Business Partnering through the entrenchment of a Leadership Brand

Human Resource’s Value Proposition

FUNCTIONALEXCELLENCE

KNOWLEDGEOF THE

BUSINESS

PERSONALMASTERY

SABMILLERSABMILLERThe company has interests in more than 40 countries on four continents, and operates more than 120 breweries, producing almost

100 brands

From our origins in South Africa,SABMiller has grown to becomeone of the world’s leading brewers and one of the largest Coca-Cola and soft drinks producers.

Quick Facts

• SAB’s expansion has been led by our human capital proposition.

• The human capital proposition provides us with the capability and capacity to then build great routes to market, great brands and great companies in all the markets in which we compete internationally.

Our human capital proposition

Most companies get the basics right …

… so what are our key

differentiators?

Performance Management

Strategic People

Resourcing

Diversity Management

People Development

GlobalisationCulture and

People

Finally …

The “SOUL”

Stuff

At SAB our focus is on building human capital in all we do… a key way we are

doing this is by building a leadership brand

What is a leadership brand? *

• Leadership brand lies at the heart of an organisation’s

identity.

• Leaders exhibit distinct leadership practices

• Leaders need to both possess attributes and deliver

results.

• Branded leadership is more complex as requires

thought and commitment

• Effective leadership = attributes x results

• Leadership Brand is not about cloning leaders but

rather describing an aspirant state

* Dave Ulrich and Norm Smallwood write about the Leadership Brand and Leadership Vital Signs, 2003

To build a leadership brand you need to…

• Have a clear strategySuch as the SAB Ltd 5 year strategy

• Ensure that the strategy leads to a shared mindsetWe know that we may have to behave differently todeliver on the strategy

• Articulate desired attributes. – Attributes should be tied to the future – Attributes should be linked to strategic goals– Attributes should be focused on behaviours not ideals

These attributes will increase the likelihood of meetingthe strategy

• Define desired resultsThe desired business results are clear

• Link results and attributes into a leadership brand statement

We need to articulate what results we expect and how we expect people to behave to get us there

The Principles of the SAB Leadership Brand

• The leadership brand is applicable to all employees in the

business and not the sole domain of the top leadership

• The leadership brand reinforces the SAB Ltd Corporate

Brand – leadership by example

• The leadership brand supports the Plc Vision, Mission and

Values and drives it into the business

• The leadership brand provides the framework for all

leadership and learning interventions in the business

• The leadership brand is married to IMP as the way we

manage people – they are reinforcing of each other

A Leadership brand that reflects the key takeouts

1. From Heroic Management

2. From Functional Silos

3. From Micro-management &

command and control

4. Current values “not lived”

5. Rejecting change

6. Risk averse

7. Pure action orientation

8. Focus on technical

competence

9. From cost based

management

10. From inwardly focused

11. From work hard only

1. Engaging Leadership

2. Collaborative and team work

3. Coaching & reflective leader

4. Need a value-based decision making culture

5. Leading change

6. Calculated risk taking and entrepreneurial

7. Action, strategic thinking and reflection

8. Focus on self mastery and awareness of others and self

9. Cost and quality based leadership

10. Consumer oriented and a global mindset

11. To fun and friendship

The Leadership Brand

Engaging leadership

Thought leadership

Change leadership

Performance Leadership

Strategic Leadership

Inspirational leadership

The Leadership Brand

Vision, Mission, Values

New Management Practices

New Self-Management Practices

12 PBS Questions 360 Degree Feedback Form

Inspirational Leadership

Our reputation is indivisible

Lives the values

Continuously strives to develop

• Does this person contribute to our corporate brand, in his/her actions both in the workplace and outside the workplace?

• Does the person portray a positive outlook?

• Is passion embodied in all that he/she does but without ever compromising?

• Drives performance in his/ her team • Performs consistently well and meets his/her goals• Inspires those around him/ her to perform better than

expected• Is honest about performance• Continuously and actively works at improving his/her

management practices and style based on feedback

Engaging Leadership

Our people are our enduring advantage

Builds positive relationships

Develops positive relationships

• Is this person able to collaborate and form working partnerships with others (internal and external)?

• Does this person focus on continuous communication, making people feel connected and valued?

• Does s/he actively grow & develop people?

• Does s/he effectively manage a diverse group of people?

