Lenovo 2015 Annual Report Download - page 32

30 Lenovo Group Limited 2014/15 Annual Report
MANAGEMENT’S DISCUSSION & ANALYSIS
“We are all working from a clear strategy, and a consistent
core culture of commitment and ownership... Respect
everyone’s different backgrounds and skill sets. Encourage
cooperation, collaboration and creativity. Give people
freedom and they will deliver great results.”
– Yuanqing Yang, Chairman and CEO
Employee Performance and Compensation
To drive a strong ownership and commitment culture, Lenovo follows a rigorous pay for performance approach at
all levels of our professional workforce. This approach includes annual and goal setting and review, group calibration
of individual ratings to ensure fair assessment, and pay decisions tied to both team performance and individual
contribution. This pay for performance approach ensures that top contributors are paid very well relative to market
and share in the company’s success.
Talent Management and Succession Planning
During the annual Organizational and Human Resource Planning (OHRP) process, leaders at all levels evaluate and
make key decisions about organizational structure, strategic roles, and individual talent relative to Lenovo’s current
and future business imperatives. Lenovo’s OHRP process is critical for ensuring that the right structure and talent is
in place to deliver on the company’s strategy now and in the future.
Talent Acquisition
Lenovo’s global talent acquisition activities are closely linked to the annual OHRP process, which drives the
organization’s hiring for planned talent gaps. We also quickly respond to any unplanned talent gaps driven by
attrition. Our vision is to get the right talent in the right place at the right time. Our talent acquisition strategy is
focused on building the Lenovo employment brand, developing our global talent acquisition capability and investing
in programs to hire the next generation of Lenovo employees.
Training and Development
Development for employees at Lenovo begins with the New Employee Orientation training session when they are
hired, and continues throughout their career with the company. Every employee is responsible for creating and
maintaining an Individual Development Plan (IDP), which includes assessing their strengths and skill gaps and
identifying the actions required for future career growth. Lenovo’s 70-20-10 approach to employee development
recognizes that employees learn through three distinct types of experiences: on the job assignments (70%),
developmental coaching and mentoring relationships (20%), and formal coursework and training (10%). Lenovo
places a high priority on executive development, bringing leaders together twice a year to share best practices, learn
from external experts and drive strategic alignment across the enterprise.