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SHL provides psychometric testing and assessments to organisations to help them find the right candidates, for the right jobs, to make those candidates profitable for the company. Also the products and services offered by SHL enable organisations to manage its employee resources and meet its business goals.
We are the global leader in talent assessment solutions in the workplace. SHL supports organisations with the selection, performance management and development of people at all levels, across all sectors, helping them to improve organisational performance by improving people performance. (SHL Home Page, SHL.com)
"Everything we do at SHL is driven by putting the customer first, and by all of us - the people we work with, our customers and our partners - succeeding together through quick and agile decision making that is solution focused, is bold and shows how passionate we are about what we do." (SHL, SharePoint, widely available to staff)
Position in the Market
SHL is positioned as the global leader in assessment and is the innovator of the industry. The competitors are not too much of a threat to the organisation as SHL's validation studies, research team and database of information can only be achieved by many years of being in the industry and SHL is the longest running company.
Marketing Function Layout
Commercial Operations Director
Central Marketing Manager
Head of Field Marketing
Director of Product Management
Global Territories in UK, Nordics, Western Europe, APAC, US, ANZ
I am working for SHL as Product Executive and active partner of the SHL project team. To successfully deliver and achieve the launch objectives SHL has a project team and each member managed different aspects of the product launch, i.e. product development, market research, training and communications. Each team member then communicated with their own departments. This style of working was encouraged because of the company's matrix structure.
I am reporting to the Central Marketing Manager. The Central Marketing manager worked with E-Marketing and the Field Marketing teams to launch new products. The E-marketing team worked on online activities. The Central Marketing manager designed the look and messaging of the main material with an external design agency and managed the PR activities. The Field Marketing teams delivered the remaining of the marketing activities in their local territories. The UK Field Marketing team worked closely with the internal design team and external suppliers on certain activities.
Team Performance at SHL
If there were two strong characters like managers within the team without any mediators, a lot of conflicts would arise due to clash of ideas and points of views. This would cause activities to be delayed and not delivered on time. Belbin's team roles as mentioned above ensures this type of situations are minimised.
Looking at Belbin's team roles the UK Marketing Manager falls under Coordinator. She clarifies goals, promotes decision making effectively and is a good delegator. She always manages to pull the team together to work towards goals and objectives, showing calmness when under pressure.
The Marketing Executive is more of a completer/finisher. She is able to take tasks off the Marketing Manager and carry them out until they are finished.
The Head of Field Marketing falls under monitor/evaluator, as she manages the team globally, plus collates information from all teams, monitors, evaluates and then presents to board and senior managers or raises points with the teams when necessary. The Head of Field Marketing is not a leader, as she managed the teams to some extent, but did not lead the teams through problems and did not provide guidance. (Kotter 2001)
The Central Marketing Manager is a specialist. He is good at delivering, has expert knowledge on marketing and is always willing to help to solve problems. The only issue which reflected on this particular activity was that he concentrated on the project so much he forgot other teams and areas.
Overall, the UK Marketing team worked well, but issues arose when they had to work with the Central Marketing team.
The UK Marketing team were set Key Performance Indicators (KPIs) and they were measured against these to ensure all activities were successful. The individual KPIs were very similar to the team KPIs to ensure they will be met.
1.4 Key Performance Indicators
The KPI's set were as follows:
Create the launch plan, set budget and manage activities within it
Carry out activities to launch the product
Manage customer communication email - OPQ32r news, invitations to seminars and confirmation emails
Liaise with external data agency to send out email to prospects
Liaise with venues to arrange seminars and manage them
Send out direct marketing to clients who did not have email addresses
Provide collateral to sales teams
Create adverts both online and offline
Banner advertising on relevant websites
Brief Sales teams
Monitor activities to measure outcomes.
The Marketing Manager ensured activities ran on time, dealt with issues, and also managed campaigns herself.
2.1 Personal Development Plan
Maximum contribution to uplift the company and excellent performance
2010 - Be a permanent SHL cadre as an Executive
2010 - Overcome language problem & improve presentation skills.
