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Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
Leadership for 2013: Strategies and Best Practices
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Leadership for 2013: Strategies and Best Practices

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From the executive to the HR professional, finding and developing future leaders is an imperative across organizations of all sizes. Businesses that succeed at succession become market leaders, while …

From the executive to the HR professional, finding and developing future leaders is an imperative across organizations of all sizes. Businesses that succeed at succession become market leaders, while laggards consistently lose market share. Join this event to learn tips from successful companies, and see how practitioners at leading companies use the latest software advancements in integrated succession planning, learning, career development and talent management to find, recruit and grow their leadership pipeline.

This event will discuss:

What key companies such as Google seek in future leaders.
The relationship between integrated approach and business results.
Where to start today - tools that will give you quick successes in 2013.
Using analytics to drive your leadership strategy.
Advanced succession planning strategies - becoming a market leader.

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  • 1. Leadership for 2013: Strategies and Best Practices You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference,please dial 1.650.479.3208 and enter access code: 924 254 823 #. You will be on hold until the seminar begins. #TMwebinar
  • 2. Leadership for 2013:Strategies and Best Practices Speaker: Robert C. Greene Talent Management Strategist SumTotal Systems Moderator: Deanna Hartley Senior Editor Talent Management magazine #TMwebinar
  • 3. Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar in the top of your screen. – Type in your question in the space at the bottom. – Click on “Send.” #TMwebinar
  • 4. Tools You Can Use• Polling – Polling question will appear in the “Polling” panel. – Select your response and click on “Submit.” #TMwebinar
  • 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar? YES Please allow up to 2 business days to receive these materials. #TMwebinar
  • 6. Leadership for 2013:Strategies and Best Practices Deanna Hartley Senior Editor Talent Management magazine #TMwebinar
  • 7. Leadership for 2013:Strategies and Best Practices Robert C. Greene Talent Management Strategist SumTotal Systems #TMwebinar
  • 8. Effective LeadershipAssessment:Strategies, Tools & Tips forSuccessPresented By: Bob Greene Senior Talent Management Strategist
  • 9. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 8 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 10. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 9 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 11. Why Are Effective Leadership Assessments Important? Bad Bosses Can be a Major Contributor to Turnover Senior Leaders from the Baby Boom Generation are Retiring 45-50% of Top Performers are Actively Looking for New JobsPage 10 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 12. The Growth in Quits … Who is quitting? Are you losing your best people? This can raise your overall employment costs dramaticallyPage 11 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 13. Polling Question #1■ The “voluntary quits” portion of the overall unemployment rate has been rising steadily for the past two years. Thinking only about your voluntary turnover rate since January, 2011, has it…? ■ Decreased ■ Stayed about the same ■ Risen moderately (less than about 30% from what it was 1/1/2011) ■ Risen steeply (more than about 30% from what it was 1/1/2011) ■ Not sure, but I think I’ll check right after this webinar is over…Page 12 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 14. Top 5 CEO Concern’s – Talent Shortage! Loss of Customers Talent & Skills Shortage Reputational Risk Currently Fluctuation Changing LegislationPage 13 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 15. More Mature HCM Practice = Greater Return ■ HBR Article in 2007 ■ Effective talent management drives better sales & greater stock return ■ Same correlation shown in many articles & studiesMaximizing Your Return on People, March 2007, Harvard Business Review Page 14 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 16. Engaged Employees = EPS Growth ■ High employee engagement translates to improvements across the business "Companies that increase employee engagement see improvement in operating margins.“ Towers Perrin, New Realities in Todays Workforce Gallup Research, 2011- Employee Engagement Overview BrochurePage 15 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 17. Why Integrate Talent Management? Analyst research shows direct correlation to business performance Bersin 2011 HR Factbook shows organizations that have reached maturity (Level 4) by having business-integrated HR functions rather than compliance drive (Level 1) HR show significantly higher performance in the following metricsPage 16 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 18. Why Integrate Talent Management? Analyst research shows direct correlation to business performance Source: Kevin Oakes, i4CP 2011Page 17 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 19. What Talent Processes do High-Performers Do? Where to Start All relate to filling leadership gaps i4CP, Kevin Oaks, 2011Page 18 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 20. High Performers Have Good Processes toFill Leadership Gaps i4CP, Kevin Oaks, 2011Page 19 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 21. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 20 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 22. Tip: Build an Integrated Data Model Most companies (well over 50%) Questions do not have integrated data today – the data is in separate silos Where do you have your data today? Why: Without visibility you cannot assess talent or develop it Is your data in “data jail”? Who holds the keys? The big data sets for filling leadership gaps are: What is the highest • HRMS data priority data to gain • Succession data better visibility? • Learning / competency data • Performance dataPage 21 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 23. Polling Question #2■ How many separate HCM-related systems are you currently using? ■ None (100% manual!) ■ One ■ Two ■ Three ■ Four ■ Five ■ Six or morePage 22 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 24. Example: Learning, Succession, Core SUCCESSION CORE LEARNING PLANNING INFORMATION INFORMATION INFORMATION Employee Succession Learning Profile Plan(s) Activities Performance Potential Development Information Ratings Plans 9-box Competency Job Profiles information DataPage 23 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 25. Example – Succession & Talent Management Global employee record provides Integrated Workforce Analytics complete information to improve the quality of succession decisions Single Global Employee Hiring integration provides Record visibility to drive effective staffing decisions to fill key Key competency leadership positions information provides for Integration Hiringmore accurate comparison Competency among successors Data Integration Linking development planning improves leadership training effectiveness Succession Integrated Integrated Performance Planning Development Assessments Planning Easily Identify highperformers and put them into succession pools Integrated Integrated Career Learning Better align & improve training Planning Paths effectiveness for the best talent Improve overall employee engagement and development effectiveness Page 24 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 26. Tip: Have Analytics That Are Easily Accessible Organizations are starting to Questions track cross-organization analytics What is the question you Lets you define current are answering by building benchmark & success metrics a report or dashboard? Lets each part of organization see the bigger picture What decisions or actions do you hope to take based on data analysis findings Creates executive visibility and recommendations? Drives consistently better Has this been done before? business and talent planningPage 25 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 27. Executives Need to Receive Reports! Executive Team / CEO are the only groups correlated to High Market Performance Q: Who receives the workforce metrics reports? (Select all that apply)Page 26 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 28. Example: Key Performance Indicators (KPIs) Talent Development • Overall talent retention • Number of training rate hours per employee per • Number of senior year positions and the depth • Average training cost of bench strength per employee • Average tenure of new • Training penetration rate hires • Average class size • Turnover among high • Average score per performers employeePage 27 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 29. Ubiquitous Access to Analytics Robust Mobile/iPad Support Single data warehouse Pre-built KPI’s to track leadership metrics Provide overview and drill-down capabilities Both diagnostic (“rear- view”) and predictive Access on multiple platformsPage 28 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 30. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 29 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 31. Example: Google – Project Oxygen* ■ The Mission: To build better bosses ■ The Challenge: Terrible boss = top three reason for turnover ■ The Outcome: 8 habits of highly effective managers ■ The Result: improvement in manager quality Career Development Clear Vision & Strategy Coaching“Google’s Quest to Build a Better Boss” New York Times, March 12th, 2011 Page 30 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 32. Google Project Oxygen Outcomes ■ Eight Good Behaviors 1. Be a good coach 2. Empower your team and don’t micro manage 3. Express interest in team members success and personal well being 4. Don’t be a sissy: Be productive and results oriented 5. Be a good communicator and listen to your team 6. Help your employees with career development 7. Have a clear vision and strategy for the team 8. Have key technical skills so you can advise them ■ Three Pitfalls of Managers 1. Have trouble making a transition to the team 2. Lack a consistent approach to performance management and career development 3. Spend too little time managing and communicating“Google’s Quest to Build a Better Boss” New York Times, March 12th, 2011 Page 31 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 33. How to Develop Strong Enterprise Leaders Early in their careers give potential leaders … • Experience on cross functional projects and responsibility for them When their leadership promise becomes evident, give high potentials … • A position on a senior management team Sometime just before their first enterprise promotion, send rising stars … • To address capabilities they will need at an enterprise management level At the time of their first enterprise-level promotion, place new enterprise leaders in new units that are … • Small, distinct and thriving with a team they can learn from “How Managers Become Strong Leaders”, Michael D. Watkins, Harvard Business Review, June 2012Page 32 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 34. Agenda How Integrated Talent Management can power success How to use talent analytics to drive better leadership assessments How Successful Companies Assess Their future leaders Quick Tips for Using Talent Management TechnologyPage 33 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 35. Tip: Start where you will get the biggest result – Often That’s Performance Questions Several studies say generally Performance integration gives the greatest result Do you have an agreed upon performance process? Try to keep the process simple and straight forward Does it include leadership skills / competencies? Gives a measurement tool for leadership assessments What data do we need to execute our plan?Page 34 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 36. Where do you start? Which processes do High Performing Organizations include?Source: Kevin Oakes, i4CP 2011Page 35 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 37. Where do you start? Which processes do High Performing Organizations include?Source: Kevin Oakes, i4CP 2011Page 36 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 