• Lives the values• Inspires those around them in all they do and in all aspects of

their work• Defends and enhances the reputation of SAB in everything

he/she says and everything he/she does• Believes in consequences for unethical behaviour• Is energizing to be around

Performance Leadership

•Accountability is clear and personal

•We work and win in teams

Drives performance in all aspects of the business

Takes accountability for performance and creativity

• Does s/he drive and manage performance effectively (good/and poor performers)?

• Demonstrates a strong vision for the future• Understands the outside environment/context and how it

applies to his/her job • Anticipates problems and effectively plans solutions• Considers internal and external factors when making business

decisions• Demonstrates clarity over the priority goals of the business.

Strategic Leadership

n/a Creates hope for the future

Acts as if the world is one of possibility and abundance

• Is this person intuitive about what might happen next, and is able to move easily from how things are now, to ideas of how they could be different in future?

• Builds positive relationships that take the business forward• Values and respects differences in people• Empowers others by building competence, confidence and

trust• Focuses on continuous communication, making people feel

connected and valued• Is tough about results, but never at the expense of human

dignity

Change Leadership

n/a Makes change feel like progress

Copes with and recovers well from setbacks

• Is this person energising, making change feel like progress?

• Makes change feel like progress • Manages all aspects of change, creating a positive

environment• Committed to change and improvement – does things to make

it happen• Communicates well and gives people a clear sense of

direction • Persuades people and wins them round to his/her way of

thinking

Thought Leadership

We understand and respect our customers and consumers

Drives initiative, quality and creativity

Practices initiative

• Compared to other people in the same function, does this person “lead” in terms of understanding and expertise?

• Is this person effective across a broad spectrum of work?

• Drives initiative, quality and creativity• Displays outside in thinking• Stays on top of developments in his/her field• Seeks and responds to new ideas and feedback• Has functional/technical expertise, which s/he effectively

passes on to others

HR Business Partnering

• HR’s widening agenda

• Our burning platform

• Strategic overview

• Business Partnering model

– Role profiling

– Social Systems – Matrix Management

• Business Partnering and the Leadership Brand

• Measurement and making it stick

Strategic adviser

(Future visioning: extrapolation)

True business partner

(Blue sky)

Solutions provider

(Implementing HR solutions)

Challenge / support

(Hold up the mirror)

Known Not Known

Current

Future

(YSA; PWC)

HR’s Role: Widening the Agenda

Fire fighting Expert Helper Collaborator Partnering Leading

• Fire fighting: Solve crises• Expert: Advocate solutions, offer technical expertise, train or educate• Helper: Diagnose problems, find facts, provide solutions for symptoms• Collaborator: Joint problem solve, identify alternatives, generate ideas with client• Partnering: Deal with problems at outset, work on business issues not necessarily

directly related to HR, deal with strategic issues before they happen, ask important questions and pose suggestions, using process expertise to compliment client’s expertise

• Leading: Partner client while raising their self-awareness, challenge the client on business and personal issues, taking risks, coaching, giving and receiving feedback, promoting learnings in the business

The relationship continuum

HR’s Burning Platform

• To align HR with SAB’s growth and functionalisation initiatives

• To partner line more proactively to enhance company

performance

• To consolidate transactional HR and to develop

transformational HR

• To make HR roles more aspirational and the jobs more

enriching

• To revisit HR nine years after Functional Integration Process

• To align with the SAP HR upgrade

• To declutter, delayer and empower

• To improve the Central Office-regional interface

• To address line management feedback on HR’s efficacy

• To align with international best practice

• To define a minimum standard set of HR deliverables and

processes to which all business units must adhere

STRATEGIC INTENTProvide pro-active support to business unit initiatives through strategic alignment with initiatives and tailored responsesPlay a pre-emptive role in forecasting future people

trends and needs, to guide the business’ people

needs with minimum disruption

If HR is to be a true business partner then it needs to ensure that the HR practices, processes and outputs meet line’s needs and international best practice

SAB Ltd’s success is its ability to attract, retain and develop high calibre people who ensure that all strategic and operational goals are delivered. HR must ensure SAB’s human capital competitiveness.

HR’s must play a role in optimizing growth by providing a framework and toolbox for creating and sustaining a performance driven culture

Strategic Overview

– HR will:

• Act with integrity

– HR will not tolerate discrimination, or nepotism. People are SAB’s biggest asset –

HR will foster their dignity, respect their diversity and ensure fair treatment.

• Maintain professional independence

– HR will be completely responsive to Line’s needs, yet act with professional

independence and integrity

– HR practitioner’s conduct will reflect the highest standards of a business

professional. HR will not allow corruption of HR data to shape a business decision

and will endeavour to apply “best in class” HR tools to business decisions at all

times.

