Car Industry Enterprise: Establishment of Internal Leadership Academy
Goal:
Establishment of a Leadership Academy, where all leaders will participate at. It is a 3-year long programme where leadership skills and competences will be challenges and developed.
CIRCUMSTANCES:
An intercultural environment, 3 layers of management (mostly Millennials), high number of participants (~300 people), many young leaders.
The programme was supported by the vice president. The provider of the programme was selected in a meticulous selection process of 7 rounds. The Academy was established parallel to the HR Development back at the time.
CHARACTERISTICS OF REQUIREMENTS:
Knowledge implementation, measurement, eLearning support, multi-layer developments, levelling of knowledge for all management members. This programme had to be in sync with the leadership career principles of the HQ.
METHODS FOR MEASUREMENT:
360° leadership evaluation, Development Center
DEVELOPMENT METHODS:
Sponsorshop, training, group coaching
EFFECTS
With the help of the programme, the leaders’ development and career path had become highly visible. Many of the leaders were young and less experienced members of the organisation, who were responsible for a great number of people. Due to the intercultural environment they got less direction and principles from management when they started their roles.
Throughout the programme, is was of key importance to provide feedback to participants on their leadership competences and self-awareness. These were the most valuable input that helped them grow in their leader roles exponentially.
The direct product leaders had access to management tools that helped them lead their teams and processes in an ever changing environment. They learnt tools for managing people (Leaderhip 1) and processes (problem solving).
The programme also had a great effect concerning the cooperation of production and service teams. Dialogues started on many layers: they managed to express their expectations, their grievances, and propositions. They got to know more of their problems and points of views. Agreements were made about collaboration and better tailored projects.
They also had the opportunities to get sponsoration from the given leader of an area for running or upcoming projects.
While the programme was running, the plant went through a great expand of facility, machines and human workforce. Execution was driven by the Hungarian management guys who participated at the Academy.
