Learning & Development in Dell European

Manufacturing Facility

Strategic Plan for FY08 - An evolving state

UNA MCDERMOTT
Agenda

OHRP- Key Focused

Dell L&D Management
talent Development
overview strategy Development
programs Programs

Learning & Development framework- communicating with the customer

Mission Dell
overview

“Dell’s Mission is to be the most successful

computer company in the world at delivering the
best customer experience in the markets we serve.”
In doing so, Dell will meet Customer expectations of:

• Highest quality
• Leading technology The direct relationship
• Competitive pricing continues throughout
the customer
• Individual and company accountability experience.
• Best-in-class service and support
• Flexible customization capability
• Superior corporate citizenship
• Financial stability
 Our People: “The Soul of Dell” Dell
overview

At Dell, we value and are committed to:

• Customers: creating loyal customers by

providing a superior experience at great
value.

• The Dell Team: our continued success lies in

teamwork and the opportunity each member
has to learn, develop and grow.

• Direct Relationships: being direct in all we do.

• Global Citizenship: participating responsibly

in the global marketplace.

• Winning: having a passion for winning in

everything we do.
Dell Hardware Product Range Dell
overview

Our best product lineup ever, including:

§ 9G PowerEdge Servers with Intel Dual Core or AMD
processors
§ OptiPlex Desktops with innovative BTX design and
HyperCoolTM thermal management
§ Latitude with RoadReadyTM quality and HyperConnectTM
PowerEdge Laser wireless
Servers Printers § Next Generation Enterprise Support
IT Infrastructure
Services

Inspiron / XPS
Dell|EMC Notebooks
Storage

Latitude Optiplex
Desktops
Notebooks

Dimension /
XPS
Desktops
Precision
Workstations

Software
System Consolidation
LCD Services
Dell earned more than 200
Televisions product and service awards in
fiscal 2006.
DELL 2.0 Dell
Broadening and Enhancing the Model overview

Dell 2.0
WW: #1
18% share

Dell 1.0
WW: #2
10% share

•Best cost AND experience

•Best products AND services
WW: #6 •Whole world focus
4% share •Lowest cost •Multiple supply chains
•Best products
•Developed world focus
•World class supply chain

'96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11
DELL MANUFACTURING FACILITIES Dell
Manufacturing Close to the Customer overview

Limerick, Ireland Łódź, Poland

Xiamen, China

Winston-Salem

Austin
Nashville

Chennai, India

Penang, Malaysia
Eldorado Do Sul, Brazil
WHERE OUR TEAMS ARE LOCATED Dell
Direct Around the Globe overview

EMEA Regional offices:

Limerick, Ireland Austria Germany Morocco Scotland
Manufacturing Facility Belgium Slovakia
Greece Netherlands
Headquarters Czech Republic Hungary Norway South Africa
Denmark Poland Spain
Ireland
Sweden
Finland Italy Russia
Switzerland
France Portugal United Arab Emirates

Bracknell, UK

Xiamen, China
Austin
Winston-Salem APJ Regional offices:
Australia
China
Hong Kong
Singapore India
Nashville Indonesia
Japan
Korea
Americas Regional offices: Malaysia
Argentina New Zealand
Brazil Singapore
Canada Taiwan
Chile Thailand
Colombia
Penang, Malaysia
El Salvador Eldorado Do Sul, Brazil
Mexico
Panama
Puerto Rico
73,000 Dell employees
 DELL in Ireland Dell
overview

• Dell – No.1 PC Supplier in Ireland

• Approx 4,750 employees
• One of the largest companies in Ireland
• Leading Exporter
• Dell’s most productive Mfg. facility

• Favourable Climate:
– Ongoing Government support (IDA)
– Favourable taxation regime
– Technology-educated young workforce
– Good Telecomms infrastructure
– Proximity to Tech industry suppliers
– Diverse Workforce (15-20% non-Irish)
Agenda

OHRP- Key Focused

Dell L&D Management
talent Development
overview strategy Development
programs Programs

Learning & Development framework- communicating with the customer

A LOOK AT STAKEHOLDER REQUIREMENTS L&D
strategy

1. Clarity of our L&D strategy and offerings

2. Clear links between business and individual requirements and our
offerings
3. Quality and relevant training and development
4. Easy access to the offerings
5. Visibility to the future calendar
6. Management Reporting - current and historical
7. Impact of training and development
8. Collaboration with other training teams
…THE BASICS!
VISION - MISSION - STRATEGY L&D
Our journey together over the next three years strategy

Thought
Thought leadership
leadership in in
our
our product
product offerings
offerings
to
to create
create aa learning
learning
To build a Learning and Development organisation
organisation
Function with a reputation for being
the benchmark in the industry.

