integration

• Channel Performance• Customer Service

Excellence• Deal Making Mastery• Global Value Creation• Innovative Cost Control• Network Optimization • Product Portfolio

Management

• Sales Mastery• Self-Empowered

Organization• Speed-to-Market• Stakeholder Satisfaction• Technology/IP Leadership• Virtual Organization• Winning Culture

+ LeadershipCapabilitiesLeadershipCapabilitiesBusiness Organization

Strategies Capabilities

Target Culture

• Customer– Customer-centric– Customer / market knowledge– Global effectiveness

• Collaboration– Building and managing

relationships– Communicating openly– Company-wide perspective– Virtual teaming– Respect and reward

• Creativity– Risk-taking– Seeking new approaches– Valuing alternative perspectives

• Results– Accountability– Fast, flexible execution– Negotiating for commercial success– Commercial/business acumen– Technology/IP savvy

CustomerCustomer

Col

labo

ratio

nC

olla

bora

tion C

reativityC

reativity

ResultsResults

Concert Leadership

Model

Concert Leadership

Model

Job Skills and Knowledge

Org

an

izatio

nC

ap

ab

ilities

Org

an

izatio

nC

ap

ab

ilitiesB

us

ine

ss

Re

su

lts

Bu

sin

es

s R

es

ult

s


Target Culture &Business Strategies


Concert Leadership Model

Linking Strategic And Cultural Priorities

Implementation

Policies and Principles

Source and Select

Develop and Counsel

Reward and Retain

CustomerCustomer

Col

labo

ratio

nC

olla

bora

tion C

reativityC

reativity

ResultsResults

Concert Leadership

Model

Concert Leadership

Model


Org

an

izatio

nC

apa

bilitie

sO

rga

niza

tion

Cap

ab

ilitiesB

us

ine

ss R

esu

lts

Bu

sin

ess

Res

ult

s




Linking Strategic and Cultural PrioritiesModel being integrated into HR infrastructure:

Principles and Policies

• Reinforce the Target Culture

• Global Principles to Set Broad Direction

• Global Policies Where Uniform Compliance Required

• Regional Procedures to Meet Local Needs

• HR Policy Priorities -- April +– Diversity; Harassment; etc.

• Other Policies From Other Departments– E.G., travel from Finance; code of conduct from Legal

Source and Select• New Website

– Online applications

– Global approach

• Concert Global Advertising -- simple, multipurpose

• Ultimately Entire Resource Process Online– Placing ads for internal vacancies

– Monitoring responses

– Making hiring decisions

• Ability for BT and Concert to See Respective Vacancies (From April 2000)

Develop and Counsel

• Leadership effectiveness for today• Leadership depth and breadth for tomorrow• Skills/Knowledge to maximize performance

Goal:A world-class team of professionals capable of developing and achieving

Concert’s global business goals

Goal:A world-class team of professionals capable of developing and achieving

Concert’s global business goals

Develop and Counsel - Model

CustomerCustomer

Col

labo

ratio

nC

olla

bora

tion C

reativityC

reativity

ResultsResults

Concert Leadership

Model

Concert Leadership

Model

Org

an

izatio

nC

apa

bilitie

sO

rga

niza

tion

Cap

ab

ilitiesB

us

ine

ss R

esu

lts

Bu

sin

ess

Res

ult

s




Job Requirements

Individuals:Job Skills and Knowledge

Individuals -- Core Leadership Capabilities

Enterprise -wide -- Culture

Organizations -- Team Effectiveness

Develop and Counsel:Top Priorities• Global Effectiveness: Partnering at a Distance

– Global capabilities for a global company – Fast delivery: March to July– Local delivery: simultaneously in US/ Europe/Asia– Alternative delivery options: 1 and 2 day programs

• IP Development– Awareness to mastery– Modular structure; interactive distance learning– Supplemented with instructor led workshops

• Unit Culture Initiatives (vary by unit)

Reward and Retain:Compensation Philosophy

• Competitive in Local Markets

• Stress Variable Portion of Pay -- Closely Tie Individual Reward With Performance

• Ensure Compensation Structures & Processes Encourage Risk Taking and Recognition

• Tie to Concert’s Business Objectives

• Reinforce Target Culture

• Be Cost Efficient

Reward and Retain:Total Compensation• Base

– Few initial increases– Market competitive review to build salary structure: late summer

• Bonus– Company and individual performance (70/30)– Individual performance: ‘what’ and ‘how (culture factors)’ (60/40)– Paid annually– All employees eligible (except if on sales comp.)– Scheduled for rollout early March

• Sales Compensation– Global Accounts– Global Markets – ICS (pending)

Reward and Retain: ‘Ownership’• Founders Award

– Employees eligible if signed by July 1– Business criteria being discussed– Roll out scheduled early April– Payout after close of 2001 business results

• Equity– High priority/complex issue; alternatives being evaluated– Option to board in March; more details in April

• ESPP– Objective: discounted stock available globally (where possible)– US and UK: details available end of March– ROW: details staggered as local laws followed

Reward and Retain:Benefits Philosophy

• Competitive in Local Markets

• Utilize AT&T and BT Efficiencies Where Possible

• Provide Employee Choice

• Worldwide, Over Time, Develop a Baseline Level of Common Benefits for all Concert Employees

Reward and Retain:Benefits Information

• Benefit Information Dissemination– Local meetings– Information on WEB - US & UK first– Local HR best point of contact

Reward and Retain:Talent Management• Performance Management

– Consider both ‘what’ achieved (objectives) and ‘how’ achieved (cultural/leadership capabilities)

– Assessment tools (including 360º)

• Succession Planning – Following first annual performance management cycle– Both individual replacements and replacement pools

• Senior Team / future potential replacements• Key strategic contributors / future potential replacements• Major functions / replacement pools

• Targeted retention strategies

Ongoing Communications

• Web Pages

• Brochures

• Audio Calls of Management Team (e.g., bonus plan, founders award, etc)

• Local Orientation Meetings

• Benefit Sign-up Meetings

• Employee Surveys

CustomerCustomer

Col

labo

ratio

nC

olla

bora

tion C

reativityC

reativity

ResultsResults

Concert Leadership

Model

Concert Leadership

Model


Org

an

izatio

nC

ap

ab

ilities

Org

an

izatio

nC

ap

ab

ilitiesB

us

ine

ss

Re

su

lts

Bu

sin

es

s R

es

ult

s




Realizing the Potential

Linking Concert’s Strategies, Culture and People

Documents

Transcript of Linking Concert’s Strategies, Culture and People