Building leadership for the future: The role of new MOL Group leadership competency model and the 360-degree feedback in leadership development

To cope with strategic challenges, MOL Group managers need to become more effective at developing their managerial performance.

They need to focus more on enhancing their own skills, building talent pools for the future, and supporting the development of their subordinates. To support managers, MOL Group introduced a new development process. The process builds on a leadership competency model that begins with a set of management expectations, in form of a scheme of behavioral competencies, which are different at each level of management. With the help of a consulting company, MOL Group created a system to measure the degree to which managers’ behavior reflects the required competencies. The system, called the 360-degree feedback tool, uses feedback from multiple sources, e.g. direct boss, secondary bosses, peers, subordinates and other relevant members of the staff around the manager to be evaluated. These multiple sources bring more objectivity to the feedback and help managers to better identify development opportunities.
In the first round, 350 top managers at MOL Group were required to complete the process. They were also required to participate on consultation with a coach and a training where they learned more about their results
and received help to draft their own individual development plan for the forthcoming 2 years. Although program can not be fully evaluated after 9 months from launch, since program received positive participant feedback, therefore MOL Group decided to roll-out process for lower levels of management as well.

Zsolt Buláth, Beáta Juhász