To build organizational, leadership

Build
Build aa consistent
consistent
and employee capability in EMEA to
curriculum
curriculum for
for our
our
support the strategic business
customers
customers –– 80%
80%
objectives.
standard
standard // 20%
20% local
local

Build
Build aa ‘Flawless’
‘Flawless’
execution
execution engine
engine for
for
our
our product
product offerings
offerings
COMPETENCIES – LEADERSHIP FRAMEWORK L&D
Organisational and Individual Development strategy

Set Business Align & Deliver Results

Direction Motivate Others the Right Way
Customer
Customer Focus
Focus Motivate
Motivate Others
Others Dealing
Dealing with
with Ambiguity
Ambiguity
Business Acumen
Business Acumen Build
Build Effective
Effective Teams
Teams Intellectual
Intellectual Horsepower
Horsepower
Financial
Financial Acumen
Acumen Develop
Develop Direct
Direct Reports
Reports Command
Command Skills
Skills
Strategic
Strategic Agility
Agility Hiring and Staffing
Hiring and Staffing Integrity
Integrity and
and Trust
Trust

Functional /
Technical Skills
Consult
Consult your
your local
local L&D
L&D
organization
organization for
for
competencies
competencies related
related to
to
specific roles.
specific roles.
 How people develop competencies L&D
strategy

Personal Development courses,

Leadership Essentials, External 10%
education
Training

1x1s, 360° feedback, mentors,

coaches, role models, becoming 20% Learn
a coach or mentor to others
from Others

Country, BU and EMEA-wide

project work, expanding job scope, 70% On-the-Job
community involvement, working on
cross-functional teams
Personal Development – Individual Development Plans
L&D
strategy

Assess
Determining the gap between your
current skills, knowledge and
competencies, and the competencies,
skills and requirements of the job role

Plan
Creating an individual development to
close the gap between your current
skills set and the required skills set of
the role and team demands

Develop
Execute against the plan
Agenda

OHRP- Key Focused

Dell L&D Management
talent Development
overview strategy Development
programs Programs

Learning & Development framework- communicating with the customer

Leadership Imperative: The First Years Management
Development

Leadership Imperative ~ FY’03 Developing Champions ~ FY’04 Inspiring Champions ~ FY’05

$62B

Custom er
Experience
Execution Vision
Globalization
Revenues

$35.4
$31.5B

Product Commitment
Leadership

W inning Culture

FY02 FY03

Key Theme: Key Theme:

Key Theme: How do we inspire our team members
How do we engage our team members
How must we improve our leadership in and build their capability to reach Dell’s
in reaching our strategic objectives in a
order to reach our strategic goals? vision?
Winning Culture?

Grow with Dell ~ FY’06 Making the Connection ~ FY’07

Key Theme: IDP
Key Theme:
How do we engage
Performance
and empower our team Review Performance How do we
Planning
members in building their Engagement effectively use
careers and meeting processes & tools
their personal and professional 1:1 Meetings
to enhance
Feedback &
goals? Coaching
employee
engagement?
 ORGANISATIONAL DEVELOPMENT CURRICULUM Management
Building the Capability of our People Managers Development

Leadership
Target Audience
Course
Leadership Edge • Transition to EMT
• Key Talent

Leadership Excel • Transition to BU Manager

Emerging Leaders • Transition to Functional Manager

Leadership 2 • Transition to Manager of Managers

Leadership 1 • Transition to Team Leader and People

Manager

New Manager New to management at Dell:

Induction • New Manager Corporate Induction (All)
• Lead First (All)
• Senior Manager Induction
• Leadership from the Start
Agenda

OHRP- Key Focused

Dell L&D Management
talent Development
overview strategy Development
programs Programs

Learning & Development framework- communicating with the customer

 OHRP-
OHRP- Key
Process of identifying key talent talent
programs

1. Performance Rating

2. Potential Rating (H, M, L)

3. Key Talent Indicator (Yes or No)

Performance and Potential ratings will be used to populate the nine-box.