38. Tip: Have an Integrated Process for Leadership Development Many organizations still have one-off or Questions silo’d processes Can you see development Studies referenced have shown information from succession? integrated processes have better overall results For integrated leadership development What are the key cross- look at connecting Succession and process tasks you would Learning like to be able to do? This is where integrated data will help What data do we need to execute our plan?Page 37 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 39. Example of Succession & Learning Succession Planning Learning ProgramsPage 38 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 40. Example: Where Technology Helps Choose Learning Directly Enroll Create Them Succession Pools Activities Powerful interactive Look at tools can let competency you see / pick Automatically gaps and other enroll people in from among all information & your courses as well then choose as track their employees from course progress / catalog success in coursesPage 39 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 41. View Detailed Successor Comparisons ■ Compare & Rank Potential Successors ■ View employee record information ■ See performance information ■ View nine-box informationPage 40 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 42. Multiple Tools for Successor Development • Competency gap analysis can be performed against current or future positions • Integrated list of learning and development suggested resourcesPage 41 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 43. Tip: Drive Succession Planning Deeper Into the Organization Questions Most businesses only have succession planning at the What are the key feeder executive level positions you want to track bench-strength against? Top performing organizations have succession planning down several layers into the organization How many levels down can you see into your organization? Integrate career development into the organization Do you have development plans for key positions?Page 42 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 44. Polling Question #3■ To what extent have you automated your succession management? ■ It’s 100% manual with no solid plans yet for automation ■ 100% manual with plans to automate within the next 2 years ■ Automated, for top level of executives only ■ Automated, for more than the top level of executives but not every management level ■ Automated for all management levelsPage 43 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 45. Value of Deeper Succession Planning • Visibility • Knowledge Gives you a stronger Better visibility understanding of into the where your talent organization strengths & weaknesses are Retain and Anticipate your Engage “Talent Gap” Improves Lets you employee maintain a strong engagement by bench of “feeder” touching more of positions for key the organization leadership roles • Business • Bench Results StrengthPage 44 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 46. Long Lasting Customer Relationships Broader Offerings, Improved Operations, High Customer Retention SumTotal Worldwide Leader in Strategic HCMMarket Share (users) 3,500+ Customers Over 45+ Million End-Users Leader in SMB, Mid-Market & Enterprise Solutions Global Scalability Page 45 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL March 5th, 2012
  • 47. SumTotal Strategic HCM Solution Empowering Customers to Become Stronger Strategic Business Partners ■ Providing Actionable Insight ■ Enabling End-to-End Integrated Business Processes ■ Driving Productive, Pervasive Access ■ Improving Time-to-Value and Reducing Cost of Ownership ■ Enabling collaborative solution development communityPage 46 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 48. Most Advanced - Recognized as Leader by Analysts 6+ Years in the Leader’s Quadrant (Gartner CLS MQ) “SumTotal has established itself as the market share and mind share leader …” 2+ Years Rated “Visionary” (Gartner EPM MQ) “…well suited for global organizations … seeking best-in-class functionality” Global Market Share Leader for Learning (Bersin 2013 LMS Systems Guide) “Highly configurable” … “Market leading Learning Management” … ”best-suited to large, global organizations.” 2+ Years Rated Highest Overall (Ventana Total Compensation) “The top ranked supplier based on the weighted factoring of five product and two customer assurance categories …” 4 + Years in the Leaders Section (Forrester Wave LM) “Forrester Wave for Enterprise Learning Suites” Leader in Every Section of Forrester Wave (2011 Forrester TM) “...among the leaders for integrated performance & compensation solutions” Highest Rated Overall (AMR Strategic HCM) “...the broadest and most mature application suite in the strategic HCM specialist space”Page 47 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 49. Summary Integrated Talent Management has a proven positive impact on top and bottom line results Integrated talent analytics drives better decision making Technology helps but people and process are key Start by looking at integrated performance, then leadership development and succession planningPage 48 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 50. Questions & Answers Visit us at www.sumtotalsystems.com and through these social channels: @SumtotalSystems http://www.linkedin.com/groups?home=&gid=45382 http://www.facebook.com/SumTotal.SystemsPage 49 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 51. Free Talent Management Resources Visit us at www.sumtotalsystems.comCustomer Case Studies■ Alfa Case Study - Manufacturing & Automotive■ Lifetouch Case Study – Services■ Sodexo Case Study - ServicesWhitepapers■ 10 Things HR Can Do to Help Align an Organization’s Goals■ HR Field Guide: 5 Tips To Effective Performance Management■ 10 Things a Performance Management System Can Do for You■ Retaining Talent with Compensation Management: Trends in Employee CompensationPage 50 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL
  • 52. Join Our Next TM Webinar‘YouTube-like’ Solution for Learning Tuesday, December 11, 2012 •TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/eventsJoin the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar

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