ORGANIZATIONAL
LEADERSHIP IN THE
RECRUITMENT INDUSTRY
CHALLENGES AND
OPPORTUNITIES
ODE TO A MARTYR

Lt Navdeep Singh, AC

“HOW CAN A MAN DIE
BETTER THAN FACING
FEARFUL ODDS, FOR THE
ASHES OF HIS FATHER
AND...
THOSE WHO BUILD GREAT COMPANIES
UNDERSTAND THAT THE ULTIMATE
THROTTLE ON GROWTH FOR ANY GREAT
COMPANY IS NOT MARKETS OR
TE...
OBJECTIVES OF THE
SESSION








TO UNDERSTAND THE CONCEPT AND
THEORIES OF LEADERSHIP – LEADING IN
TIMES OF UNCERTAIN...
SESSION PLAN
 PART

I- WHAT IS LEADERSHIP?
 PART II- LEADERSHIP THEORIES
 PART III- ORGANIZATIONAL LEADERSHIP
CHALLENGE...
PART I-WHAT IS
LEADERSHIP?
WHAT DOES IT MEAN TO YOU?
WHAT DO THE FOLLOWING LEADERS
HAVE IN COMMON?











INDIRA NOOYI-PEPSI CO
VIKRAM PANDIT-CITIBANK
NARAYANA M...
Managers and Leaders
1.

Administers

1.

Innovates

2.

A copy

2.

An original

3.

Maintains

3.

Develops

4.

Focuses...
THE LEADERSHIP JOURNEY
INVOLVES--- LEADERSHIP

OF SELF LEADERSHIP OF PEOPLE
 LEADERSHIP OF TEAMS
 LEADERSHIP OF COMPAN...
THE HEDGEHOG CONCEPT
OF LEADERSHIP
 Foxes

vs hedgehogs- the essence of
profound insight is simplicity
 Intersection of ...
WHAT ARE YOU DEEPLY
PASSIONATE ABOUT

WHAT CAN YOU BE THE
BEST
IN THE WORLD AT

THREE CIRCLES OF THE
HEDGEHOG CONCEPT

WHA...
PART II
LEADERSHIP THEORIES
1- Trait
Perspective

5-Romance
Perspective

Leadership
Perspectives

4-Transformational
Perspective

2-Behavior
Perspecti...
House’s Path-Goal Theory
Employee Characteristics
- Locus of control
- Task ability
- Need for achievement
- Experience
- ...
Hersey and Blanchard’s
Situational Leadership Theory
Leader Behavior
High

Low
Low
High
Low
R4

Selling
S2
Explain decisio...
Situational Leadership® Model:
Situational Contingency
 Readiness: a follower’s ability to set high but
attainable task-r...
Situational Leadership® Model:
Changing a Leadership Style
 Telling style: leader provides clear instructions, give
speci...
Situational Leadership® Model:
Changing a Leadership Style (cont’d)
 Participating style: leader encourages followers to
...
Transformational Leadership Elements

Building
Commitment

Creating
a Vision

Transformational
Leadership
Modeling
the Vis...
Visionary Leadership
Live
the Vision

Express
the Vision
Extend
the Vision
Prentice Hall, 2000

Chapter 10

22
Self-confidence

A compelling
vision

Extraordinary
behavior

Charismatic
Leadership
Image as
a change agent
Prentice Hall...
Workers That Are
Experienced or
Highly-Trained

Jobs That Are
Unambiguous or
Highly Satisfying

Is Leadership
Always Relev...
IF YOU ARE NOT CONTENT WITH SOMETHING IN YOUR
CAREER AS A LEADER OR SOMETHING IN YOUR LIFE DO
SOMETHING ABOUT IT. AND IF A...
PART III
ORGANIZATIONAL
LEADERSHIP AND ITS
CHALLENGES
SOME FACTS(TJ Survey 2012)








73% employers consider leadership and
management experience as most important for t...
HIRING PATTERNS
 43%

prefer hiring senior management from
outside company but within industry
 16% prefer hiring prefer...
ORGANIZATIONAL
LEADERSHIP INVOLVES----SETTING TONE AND DIRECTION FOR THE ORGANIZATION
ORGANIZATIONAL PERFORMANCE MANAGEM...
Rainbow of Organizational Excellence

Business Results

Human Resources Focus

Process Management
Process Management

Part...
CHALLENGES BEFORE
MANAGERS
 COMPETITIVE

ENVIRONMENT
 TECHNOLOGY UPGRADATION
 QUALITY OF DELIVERY
 DEMANDING CLIENTS
...
FACING THE CHALLENGES










WIDENING RANGE OF SERVICES
VALUE ADDITION TO CLIENTS
LEVERAGING EXPERTISE/CORE CO...
PART IV
LEADERSHIP
IMPERATIVES
LEADERSHIP IMPERATIVES
THREE “ MAHAVAKYAS “ OF
LEADERSHIP
 TO BE
 TO KNOW
 TO DO
TO BE--









