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Next Gen LeadershipTalent management @ Uber

Miguel Castuera

LatAm Head of People Development

● Uber: The History behind the hypergrowth

● The strategy: Systemic thinking

○ Individuals: growth mindset

○ Talent Management

○ Team Enablement

Agenda

Visualizing Uber’s Growth over Time

Great!...so what happened behind the scenes?

12XFY

9XFY

2015

3XFY

2018

Uber Demand Latin America Growth

12XFY

9XFY

2015

3XFY

2018


HC: 120

HC: >1000

12XFY

9XFY

2015

3XFY

2018


HC: 120

HC: >1000

HR: 1

HR: 3

Any idea of what happened on the HR world?

Some challenges:

● Young Leaders● 95% Millennials● Promos every 6 months● Culture chaos, big GAP on D&I● Hypergrowth

The solution: Systemic thinking

Systemic Thinking : Interventions per layer, more impact.

Team Team

Employees

HIGH PERFORMING ORG

Change management + Leadership

How to go from this….

To this….

Individuals Growth mindset + Talent Management

Career Growth Self-Assessment

How well do you know what you need to help yourself grow?

0 1 2 3 4 5Not at all Very well

Why Growth-based Approach matters for orgs?

Retention Engagement Transformation of work

Business Outcomes

Why Growth-based Approach?

According to LinkedIn, the number one reason people leave their job is a lack of growth. Job switchers are most typically people

who saw their job as a dead end, so they left it for one that offered a chance to grow.


Business Outcomes

LinkedIn Global Job Seekers Survey (2015), n=10,000


In an analysis of 500,000 employees across 8,000+ companies, employees’ satisfaction with the growth opportunities available to

them was one of the strongest drivers of their engagement (r= >0.75).


Business Outcomes

Quantum Annual Employee Engagement Trends Report (2018), n=500,000


The skills needed for business performance are continuously evolving. Even technical jobs now require skills such as writing,

research, problem-solving, and teamwork. Development addresses skill shortages.

Engagement Transformation of work

Business OutcomesRetention

Deloitte’s Human Capital Business Trends Study (2018)


Deloitte research found that companies with a stronger focus on Learning & Development had 37% greater employee productivity,

had 34% greater customer satisfaction and were 17% more likely to be a market share leader

Engagement Transformation of work

Business OutcomesRetention

Bersin by Deloitte, 2010, n=1,000 organizations

Creating a Growth Culture

“I don’t have a career path.”

“I want to grow myself to fill many different

roles.”

Growth Continuum

High Performing Teams

- Engagement- Retention - Upskilling- Business

outcomes“I am looking for opportunities to

develop”

“How do I get promoted?”

Personal growth is a journey, not a destination” “

DesignEducation aligned with

chosen career field

Clearly laid out career path

New roles successively build on previous experience

DiscoveryEducation tangentially related or transferable to various fields

Connections sought and made across varied career paths

Core skills applicable to various roles

How our careers (actually) unfold

DefaultCareer interests

pre-determined by influencers

Education and career choices follow in footsteps of role

models or mentors

High opportunism

High intention

DriftMulti-faceted career defined by

exploration and openness to possibilities

Skills and experience driven continuous learning and change

Earn our customers’ love

The future of work = Growth

95%

of people believe they need new skills to stay relevant at work.

of young people enter the workforce in jobs that will be radically impacted by automation

of the jobs available in 2030 haven’t even been invented yet!

70%

85%

Source: Mckinsey 2017


“I don’t have a career path.”

“I want to grow myself to fill many different

roles.”

Growth Continuum

High Performing Teams

- Engagement- Retention - Upskilling- Business

outcomes“I am looking for opportunities to

develop”

“How do I get promoted?”

Where is your Org generally on this continuum?

What does that look like in practice?

Does it work for your Org to be where it is? Why or why not?


1 2 3 4 5 6

PromotionPathingPeers

Values Aspirations Contribution

Learning CultureGrowth Continuum

In a 21st-century career, the individual and his or her experiences take center stage. Instead of a steady progression along a job-based pathway, leading organizations are shifting toward a model that empowers individuals to acquire valuable experiences, explore new roles, and continually reinvent themselves.

Deloitte’s Human Capital Business Trends Study, 2018

“ “

Examples

● Understand people management● Develop skills in the Manager competencies

● Exposure to different projects

Leading out a project team

Develop influencing skills as project lead

Participate in project outside my function

It may be a tall task considering availability and timing but I'd like to be in a managerial position.

What would best help me learn these topics in the next 6mo. - 1yr.?

- Getting coaching from experts in leading projects

- Watch a leader influence- Get feedback on influencing

opportunities

Study best practices of project managers

Managing Stakeholders

Read about management

Aspiration longer-term Goal:

What do I need to learn in order to achieve this aspirational goal?

70% 20% 10%

Examples

70/20/10

● 70% of time project managing people-focused

initiatives. Facilitate trainings once a quarter and get feedback from the team.

● 20% of time will be spent learning best practices

from SMEs and getting exposure to learning programs.

● 10% will be spent attending a session on

facilitation best practices.

