Succession Planning for
   Global Companies
                 Ana Dutra
          Chief Executive Officer,
Korn/Ferry Leade...
Similarities Around the World
Differences Around the World
Challenges of Adopting Global HR Systems

People     Laws     Labor    Cultures   Technology
Global Talent Management in a “Flat” World


  Global competition for talent

  Global workforce diversity

  Global busin...
Redefining Global

             Simply doing business in different locations does
                     not make an organiz...
Evolution of Global Staffing


         Ethnocentric                       Polycentric           Geocentric


        Key ...
HR Systems of Truly Global Companies

     ü A strong corporate culture that overrides
       geographical differences
   ...
Finding Top Talent Globally

 Identify Hi-Pos Globally   Develop Hi-Pos Globally
Things to Consider. . .

 How does your organization currently define a “high-
 potential?”

 How well is the definition o...
Research Findings


 Performance is overused as a criterion for potential
 Current performance and future potential are on...
High Performers and High-Potentials
                High performers are NOT always high-potentials


                     ...
Predictive Indicators of Future Potential

“It is not the strongest of the
species that survives nor the
       most intel...
Definition of Potential


 (“Raw Materials”    +    Experiences)
           x     Learning Agility

               = Poten...
Definition of High-Potential

                Potential
  “Raw Materials”    +
                     Experiences
          ...
Definition of Learning Agility



        The ability to learn valuable lessons
         from experience and apply those
 ...
Characteristics of Learning Agile People


ü Seek and have more experiences
ü Enjoy new challenges
ü Get more out of their...
Measuring Learning Agility
Four Factors of Learning Agility



         Critical           Know
        Mental
        thinkers           People
    ...
Developing High-Potentials


         Highly                                          The “Strategic Few”
        effectiv...
Implications for Korean
      Companies
Evaluating Your Organization's
“Intercultural Competence”
                                                                ...
“Going Global”
Questions Korean Companies Need to Start Asking
 What makes a leader successful in an international busines...
The number one way to become a truly global
company is to implement a formal talent management
process that:

   Aligns le...
Assessing Your Current Team
Leadership assessment enhances the ability to find the
optimal degree of fit

   Korn/Ferry’s ...
Increasing Your Local Team’s Chance
of Success Worldwide
         Self-Discovery through Assessment
Finding
Increased understanding of learning agility
improves ability to recognize and measure it.


Implication
Companies ...
Finding
Just like individuals, organizations can learn from
and improve their assessment abilities.


Implication
Use of l...
Finding
If you want to find your high-potentials, you have to
identify them – they won’t necessarily find you!


Implicati...
Global hr forum2008-ana dutra-succession planning for global companies
Global hr forum2008-ana dutra-succession planning for global companies
Global hr forum2008-ana dutra-succession planning for global companies
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Global hr forum2008-ana dutra-succession planning for global companies