2011 -Manager position, vehicle allowance and 100% salary increase
2013 - Senior management position
2012 - Complete master level of professional qualification.
Having an effective and happy personal & family life with good health
Very especially I have to improve product development skills. So I would like to improve my product development skills and get career advancement in future
2.2 Personal Development Plan
To obtain all goals and objective should have proper personal development plan. I have to be more relevant to the company's requirements. Especially should be practical member who is practicing and matching company's values and code of ethics while improving my personal skills. Therefore I have to use proper personal development planning model as follows;
Developing a Personal Development Plan
How can I meet those needs?
What are the challenges in my job current that I need to meet?
Where do I want to be in 2 years?
Where do I want to be in 5 or 10 years?
How does that fit in with what the practice wants?
What adjustments will I need to make to achieve what I want?
What adjustments will other people need to make for me to achieve what I want?
What else should I consider?
2.3 Personal Analysis (SWOT)
A personal SWOT analysis is a powerful technique that can be used when seeking a career change in the Unilever. Linked to a strong and powerful goal, it can enable to take advantage of skills, talents and abilities to take career to the next level. Look at each area and consider the questions that follow and write down the answers that come into the mind.
Personal strengths form an innate part of who are I and my characteristics. Consider my strengths as I see them and talk to your colleagues and friends for a further source of support.
What are the skills and capabilities do I have?
Leadership, teamwork, rational thinking
In what areas do I excel?
Leadership & handling people and innovative thinking
What qualifications, accreditations or experience make me unique?
Marketing professional qualifications and marketing experience
What would other people consider to be my strengths?
Friendliness & negotiation ability
What qualities, values or beliefs make me stand out from others?
Politeness, honest and self discipline
Consider my personal weaknesses and how I may be seen by others. It is important to list any areas I feel may be holding me back.
What are the gaps in your capabilities and what skills do I need to develop?
In what areas could I improve?
Speaking & writing skills
What would other people consider to be my weaknesses?
What personal difficulties do I need to overcome to reach my goal?
Practicing the language
Opportunities are normally external and may relate to changes in technology, people that may influence decisions, or training, development or support that may support my aspirations.
What opportunities are available to me?
Higher marketing post in the industry in Unilever or out side company
Recognition in the business field
What external influences can help you to achieve success?
Marketing environmental influences
Pressure from customers
Threats are also normally external and are the things that get in the way of my success.
What obstacles am I facing?
Bad economical crisis & market down turn
What external influences may hinder my success?
Unemployment & competition for better jobs
Who or what could get in the way of you achieving my goal?
2.4 Skills to be developed
Increase assertiveness, confidence and adaptability
Improve self awareness and how to maximize your potential
Increase motivation and encourage a positive attitude
Legal Issues affecting Healthcare Practitioners
Increasing awareness of legal issues affecting preoperative practitioners
Advice on managing complaints and legal proceedings, witness statement production and preparing for interview
Improving record keeping and producing unfamiliar documents with confidence
Improve overall communication - including verbal, written and body language
Advice on skills and techniques of communicating in a clear and concise manner
Improve negotiation skills to achieve effective outcomes
Advice on how to gain 'buy-in' and manage a team effectively through change
Increasing ability to respond positively to an ever-changing work environment
Selling Your Idea
Improve your ability to influence others and achieve your desired outcomes
Learn how to deliver your ideas in a clear, relevant and meaningful way to a range of different audiences
Understand the tools for effectively managing a project from idea conception through to implementation
Increasing an individual's ability to lead and develop a team
Managing effective delegation
Advising on successful working relations
I will be able improve skills through the above personal; development plan. Finally I try to be a team member of the SHL's general management.
3.1 Current Issues in Performance Levels
In order to conduct an effective personal audit, it is important to address a number of key issues. These include the clarity of team goals, team roles and responsibilities, the extent of employee empowerment and involvement in decision making, the organization's reward and recognition systems, organizational impact on team motivation, and the allocation and delegation of workload. (allexperts, 2010)
Conflict between team members
The marketing staff audit highlights differing opinions on how workload is distributed between staff members. Although almost all employees say they feel suitably challenged, there is a strong sense that the workload is unevenly distributed among staff members, with the exception of the customer care personnel. This is likely to cause team conflict as the marketing function must work as a team to perform efficiently, and due to SHL's non-hierarchical nature each employee should take on an equal share of the work. Uneven workloads can cause fractures within a team.