– HR will proactively seek out organizational problems and partner line in devising

and implementing solutions

• Ensure that all people decisions are made in SAB’s long term

interests

– HR will not sacrifice the long-term for short term expedience. HR is part of the

business and will strive to meet business needs, while maximizing people

potential and development. HR will confront the rest of the business whenever

encountering inappropriate or unfair decisions or behaviour

HR’s Value Proposition“Line in the Sand” Philosophy

Building HR Business Partnering Capacity

FUNCTIONALEXCELLENCE

KNOWLEDGEOF THE

BUSINESS

PERSONAL MASTERY

• HR competencies defined and entrenched through HRD

• OD methodologies / tools

• SPR process and practices

• Self awareness

• Awareness of others

• Closeness to customers

• Consulting skills

• Culture of robust engagement

• Diagnostician• Pragmatism• Intuitive analysis• VALUE ADD• INDEPENDENT

PARTNER: PROFESSIONAL IN-HOUSE CONSULTANT

31

2• Full participating member of

Line management team• Align HR to functional

strategic intents• Commercial Competence• ‘Time in trade’ philosophy

Role profiles developed

Role profiles drawn up for

• Regional HR

•HRC

•HRS

•TS

•HR Co-ordinator

• CO HR

•OD

•SPR

•HR Director

•HRDE

•HR Services

• Line Management

•Generic line role

Tasks

1. Core purpose

2. Key stakeholders

or constituencies

3. Value add

4. Key success criteria

Competency guides updated

Revised What changed

HRC - OD role emphasized- Business knowledge enhanced

HRS - OD role emphasized- Business knowledge enhanced

TS, TC, CO roles - OD role emphasized- Business strategy implementation enhanced

HR Coordinator - Admin support for key HR roles emphasized

HR Social Systems: Moving to Matrix Management

OD ER HRD HR Services

RegionalHR

Sales & Distribution

• OD Consultant: MS&D – S&D OC

•IR Consultant: MS&D

• Sales T&D Consultant

• Distribution T&D Consultant

• Marketing T&D Consultant

• SPR• Compensati

on(Ad hoc)

• 5 HRC’s

Manufacturing

• OD Consultant: Manufacturing - MOC

•IR Consultant: Manufacturing

• Technical T&D Manager

• SPR• Compensati

on(Ad hoc)

• 5 HRC’s • SAM

HRC

CO • OD Consultant:CO – MEC; FEC

•ER Manager • HR T&D Consultant

• T&D Consultant

• Finance T&D Consultant

• SPR• Compensati

on(Ad hoc)

• HR Services Manager

• HRS’s

Business Partnering

Functio

nal E

xce

llence

/ Inte

grity

FUNCTIONALEXCELLENCE

KNOWLEDGEOF THE

BUSINESS

PERSONAL MASTERY

• HR competencies defined and entrenched through HRD

• OD methodologies / tools defined

• SPR process and practices mapped out

• Self awareness

• Awareness of others

• Closeness to customers

• Consulting skills

• Culture of robust engagement

• Diagnostician• Pragmatism• Intuitive analysis• Value add• Irreverence • INDEPENDENT

PARTNER : PROFESSIONAL IN-HOUSE CONSULTANT

31

2• Full participating member of Line

management team• Align HR to functional strategic

intents• Commercial Competence• ‘Time in trade’ philosophy

Building HR Business Partnering Capacity

Business Partnering and the Leadership Brand

PERSONAL MASTERY

FUNCTIONALEXCELLENCE

KNOWLEDGEOF THE

BUSINESS

Intrapersonal

Interpersonal

Organisational

Knowledge about self

Project 6 Pack

Feedback & team functioning

Leadership Brand & Organisational Culture

Marc Feitelburg – Knowledge of Self (Insights methodology)

• Marc Feitelburg – Feedback

• EIQ (Executive Impact Questionnaires)

• Change Agent in the business

• Business Partner

• YSA Resolves

=>Development of the SAB Leadership Brand

Business Leadership:

DevelopmentDevelopment

ChartersChartersIndividualreceives

EIQforms (7)

Distributeto ICI(6)

Each respondent

(ICI member)completes

EIQ(6)

Individualcompletes

EIQ(1)

Responsesare

analysed and collated

Individual1:1 feed-

backsessions

• Identify and discuss: trends and themes in terms of strengths and opportunities for improvement – and define action steps to address these

• Feed points of discussion back to leader at the second meeting

• Incorporate LifePi patterns

• Agree with direct superior/mentor which critical opportunities and action steps will be included in development plan for coming year

• Review every 4 months to track learning process

Measuring the Gaps: EIQ process

The Process is as follows:

Returnsa to YSA (Pty) Ltd

a In a closed envelope marked “confidential”.

