One of the most important tools for grooming talent at Colgate is the 'Individual Development Plan'. Here an employee assumes responsibility for his/her own career, identifies the competencies that indicate strength/areas for development, discusses it with the manager and finally chalks the roadmap for future career path.
Here is the summary of the Individual Development Plan.
INDIVIDUAL DEVELOPMENT PLAN :
Today's business world is changing faster than ever. Organizations are rethinking, restructuring and reshaping the way they do business. If there's ever been a time an employee needs to stay current, evaluate and sharpen his/her skills, take steps to improve job performance, and map out the plans for the future, this certainly is it.
By taking responsibility for managing his/her own career, employees are in a much better position to achieve job satisfaction. Plus, Colgate believes in Development Planning and fully supports individuals' efforts to achieve professional growth, improved job performance and personal satisfaction.
Colagte has a Development Planning Toolkit which is designed to help the employee do all of these things. It is a step-by-step guide that will take the employee through the process of identifying the key competencies, assessing strengths and development needs, and determining specific actions to help him / her achieve career goals.
EMPLOYEES ROLE IN DEVELOPMENT PLANNING: It is the employee's responsibility to take ownership of his / her career development. This means it is the employee's job to initiate and implement their own Development Planning efforts by successfully completing the Development Planning process.
MANAGER'S ROLE IN DEVELOPMENT PLANNING: It is an employees' manager's responsibility to actively support employees efforts. This means that the manager should carefully review this process, discuss them with his/her superior, and give employee accurate, honest feedback in all areas.
THE ORGANISATION'S ROLE IN DEVELOPMENT PLANNING: It is Colgate's responsibility to provide the framework, tools and resources that the employee needs. Senior Management is ultimately accountable for effective development throughout the Company and it is their responsibility to encourage employee participation while remaining focused on achieving business results.
The above process is centered around:
Managing with Respect Behaviors & Colgate Competencies Managing with Respect
Colgate's values are the foundation for individual, team, and company success. Only by respecting others and living the Colgate values can we hope to achieve outstanding business results. By living the Colgate values of Caring, Global Teamwork, and Continuous Improvement, people develop a sense that they are part of the Colgate team, working together toward a common goal.
'Managing with Respect' is one important way in which we put these values into action. Even if an employee does not have direct management responsibility, they are responsible for managing a relationship with others. Managing With Respect creates an environment where people work well together, genuinely care about each other, and help people to reach their full potential.
Managing With Respect Behaviors
Give and Seek Feedback
Value Unique Contributions
Set the Example
"Competencies" is a term used to describe the skills and behaviors that contribute to outstanding job performance. At Colgate, these competencies are grouped into two areas: Leadership and Functional/Technical Competencies.
Leadership Competencies include those skills which align and inspire people to achieve business objectives. The Leadership Competencies also consist of those skills and behaviors required to create strategies, motivate people, and get results. Colgate's Leadership Competencies are common across functions and geographies, throughout the Colgate world. In other words, regardless of location, job, position, or functional area, these Leadership Competencies are strategically essential for executing the business strategy and delivering business results.
Functional/Technical Competencies represent important areas of functional and technical expertise and differ from one job/department to another. In addition to the Leadership Competencies and Managing with Respect, Functional/Technical Competencies also play an important role in defining performance excellence and delivering superior results. The responsibility to define Functional/Technical Competencies is owned by the functional departments.