A GREAT MOTIVATOR
A THOUGHT LEADER
VISIBLE AND APPROACHABLE
PROACTIVE AND A GOOD CHANGE AGENT
RE...
TO KNOW-- THE

ENVIRONMENT
 THE PEOPLE WHO WORK FOR YOU,
THEIR ABILITIES AND ATTITUDES
 THE CLIENTS YOU SERVICE
 ORGAN...
TO DO









INVEST IN NEW SKILLS ESPECIALLY MENTORING AND
COACHING SKILLS
FOSTER INNOVATION
MOTIVATE AND EXERCI...
Seven Leadership Competencies
Emotional
Intelligence

Integrity

Drive

Leadership
Motivation

• Perceiving, assimilating,...
COMPETENCIES--- CONTD
COGNITIVE
ABILITIES/SKILLS

Analytical abilities, problem solving etc

INTERPERSONAL
SKILLS

CHANGE ...
NAVIGATING FOR SUCCESS
 KNOW

WHERE YOU WANT TO GO
 KNOW WHERE YOU ARE NOW
 KNOW WHAT YOU HAVE TO DO TO GET
TO WHERE YO...
The Five Ps of Leadership
 P ay attention to what’s important
 P raise what you want to continue
 P unish what you want...
Good to great companies do not say ” OK
folks lets get passionate about what we
do!” Sensibly , they went the other way
en...
THANK YOU
GOOD LUCK
Organizational leadership in the recruitment industry
Organizational leadership in the recruitment industry
Organizational leadership in the recruitment industry
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Organizational leadership in the recruitment industry

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Organizational leadership in the recruitment industry