1

2

Confidentiality is a key to the success of the process.

Strategic Leadership

Performance Leadership

Mentoring

Self Mastery

IMP

Inspirational Leadership

Engaging Leadership Foundation

1. Leadership Essentials

2. Resilience for Line Managers

Change Leadership

Engaging Leadership Intermediate modules1. Leadership styles

Adaptive LeadershipInfluential Leadership

2. Managing Change

Thought Leadership

Engaging Leadership Advanced Modules1. Talent Management 2. Strategic Planning for Leaders3. Consumer insights for Thought Leaders 4. Business Simulation

Performance Leadership

Strategic Leadership

Thought Leadership

Thought Leadership

Thought Leadership

Thought Leadership

Inspirational LeadershipNominated Modules1. MDP 2. ACXIS (Action Learning)3. NEXUS 4. Insead Consortium Programme5. EDP6. Coaching for Leaders7. Complexity Management8. Mentoring programme (for mentees and mentors)

Leadership Learning Pathway

Inspirational Leadership

Performance Leadership

Mentoring

Self Mastery

IMP

Inspirational Leadership

Engaging Leadership Foundation

1. Leadership Essentials

2. Resilience for Line Managers

Engaging Leadership Intermediate modules1. Leadership styles

Adaptive LeadershipInfluential Leadership

Engaging Leadership Advanced Modules1. Talent Management

Strategic Leadership

Inspirational LeadershipNominated Modules1. MDP 2. ACXIS (Action Learning)3. NEXUS 4. Coaching for Leaders5. Mentoring programme (for mentees and mentors)

HR Leadership learning Pathway

For example: to build an environment where HR employees are able to communicate freely and openly; have the freedom and flexibility to act &

where all contributions are recognised, HR line managers need to be exposed to the following interventions

Positively empowers employees

Builds positive relationships

Demonstrates respect for diverse views

Delivers optimum performance through people

Enjoys seeing people learning & growing

Shares talent for overall good of the business

Works collaboratively

Motivates, guides and coaches others

Engaging Leaders…

How to maximize team performance

How to maximize team performance

YSA Consulting skills

Develop Leadership & consulting skills

Develop Leadership & consulting skills

OPEN

DEVELOP

AGREECLARIFY

CLOSE

ESTEEMEMPATHY

INVOLVEMENTSHARE

SUPPORT

Leadership Essentials

Building positive relationships & Coaching

skills

Building positive relationships & Coaching

skills

Coaching for Leaders

Managing difficult conversations & systems

thinking

Managing difficult conversations & systems

thinking

Personal Resilience

Personal MasteryPersonal Mastery

Mentoring key people to ensure ongoing

talent management

Mentoring key people to ensure ongoing

talent management

HR Positions

Competency guide

1. Assessment guide

2. IMP

Measurement Process“Joining the dots”

FUNCTIONALEXCELLENCE

KNOWLEDGEOF THE

BUSINESS

PERSONAL MASTERY

EIQ Review to facilitate

learning process F

O6

HR

RE

VIE

W

ongoing

FO6

HRC presentation of Resolve

1. Resolve• My personal stake

in the ground• Why this project

excites me; is meaningful

• Personal non-negotiables

2. Business Imperative

Para

mete

rs

Rest

rict

ions

Time-lines

3. My instruction / request / challenge to

youSpecific to each region

HRC “Stake in the Ground” shall provide:

• Parameters

• Restrictions

• Direction

• Contextual meaning…

… to the HR team’s “Stake/s in the Ground”

Contract with GM

Businessnon-negotiables

In Closing……

• Key success factors– Mature individuals, systems and processes that are open to

renewal and constant improvement

– Entrenched functional excellence key to delivery

– Ongoing reinforcement through OD processes

– Visible behaviour change and reinforcement of results through

PBS process

– Fully integrated business approach to bottom line deliverables

– Clear accountabilities to desired behaviours reinforced through

company values

– Critical and irreverent view of organisational culture – align to

desired attributes and results

– Got to have fun doing it………