  1. 1. Succession Planning for Global Companies Ana Dutra Chief Executive Officer, Korn/Ferry Leadership and Talent Consulting
  2. 2. Similarities Around the World
  3. 3. Differences Around the World
  4. 4. Challenges of Adopting Global HR Systems People Laws Labor Cultures Technology
  5. 5. Global Talent Management in a “Flat” World Global competition for talent Global workforce diversity Global business strategy aligned with talent management
  6. 6. Redefining Global Simply doing business in different locations does not make an organization global Multi-domestic Global organizations organizations use resources manage overseas vs. developed in one part affiliates as of the firm to create independent competitive business advantages in another Source: Taylor, Beechler & Napier, 1996
  7. 7. Evolution of Global Staffing Ethnocentric Polycentric Geocentric Key positions in Foreign Where the “skill of subsidiary subsidiaries are the person is more operations are primarily staffed important than the filled by parent- by host-country passport.” country nationals nationals or managers from the subsidiary location Source: Collings and Scullion, 2006
  8. 8. HR Systems of Truly Global Companies ü A strong corporate culture that overrides geographical differences ü Competencies that are measured globally ü HR systems that are implemented consistently across the regions ü Seeking and hiring the best talent “irrespective of passport” Source: Ryan, Wiechmann, & Hemingway, 2003
  9. 9. Finding Top Talent Globally Identify Hi-Pos Globally Develop Hi-Pos Globally
  10. 10. Things to Consider. . . How does your organization currently define a “high- potential?” How well is the definition of “high-potential” understood throughout the company? How consistently and effectively is that definition applied? Is potential viewed differently by region?
  11. 11. Research Findings Performance is overused as a criterion for potential Current performance and future potential are only somewhat related Learning agility is a better predictor of potential than intelligence Most managers overrate performance and potential
  12. 12. High Performers and High-Potentials High performers are NOT always high-potentials % of high High- performers Potentials that are % of high 29% high- performers that are potentials Not High- NOT high- Potentials potentials 71% High-Potential Management Survey, Corporate Leadership Council, 2005
  13. 13. Predictive Indicators of Future Potential “It is not the strongest of the species that survives nor the most intelligent. . . . . . it is the one most responsive to change.” Charles Darwin 1809-1882
  14. 14. Definition of Potential (“Raw Materials” + Experiences) x Learning Agility = Potential
  15. 15. Definition of High-Potential Potential “Raw Materials” + Experiences x Learning Agility x Sustained High Performance = High-Potential
  16. 16. Definition of Learning Agility The ability to learn valuable lessons from experience and apply those learnings to new and first-time situations Source: Lominger International: A Korn/Ferry Company
  17. 17. Characteristics of Learning Agile People ü Seek and have more experiences ü Enjoy new challenges ü Get more out of their experiences ü Apply new skills
  18. 18. Measuring Learning Agility
  19. 19. Four Factors of Learning Agility Critical Know Mental thinkers People themselves Like to Deliver Change experiment Results results
  20. 20. Developing High-Potentials Highly The “Strategic Few” effective P Adaptable High Strategic E High Professional Star R Professional F O Key Performer Adaptable Key Rising R Performer Star M A Low Inconsistent Diamond in N Performer Performer the Rough C Less than effective E Less learning agility POTENTIAL More learning agility
  21. 21. Implications for Korean Companies
  22. 22. Evaluating Your Organization's “Intercultural Competence” ETHNO-RELATIVE GLOBAL 6. Integration 5. Adaptation 4. Acceptance 3. Minimization 2. Defense INTERNATIONAL 1. Denial ETHNOCENTRIC Source: Milton J. Bennett, Developmental Model of Intercultural Sensitivity
  23. 23. “Going Global” Questions Korean Companies Need to Start Asking What makes a leader successful in an international business? How are my leaders different from successful leaders in global businesses? How do I identify those leaders who are more likely to succeed in international postings? What do I need to do to develop or coach my leaders to compete outside Korea? How do I assess expatriates coming into Korea on their fit with my organization?
  24. 24. The number one way to become a truly global company is to implement a formal talent management process that: Aligns leadership requirements with the organization’s strategy Evaluates executives’ performance and potential Identifies and then develops high-potentials around their assessed strengths and weaknesses
  25. 25. Assessing Your Current Team Leadership assessment enhances the ability to find the optimal degree of fit Korn/Ferry’s web-based assessment tool measures the degree of fit between an executive’s competencies and an organisation’s culture and specific leadership requirements Database of > 1.3M professionals who have been assessed 28
  26. 26. Increasing Your Local Team’s Chance of Success Worldwide Self-Discovery through Assessment
  27. 27. Finding Increased understanding of learning agility improves ability to recognize and measure it. Implication Companies should establish a uniform understanding of learning agility using validated assessment tools to reduce the potential for misidentification of high-potentials. What does this mean for you?
  28. 28. Finding Just like individuals, organizations can learn from and improve their assessment abilities. Implication Use of learning agility assessment results in more effective identification of high-potentials. What does this mean for you?
  29. 29. Finding If you want to find your high-potentials, you have to identify them – they won’t necessarily find you! Implication Programmatic use of learning agility assessment results in more effective identification of high- potentials. What does this mean for you?
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