  1. 1. ORGANIZATIONAL LEADERSHIP IN THE RECRUITMENT INDUSTRY CHALLENGES AND OPPORTUNITIES
  2. 2. ODE TO A MARTYR Lt Navdeep Singh, AC “HOW CAN A MAN DIE BETTER THAN FACING FEARFUL ODDS, FOR THE ASHES OF HIS FATHER AND THE TEMPLE OF HIS GODS” LORD MACAULAY
  3. 3. THOSE WHO BUILD GREAT COMPANIES UNDERSTAND THAT THE ULTIMATE THROTTLE ON GROWTH FOR ANY GREAT COMPANY IS NOT MARKETS OR TECHNOLOGY OR COMPETITION, OR PRODUCTS. IT IS ONE THING ABOVE ALL OTHERS: THE ABILITY TO GET AND KEEP ENOUGH OF THE RIGHT PEOPLE. Jim Collins
  4. 4. OBJECTIVES OF THE SESSION     TO UNDERSTAND THE CONCEPT AND THEORIES OF LEADERSHIP – LEADING IN TIMES OF UNCERTAINTY TO UNDERSTAND COMPETENCIES AND TRAITS DESIRED IN TODAY’S LEADER. TO REVIEW LEADERSHIP CHALLENGES CURRENTLY FACING THE RECRUITMENT INDUTRY TO DEVELOP LEADERSHIP COMPETENCIES, NECESSARY TO FACE THESE CHALLENGES
  5. 5. SESSION PLAN  PART I- WHAT IS LEADERSHIP?  PART II- LEADERSHIP THEORIES  PART III- ORGANIZATIONAL LEADERSHIP CHALLENGES  PART IV- LEADERSHIP IMPERATIVES
  6. 6. PART I-WHAT IS LEADERSHIP? WHAT DOES IT MEAN TO YOU?
  7. 7. WHAT DO THE FOLLOWING LEADERS HAVE IN COMMON?           INDIRA NOOYI-PEPSI CO VIKRAM PANDIT-CITIBANK NARAYANA MURTY-INFOSYS LAKSHMI MITTAL-ARCELOR MITTAL ANSHU JAIN- DEUTSCHEBANK AJIT JAIN- BERKSHIRE HATHAWAY NIKESH ARORA- GOOGLE AJAY BANGA- MASTERCARD SANJAY JHA-MOTOROLA ANAND MAHINDRA- MAHINDRA GROUP
  8. 8. Managers and Leaders 1. Administers 1. Innovates 2. A copy 2. An original 3. Maintains 3. Develops 4. Focuses on system and structure 4. Focuses on people 5. Relies on control 5. Inspires trust 6. Short-range view 6. Long-range perspective 7. Asks how and when 7. Asks what and why 8. Eye on the bottom line 8. Eye on horizon 9. Imitates 9. Originates 10. Accepts the status quo 10. Challenges the status quo 11. Classic good soldier 11. Own person 12. Does things right 12. Does the right thing Prentice Hall, 2000 Chapter 10 8
  9. 9. THE LEADERSHIP JOURNEY INVOLVES--- LEADERSHIP OF SELF LEADERSHIP OF PEOPLE  LEADERSHIP OF TEAMS  LEADERSHIP OF COMPANY  LEADERSHIP OF SKILLS  LEADERSHIP OF CAREER  LEADERSHIP OF CULTURE
  10. 10. THE HEDGEHOG CONCEPT OF LEADERSHIP  Foxes vs hedgehogs- the essence of profound insight is simplicity  Intersection of three circles  Abilities, not egos determine what one attempts  Understanding what one can be best at (and cannot be best at)- core competence
  11. 11. WHAT ARE YOU DEEPLY PASSIONATE ABOUT WHAT CAN YOU BE THE BEST IN THE WORLD AT THREE CIRCLES OF THE HEDGEHOG CONCEPT WHAT DRIVES YOUR ECONOMIC ENGINE
  12. 12. PART II LEADERSHIP THEORIES
  13. 13. 1- Trait Perspective 5-Romance Perspective Leadership Perspectives 4-Transformational Perspective 2-Behavior Perspective 3-Contingency Perspective
  14. 14. House’s Path-Goal Theory Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity Leadership Styles - Directive - Supportive - Participative - Achievement oriented Employee Attitudes and Behavior - Job satisfaction - Acceptance of leader - Motivation Environmental Factors - Employee’s task - Authority system - Work group
  15. 15. Hersey and Blanchard’s Situational Leadership Theory Leader Behavior High Low Low High Low R4 Selling S2 Explain decisions and provide opportunity for clarification Delegating S4 Turn over responsibility for decisions and implementation Relationship Behavior (supportive behavior) Participating S3 Share ideas and facilitate in decision making Telling S1 Provide specific instructions and closely supervise performance Task Behavior High Follower Readiness Moderate R3 R1 Follower-Directed R2 Leader-Directed
  16. 16. Situational Leadership® Model: Situational Contingency  Readiness: a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them  Not a fixed characteristic of followers—depends on the task  Readiness level of followers influenced by:  training received  commitment to the organization  technical expertise  experience with the specific task  and so on Chapter 15: PowerPoint 15.17
  17. 17. Situational Leadership® Model: Changing a Leadership Style  Telling style: leader provides clear instructions, give specific directions, and supervises the work closely  Use when followers are low in readiness (R1)  Selling style: leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower  Use when followers are somewhat moderate in readiness (R2) Chapter 15: PowerPoint 15.18 (continued)
  18. 18. Situational Leadership® Model: Changing a Leadership Style (cont’d)  Participating style: leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates  Use when followers are moderate in readiness (R3)  Delegating style: leader turns over responsibility for making and implementing decisions to followers  Use when followers are high in readiness (R4) Chapter 15: PowerPoint 15.19