A blended combination will yield the very best results. Focusing on training or courses only limits you to many other ways of accelerating your development.

Growth Goal:

Function in a significant people development role / Training

Have you ever really thought about what you are really passionate about?

Do you know what you are really good at?

Do you know what you want to do in 1, 5, 10, years?

Where do you want to take your career?

What you should be doing now to help achieve your longer-term

aspirations?

Does what you value personally align with how you live professionally?

If our responsibilities to our work are at constant odds with our responsibilities to ourselves, we cannot be all in and we will emotionally detach from work.

Career development thought-work

• Who motivates you?

• What would you do freely?

• What problems matter?

• Which opportunities matter?

• What’s 1 thing you want to be excellent at right now?

AspirationsGeneral

• What’s fundamentally important to you?

• What inspires you?

• What does success look like?

• How do you prefer to be recognized for exceptional work?

• What was your path to your current work?

• What were key lessons along that path?

Values


• What skills / talents do you have that we haven’t been utilizing?

• What do you deliver that’s most meaningful for you?

• What would the team miss without you?

• What might you want to achieve for the greater good of Uber?

Contributions• What’s better because of your work?

• Who’s stronger because of your work?

• What’s been solved because of your work?

• What’s more sustainable because of your work?

OutcomesConcrete


• What skills / talents do you have that we haven’t been utilizing?

• What do you deliver that’s most meaningful for you?

• What would the team miss without you?

• What might you want to achieve for the greater good of Uber?

Contributions• What’s better because of your work?

• Who’s stronger because of your work?

• What’s been solved because of your work?

• What’s more sustainable because of your work?

OutcomesConcrete

Exercise 1 Exercise 2

• What’s fundamentally important to you?

• What inspires you?

• What does success look like?

• How do you prefer to be recognized for exceptional work?

• What was your path to your current work?

• What were key lessons along that path?

Values

• Who motivates you?

• What would you do freely?

• What problems matter?

• Which opportunities matter?

• What’s 1 thing you want to be excellent at right now?

AspirationsGeneral

BREAK 20 Mins

Talent Management approach LATAM People Development Team

Aug 15th, 2019

What does talent mean for you?

Does talent refers to people or to the characteristics of people?

Is talent more about performance, potential, competence, or commitment?

Is talent a natural ability or does it relates more to mastery through practice?

As a diverse and inclusive company, all Uber employees are considered our TALENT.

No alignment between development plans and opportunities

Different “talent” concept understanding

No clarity in “what’s next” talking about growth

No talent visibility

But, what are the main talent opportunities at Uber?

Lack of “Growth mindset” around the regions

Learning model misunderstanding

Lack of a standardized talent management process

Talent churn

With the understanding that every person is living a different moment, our vision is to have the right people

in the right position by developing and igniting their full potential to continue

setting the world in motion.

1. Growth mindset & Talent vision

Processes that support and complement DYG:

PRESENT(PERF)

FUTURE

❏ Set goals and priorities❏ Close competencies gaps to

achieve goals and guarantee results

❏ Create development plans ❏ Give follow-up❏ Evaluate Performance (PERF

process)

❏ Have Growth conversations❏ Close competencies gaps for

the future❏ Create growth future plans❏ Give follow-up

Two

proc

esse

s:

(Development moments)

DEVELOPMENT MOMENT

Specifically, managers should play these roles:STRATEGIC THINKER

● Identify critical roles inside my team● Identify possible successors for my

critical roles● Create accelerated learning

experiences for possible successors● Identify ready talent● Define possible career paths for ready

talent● Search for accelerated learning

experiences for ready talent● Design diverse & inclusive structures

TEAM DEVELOPERS

● Create adequate development programs for work in progress talent

● Provide Coaching and mentoring to my team members

● Give continuous feedback● Ask peers for continuous feedback● Gather evidences● Talk about expectations, motivations

and desires (identify possible paths for my current talent)

In other words, BECOME TALENT LEADERS!!!

TALENT SCOUTS

● If there are no paths for ready talent, help them build different paths

● Pitch my current talent with other managers

● Scout for new diverse talent for my current roles

● Create learning experiences

3. Enabling our managers

WELCOME TO TALENT SCOUT SITE Welcome again Miguel Castuera

Your team:

Adriana DalbenTenure: 1 yearIn role: 1 yearCareer Compass

Griselda DorantesTenure: 2.5 yearsIn role: 2.5 yearsCareer Compass

Ramón GorbeaTenure: 3 monthsIn role: 3 monthsCareer Compass

Rosalí MoraTenure: 4 yearsIn role: 2 yearsCareer compass

GROWTH PLAN

NEXT ROLE

L4

L4

L5

L5

DEVELOPMENT MOMENT

Mastering Mode

Expert Mode

Learning Mode

Ready Mode

70%

95%

50%

Assign Accelerated Learning Experience:

DRAFT/ SUCCESOR

D

D

D

S

Scout for new talent:

CR/SPOF

SPOF

NA

SPOF

CR/SPOF

No flight risk and successors identified

Medium flight risk

No successor! Action required

No flight risk

Teams are different:

Through change and time.

