Martin Swarbrick

1
Human Resources

• Martin Swarbrick
• Vice President
• Office of Business Excellence
• Motorola, Inc.

2
Human Resource Focus

• Business System Framework
• Employee Well-Being / Satisfaction
• Organization / Employee Development
• Change Acceleration

3
LeadershipCreating Balancing Value for
Stakeholders
Annual Strategic Planning Process
Suppliers
Customers
Employees
Communities
Shareholders
Assess
Set Deploy
Shareholders
Communities
Employees
Customers
Suppliers
Compensation Rewards
Communicate
4
PULSE Results
Response Rate 73 .Conducted in 11 languages
Most Favorable Items
Favorable Q01. I have a
clear idea of what is expected of me 89 Q39.
Supervisor is flexible with personal/family 86
Q37. Supervisor treats me with respect 82
Q59. I am proud to be Motorola
employee 78 Q25. I am proud to be employee of
Sector/Org. 78 up 9 Top Improvements Q26.
Understanding of Division PES 66 up
22 Q28. Goals are linked to Division PES 72
up 20 Q29. My performance goals are clear and
impact 77 up13 business performance
5
Pulse Key Factors
6
Individual PerformanceManagement
21,000 people make a Personal Commitment
Relative Performance Assessment
Checkpoint
Differential Investment
Planning
Checkpoint
Summary
Behavioral Goals
Metrics
Individual Goals
Rewards
Jan Mar
July 15
Sept 30
Dec - Jan
Feb - Mar
Oct - Dec
7
Performance Management

• Planning
• Dialogue for mutual understanding on
• Individual team business goals
• Behaviors needed to achieve results

• Checkpoints
• Dialogue on
• Progress on individual team business goals
• Actual behavior compared to expectations
• Input from Key work Partners

Input to Training Plans Staffing Compensation
decisions Career development

• Summary
• Dialogue on
• Performance on individual and team business goals
• Actual behavior compared to expectations
• Input from key work partners
• Job match/career plans

8
Leadership Supply Elements

• Calibration of Top Talent
• Leveraged Positions
• Talent Management Meetings
• Talent Moves
• 270 Assessment 4EsAlways 1
• Formal Development
• Career Roadmaps
• Rewards

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Calibration
Evaluating the Relative Performance of Talent

• A consistent process for evaluating the relative
  effectiveness of our talent in order to
• Differentiate rewards
• Identify top talent
• Enrich Personal Commitment Dialogues
• Foster and standardize more objective and
  consistent comparisons among talent

10
Leveraged Positions
An Evolution in Succession Planning
Leveraged Positions a framework for managing
our most critical talent and our positions with
the most impact.
Positions VP Leveraged Director
Leveraged Planned Restructure
People Most Effective Solidly
Effective Least Effective
Retire/Planned Move/Watch
11
Organization Vitality Reviews (OVR)
Forum for Planning Talent Organization

• Assess organizations readiness to thrive in the
  future
• Ensure Leveraged Positions held by Most Capable
  Talent
• Ensure Succession Plans for Critical Jobs
• Ensure a pool of talent is being developed
• Ensure best talent is differentially rewarded and
  developed
• Foster developmental rotations in the pipeline
• Manage Expatriates for most impact
• Drive Black / Green Belt investments
• Institutionalize

12
4es Always 1 Leadership Assessment
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Leadership Effectiveness
Using the 4es to Assess Organizational Leadership
4es Always 1 Leadership Assessment
Clients Score
GEMS Norms
14
Change Acceleration Framework
1) Why change now?
Confront Reality
Define the Winning Future
Measure, Disengage and Follow-Up
5) Are we getting the right results?
2) Change to what?
Active Leadership
Design the Change Plan
Execute and Adapt the Change Plan
4) How do we change quickly?
3) What changes have the highest impact?
Translating Commitment into Momentum
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High performing organizations win!