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BEST PRACTICES DE UBER EN DESARROLLO HUMANO LATAM

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Best Practices de Uberen Desarrollo Humano

LatAm

…HR is not about HR but about helping the business win in the marketplace.

Source: Post Dave Ulrich LinkedIn, 2019

-Dave Ulrich

12XFY

9XFY

2015 2016

3XFY

2017

Uber Demand Latin America Growth

We’ve gone

from...

2015- 5 countries- 11 cities

...to

2019- 17 countries- 213 cities

in just 2.5 years!

Uber in Latin American is currently operating in 213 cities and 17 countries, with plans of

expansion to more than 200 cities and 30 countries.

So what happened behind the scenes?

Great !

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

Systemic thinking

Challenges: The Solution:

4 ElementsSystemic thinking

1 2 3 4

LEADERSHIP

Managers and Leaders of leaders. Manager qualities and Leadership profiles

INDIVIDUAL GROWTH

Individual development plans and competencies / skills development

TEAMENABLEMENT

Teams across the region in different stages and processes.

ORGDEVELOPMENT

Culture norms, processes and Organizational development,

Deep Dive 1Individual Growth

Why Growth-based Approach matters for orgs?

Retention EngagementTransformation

of workBusiness

Outcomes

Career Growth Self-Assessment

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

0 1 2 3 4 5

Not at all Very well

Why Growth-based Approach matters for orgs?

Retention Engagement Transformationof work

Business outcomes

Retention Engagement Transformationof 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.

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

Retention Engagement Transformationof work

Business outcomes

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).

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

Retention Engagement Transformationof work

Business outcomes

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.

Deloitte’s Human Capital Business Trends Study (2018)

Retention Engagement Transformationof work

Business outcomes

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

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?”

Design

• Education aligned with chosen career field

• Clearly laid out career path• New roles successively build

on previous experience

Discovery

• Education 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

Default

• Career interests pre-determined by influencers

• Education and career choices follow in footsteps of role models or mentors

High opportunism

High intention

Drift

• Multi-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

Growth-based careers prioritize experiences over promotion rate

Deep Dive 2Team Enablement

Tuckman’s 4-stage model

Forming

Storming

Norming

Performing

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.

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