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
Uber Demand Latin America Growth
HC: 120
HC: >1000
12XFY
9XFY
2015
3XFY
2018
Uber Demand Latin America Growth
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.
Retention Engagement Transformation of work
Business Outcomes
LinkedIn Global Job Seekers Survey (2015), n=10,000
Why Growth-based Approach?
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).
Retention Engagement Transformation of work
Business Outcomes
Quantum Annual Employee Engagement Trends Report (2018), n=500,000
Why Growth-based Approach?
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)
Why Growth-based Approach?
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
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?”
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?
Creating a Growth Culture
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
Career development thought-work
• 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
Career development thought-work
• 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
When?
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
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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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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
Click to edit Master title
Click to edit text
Click to edit Master title
Click to edit text
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
ProductivityMorale
Click to edit Master title
Click to edit text
Click to edit Master title
Click to edit text
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
Click to edit Master title
Click to edit text
Click to edit Master title
Click to edit text
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
Click to edit Master title
Click to edit text
Click to edit Master title
Click to edit text
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
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