Rogers, Peters, Nine-box
H P. B.
placement
Potential

provides input to
Jackson, Roberts, G. Thomas,
S. help identify Key
M A. Fulton, J.
Rutger, L.
Coleman, Talent.
R.
Gray, T. Clark, H.
L Ford, E.

B V E
Performance
 OHRP-
OHRP- Key
OHRP – Succession Planning Discussions talent
programs

Purpose – focus discussion on the development of succession

candidates and key experiences needed, rather than the amount of
time before the person is “ready”
Questions to Consider
– Successor
• What will it take to get this person ready now/quickly?
• What experiences does the person still need to be ready?
• What can we do to facilitate the individual getting those
experiences?
– Pool
• What experiences do these people need to be considered
successors?
• What are we currently doing to facilitate the development?
• What other roles should we consider for this person?
EMEA People Planning
OHRP-
OHRP- Key
talent
programs

Purpose
• To manage movement of talent to support development and key
experiences at site and regional level
• To offer support for development and/or retention of Key Talent
• To offer support for development and/or retention
• Review open/upcoming job requisitions for key positions and identify
suitable developmental or succession moves

Frequency
• Annually – or as frequently as required
 OHRP-
OHRP- Key
talent

Succession Plan chart programs

Succession Plan
Organization Structure "Owner", Title (Grade)

Function Function Function

Incumbents

Job Title (Org

Job Title Job Title Job Title Job Title
Owner)

Name(Grade) Name (Grade) Name (Grade) Name (Grade) Name (Grade)

Name (Grade) Name (Grade) Name (Grade) Name (Grade) KEY:

(Ready Now OR Next
Successors

New to Position
Role)

Name (Grade) Name (Grade) Name (Grade) Name (Grade)

Key Talent

Name (Grade) Name (Grade) Name (Grade) Name (Grade) Minority or Woman

Key Talent
Program
E
Name (Grade) Name (Grade) Name (Grade) Name (Grade) Name (Grade) Participant
Talent Pool

Name (Grade) Name (Grade) Name (Grade) Name (Grade) Name (Grade) Successor sfrom
outside of
organization
Name (Grade) Name (Grade) Name (Grade) Name (Grade) Name (Grade)

% of EDGE on ELT/Direct Succession Plan ______%

% Diverse employees on ELT/Direct Succession Plan ______%
Dell Confidential
Agenda

OHRP- Key Focused

Dell L&D Management
talent Development
overview strategy Development
programs Programs

Learning & Development framework- communicating with the customer

INDIVIDUAL NEEDS DEVELOPMENT CURRICULUM Development
Focused

Competency Curriculum Advanced Curriculum Programs

(available to all) (Senior managers)

EMEA-Wide Courses • Effective communication • Understanding & creating business
(Target 80%) • Managing time & stress strategy
• Personal effectiveness management • Delivering superior customer experience
• Dell value proposition profitably
• Finance for non-financial employees • Leading through change
• Emotional intelligence & effective • Building capability
• relationships • Inspirational leadership
• Effective presentation skills • Powerful communications & leadership
• Command skills • Robust relationship management
• Paradox thinking • Building high performance global teams
• Essential project management skills • Risk taking and innovation
• Career/individual development planning
• Intercultural awareness
• People Leadership
• Competency based interviewing
• Adaptive leadership skills
• Maximizing team performance
• Communicating effectively with direct
reports
• Coaching & feedback for managers
• Remote leadership skills
• Assess, plan & develop
• Team building for managers
 Focused
Development
Programs
NEW

NEW

NEW

NEW

NEW

NEW

NEW

NEW
Agenda

OHRP- Key Focused

Dell L&D Management
talent Development
overview strategy Development
programs Programs

Learning & Development framework- communicating with the customer

 TOTAL VALUE - PEOPLE DEVELOPMENT
Learning & Development framework Learn, Grow and Develop
 TOTAL VALUE - PEOPLE DEVELOPMENT
Learn, Grow and Develop
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Q&A