Change

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Personal Reflection

o What has been the biggest change you have experienced in the last 3 months?

o Think about the impact it has had on you?

o Take a minute to on your feelings and emotions as a result of that impact

https://docs.google.com/document/d/19yVOt_m_fthSiOJRQ33MPz2vOGQBAvL35KbFSpHrfW0/edit


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Change vs. Transition

Beginning Middle End

Ending Neutral Zone Beginning

Ch

ange

Tran

siti

on

Psychological reorientation

Takes place inside of us

Gradual, takes time

Ambiguous boundaries, different for everyone

Shift in external situation, events or circumstances

Takes place outside of us

Can be measured in chronological time

Clear boundaries between old and new


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1. Change is always personal

2. Change is emotional

3. Change is almost always messy (No matter how well you plan)

Change Dynamics

SetExpectations!

What do we know? So therefore…..?


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3 Guarantees

2. No matter how well planned, change won’t be trouble free.

3. Each of us is accountable for making change successful.

1. Change won’t go away. It will only go faster.


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Productivity

Morale

The Emotional Cycle of ChangeUnaware

Naive

Denial

ConcernDoubt

Fear

FrustrationDepression

Anger

HopeInformed

Searching

EngagementAcceptance

Commitment

Reinforcements:Vision

Business caseThe “Why?”

InformationReality

The Plan

EmpathySupportVenting

InvolvementRecognition

Training

Leadership Dev.Performance Mgt.

Career Plan

UninformedOptimism Informed

Pessimism

Valleyof

Despair

HopefulRealism

InformedOptimism

ProductivityMorale


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Productivity

Morale

The Emotional Cycle of ChangeUnaware

Naive

Denial

ConcernDoubt

Fear

FrustrationDepression

Anger

HopeInformed

Searching

EngagementAcceptance

Commitment

Reinforcements:Vision

Business caseThe “Why?”

InformationReality

The Plan

EmpathySupportVenting

InvolvementRecognition

Training

Leadership Dev.Performance Mgt.

Career Plan

UninformedOptimism Informed

Pessimism

Valleyof

Despair

HopefulRealism

InformedOptimism

How this helps you to coach your leaders?“

”

Team Stages

Work groups Teams

Groups do not have a cohesive identity

Manager establishes purpose and goals

Individual accountability

Focus on individual goals

Teams have an identity

Purpose, goals, approach to work shaped

by team leader with team members

Individual and team accountability

Focus on team goals

Tuckman’s 4-stage model

Forming

Storming

Norming

Performing

Forming

Establish group goals, norms, and

help people see how to contribute

and that it’s safe to do so

Team members are tentative, polite

Lack of clarity on tasks/roles and how to work together

Hesitant to participate/make conflict

Accomplish minimal work together; work independently

Discuss symptoms vs. root cause problems

Watches the leader closely

Leaders directs

Storming

Help the team understand this is a

normal maturation process for the

team. Make it safe to share

contrary opinions and views and

help them find common

ground/solutions

Different ideas compete for consideration

Team members open up to each other and confront each

other’s ideas and perspectives

Productivity can dip if conflicts are unaddressed

Disunity or tension in the group

Team questions vision/purpose

Work can feel “hard”

Leader coaches

Norming

Recognize healthy team dynamics

and check-in to ensure all

members are sharing their full

opinions. Also establish shared

goals and nurture team identity

and success

Team members are able to express emotions and ideas

constructively

Trust builds amongst the team

Team develops common goals and works together to achieve

them

Sense of team spirit; cohesiveness builds

Team members are willing to give up their own ideas to help

team function

Some team members may withhold controversial ideas for fear

of conflict

Leader facilitates/enables

Performing

Participate with the team, be clear

on outcomes, provide autonomy

and support as required. Keep

tension in the system, but

communicate changes to team

on your style

Team members are more informal with each other

Willing to help each other

Are autonomous as a team and able to make decisions without

supervision

Dissent is expected and allowed

Team members are close and supportive

Clear roles and contributions

Get maximum amount of work done

Leader delegates and oversees

Task functions

Orientationto task

Organizationfor task

Increased data flow: achieve task

Problemsolving

Dependency

Conflict

Cohesion

Interdependence

Increasing group effectiveness over time

Pers

onal

rela

tions

bet

wee

n gr

oup

mem

bers

Forming:ConfusionUncertainty

Testing ground rulesFeeling out othersGetting acquaintedEstablishing rules

Storming:TensionHostility

Clique formationStruggle for leadership

Disagreement over priorities

Norming:Consensus

Trust establishedStandards set

New stable rolesLeadership accepted

Performing:Openness

HelpfulnessSuccessful performance

Flexible, task roles

Tailored made solutions

Forming Storming Norming Performing

New Leader

Assimilation process.

DISC - Trust

Building team purpose.

5 behaviors of a

cohesive team full day

Workshop.

Team check-up

process.

Horizons alignment and

5 behaviors re-visit.

with

THANK YOU!

Miguel Castuera [email protected]

mailto:[email protected]

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