Clarity of team roles
The staff audit revealed a crossover of job responsibilities, especially between Executives working on similar tasks across the same magazines. This has led to a lack of clarity of team roles and friction between staff members as a result of not knowing who is responsible for which tasks. At times this has caused both task duplication and task neglecting due to division of responsibility.
Lack of leadership
The overall management of the organization is rated moderate to good but a lack of leadership is indicated within the marketing department itself. While the structure of SHL's marketing team requires all marketing staff to report directly to the Marketing Manager, when asked who they consider their boss to be all employees said the Financial Controller. The primary explanation for this is that it is the Financial Controller who carries out the marketing staff appraisals. However, appraisals are annual whereas day-to-day operations are the responsibility of the Marketing Manager.
Lack of long-term career prospects
The marketing staff reported little opportunity for career growth or promotion, which could de-motivate staff, resulting in lower job satisfaction and reduced productivity. While the level of responsibility perceived by employees may empower staff temporarily, if they do not feel that they are adequately rewarded for their efforts and there is no possibility for promotion, this will result in a higher staff turnover.
Reward and recognition systems
I feel my efforts were rewarded adequately and the extent to which they feel valued within the organization ranged from 2-3 (1 being not at all and 5 being extremely). Failing to make employees feel valued will decrease staff motivation. It will also affect team cohesion and overall efficiency. Staff must have incentives, financial or non-financial, in order to motivate them and maximize productivity. This will help dispel staff dissatisfaction which could otherwise disrupt organisational operations.
Despite working within the marketing department, 4 out of 7 of SHL's marketing staff do not consider themselves marketers for the organization. This is mainly due to the strong focus on cover-gift sales promotions handled by the Marketing Manager and Marketing Executives. Cover-gifts are a key source of competitive advantage for SHL and sampling, sourcing, costing and approving the gifts takes up a large percentage of their time.
Team synergy relies on working together to achieve objectives and requires a high level of team cohesion. When asked to rate their level of involvement regarding team decision-making, the majority of marketing staff rated their level of involvement. Not feeling part of the team will affect productivity as staff won't feel encouraged to contribute new ideas and innovative thinking.
3.2 Recommendations for Improving Personal & Staff Morale
Having identified the barriers to achieving a synergistic and harmonious marketing team, this section will recommend a range of approaches to improve efficiency and staff morale, delivering improved and maximized marketing performance. I could use a variety of methods to improve efficiency and morale. These include:
An efficient team will work together to achieve a group objective in a timely manner. In order to encourage and maximize productivity and performance, Panini could provide incentives in the form of rewards for reaching targets. This would also boost staff morale as employees would feel more adequately rewarded for their efforts. Rewards could be financial in terms of a bonus or non-financial, for example something like an extra half-day holiday.
Improved leadership and staff management
Improved leadership is required to clearly define job roles and responsibilities and to provide direction for the team as a whole. This will reduce conflict caused by job overlaps, increasing staff satisfaction and morale. Effective leadership will also seek to motivate staff acting as a driver towards the achievement of objectives. Due to the non-hierarchical structure of the organization, the Marketing Manager must overcome the reluctance to exert power but in a way which is acceptable to the rest of the marketing department.
Increased Job Variation
Due to there being little room for promotion as a result of Panini's organizational structure, it is important that Panini continue to allow their employees to develop and try new things to avoid job monotony and dissatisfaction. This could be achieved through setting aside half a day each week for brainstorming and innovation ideas. For example, those who expressed a desire to explore online channels and other marketing communications methods could use that half a day for online training or web development.
Internal Marketing and Integration
SHL could develop an internal marketing plan to increase staff involvement. This will not only improve communication within the marketing department, but will also seek to increase integration across the organization as a whole. Staff input should be maximized and employees treated like internal customers, as the more effectively Panini meet employee needs the higher staff satisfaction, efficiency and overall productivity will be.
Long term benefits
Long term benefits can be used to increase staff loyalty, especially for senior employees who might otherwise seek promotion elsewhere. SHL currently has a pension scheme for its most senior employees, but middle management could benefit from things like subsidized travel or gym memberships. This would only apply for middle management and above due to cost, but would improve motivation and productivity, as well as reducing staff turnover and the cost of staff training and acquisition.
Improved working environment
Due to Panini's organizational structure and focus away from hierarchy, staff morale could be improved through introducing more informal measures to the working environment. For example, SHL could introduce a dress-down Friday rule to fit with their informal management style. At present, Panini have a staff 'chill-out' area with sofas and magazines. This could also by introducing a television, games and radio system. As a media publishing company, this would also benefit editorial staff for work as at present all game and film reviews are conducted at home due to a lack of equipment in-house.
4.1 How to get developed My Professional Success
I have to be more relevant to the company's requirements. Specially should be practical member who is practicing and matching company's values and code of ethics while improving my personal skills.
To maximise cooperation and increase productivity within the firm, a few issues should be considered to improve team leadership. Therefore I have to improve my leadership skills with taking support from the company. While the firm has development conversations in place, constructive feedback conversations that work as a two-way process can assist to increases self-awareness of individuals and offers options and encourages development. By taking the conversation to a more informal level and the consequently building of relationships encourages trust between team members.
Specific and descriptive feedback on exemplary and not acceptable behaviour should be given to avoid conflict in an organisation and increase performance levels. By starting with a positive point, people are encouraged and using particular examples of behaviour will assist in bringing the point across. An effective feedback process is particularly important for the firm as it addresses the need to build relationships to not only increase the sharing of information, but also build loyalty and retention of people in the long term.
Be a leader in my area of responsibility, with a deep commitment to delivering leadership results.
To have a clear vision of where we are going.
Focus my resources to achieve leadership objectives and strategies.
Develop the capability to deliver our strategies and eliminate organizational barriers
To be a successful employee in the SHL I have to improve m team work capabilities. To create a culture of teamwork will encourage collaboration, cooperation and sharing of information as well as empower individuals. Expectations as to teamwork need to be communicated; one of the benefits of introducing this culture is that leaders and managers model teamwork in their interaction with each other and the rest of the organisation. It can have a positive impact on work behaviour and ethics. A performance management system needs to emphasis teamwork and the impact on behaviours which will also need to be reflected by the rewards system. Collaboration through teamwork saves time and money as research efforts are not duplicated, issues can be resolved quicker and beneficial solutions and processes transferred which is a particular issue within the firm. Regular meetings to review project and progresses and to share work will assist in the implementation of the team work culture. Successes will need to be celebrated, by using communications channels. This will not only set a positive example for others but also make individuals feel valued and increase their motivation and loyalty.
Evaluation & Analytical Skills
Create a vision of where your area is going, together with supportive objectives and operational plans
Communicate regularly, making effective use of a range of different communication methods
Develop a range of leadership styles and apply them to appropriate situations and people
Give people in your area support and advice when they need it especially during periods of setback and change
Encourage people to take a lead in their own areas of expertise and show willingness to follow this lead
To accept personal accountability to meet our business needs, improve our systems and help others improve their effectiveness.
Act like owners, treating the Company's assets as our own and behaving with the Company's long-term success in mind
Passion for Winning
Determined to be the best at doing what matters most
Be a healthy dissatisfaction with the status quo.
To have a compelling desire to improve and to win in the marketplace
Respect our SHL colleagues, customers and consumers, and treat them as we want to be treated.
To have confidence in each other's capabilities and intentions.
Believe that people work best when there is a foundation of trust.
Always try to do the right thing.
Be honest and straightforward with each other.
Operate within the letter and spirit of the law.
Uphold the values and principles of SHL in every action and decision.
Should data-based and intellectually honest in advocating proposals, including recognizing risks.