  19. 19. Transformational Leadership Elements Building Commitment Creating a Vision Transformational Leadership Modeling the Vision Communicating the Vision
  20. 20. Visionary Leadership Live the Vision Express the Vision Extend the Vision Prentice Hall, 2000 Chapter 10 22
  21. 21. Self-confidence A compelling vision Extraordinary behavior Charismatic Leadership Image as a change agent Prentice Hall, 2000 Chapter 10 Strong convictions 23
  22. 22. Workers That Are Experienced or Highly-Trained Jobs That Are Unambiguous or Highly Satisfying Is Leadership Always Relevant? Workgroups That Are Cohesive Prentice Hall, 2000 Chapter 10 Goals That Are Formalized or Rules That Are Rigid 25
  23. 23. IF YOU ARE NOT CONTENT WITH SOMETHING IN YOUR CAREER AS A LEADER OR SOMETHING IN YOUR LIFE DO SOMETHING ABOUT IT. AND IF ACTION DOES NOT WORK,THEN DO SOMETHING ELSE, KEEP TAKING ACTION TILL YOU ACHIEVE THE RESULTS YOU DESIRE--- WHETHER IT IS STAFF MORALE,RELATIONSHIPS, MONEY----TALKING MOANING AND FEELING BAD COUNTS FOR NOTHING. CONSISTENT AND RELENTLESS ACTION IS EVERYTHING. DAVID TAYLOR
  24. 24. PART III ORGANIZATIONAL LEADERSHIP AND ITS CHALLENGES
  25. 25. SOME FACTS(TJ Survey 2012)     73% employers consider leadership and management experience as most important for the leadership position. 42% of employers use assessment based on records for screening CXO position candidate 41% of surveyed employers consider level of responsibility for fixing CXO salary 34% of employers consider personal interaction with previous boss as an important hiring factor
  26. 26. HIRING PATTERNS  43% prefer hiring senior management from outside company but within industry  16% prefer hiring prefer hiring from within company  11% prefer hiring from outside industry.
  27. 27. ORGANIZATIONAL LEADERSHIP INVOLVES----SETTING TONE AND DIRECTION FOR THE ORGANIZATION ORGANIZATIONAL PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
  28. 28. Rainbow of Organizational Excellence Business Results Human Resources Focus Process Management Process Management Partnership development Partnership development Strategic Alignment Strategic Alignment Customer Focus Customer Focus Organizational Innovation Organizational Innovation Leadership
  29. 29. CHALLENGES BEFORE MANAGERS  COMPETITIVE ENVIRONMENT  TECHNOLOGY UPGRADATION  QUALITY OF DELIVERY  DEMANDING CLIENTS  SLOWDOWN IN CERTAIN SECTORS WITH REGARD TO HIRING OUTLOOK  STAFF TURNOVER  IN HOUSE RECRUITMENT BY COMPANIES
  30. 30. FACING THE CHALLENGES          WIDENING RANGE OF SERVICES VALUE ADDITION TO CLIENTS LEVERAGING EXPERTISE/CORE COMPETENCIES WIDENING CANDIDATE BASE THROUGH REFERRALS AND SOCIAL NETWORKING SITES INTERFACE WITH ACADEMIA AND WITH PROFESSIONAL BODIES FOCUS ON THE HUMAN ASPECTS OF RECRUITMENT MOTIVATING AND RETAINING OWN EMPLOYEES- CAREER PLANNING AND COMPETENCY BUILDING KEEPING PACE WITH THE LATEST TECHNOLOGY AND ITS APPLICATIONS IN RECRUITMENT MANAGE FOR RESULTS
  31. 31. PART IV LEADERSHIP IMPERATIVES
  32. 32. LEADERSHIP IMPERATIVES THREE “ MAHAVAKYAS “ OF LEADERSHIP  TO BE  TO KNOW  TO DO
  33. 33. TO BE--         A GREAT MOTIVATOR A THOUGHT LEADER VISIBLE AND APPROACHABLE PROACTIVE AND A GOOD CHANGE AGENT RESULT ORIENTED A GREAT LEARNER A VISIONARY A STRATEGIST HANDS ON
  34. 34. TO KNOW-- THE ENVIRONMENT  THE PEOPLE WHO WORK FOR YOU, THEIR ABILITIES AND ATTITUDES  THE CLIENTS YOU SERVICE  ORGANIZATIONAL AND DEVELOPMENT NEEDS  THE CORRIDORS OF POWER  TRANSFORMATIONAL FACTORS
  35. 35. TO DO         INVEST IN NEW SKILLS ESPECIALLY MENTORING AND COACHING SKILLS FOSTER INNOVATION MOTIVATE AND EXERCISE PERSONAL INFLUENCE OVER ORGANIZATION AND ITS PEOPLE USHER IN, OBTAIN SUPPORT AND MANAGE CHANGE DEVELOP SUBORDINATES MANAGE EXPECTATIONS MANAGE PERFORMANCE THINK STRATEGICALLY
  36. 36. Seven Leadership Competencies Emotional Intelligence Integrity Drive Leadership Motivation • Perceiving, assimilating, understanding, and regulating emotions • Truthfulness • Translates words into deeds • Inner motivation to pursue goals • Need for achievement, quest to learn • High need for socialized power to accomplish team’s or firm’s goals more
  37. 37. COMPETENCIES--- CONTD COGNITIVE ABILITIES/SKILLS Analytical abilities, problem solving etc INTERPERSONAL SKILLS CHANGE ORIENTATION Communicating, influencing, negotiating Change mgt, adaptability, flexibility, creativity etc
  38. 38. NAVIGATING FOR SUCCESS  KNOW WHERE YOU WANT TO GO  KNOW WHERE YOU ARE NOW  KNOW WHAT YOU HAVE TO DO TO GET TO WHERE YOU WANT TO GO  DO IT
  39. 39. The Five Ps of Leadership  P ay attention to what’s important  P raise what you want to continue  P unish what you want to stop  P ay for the results you want  P romote those people who deliver those results
  40. 40. Good to great companies do not say ” OK folks lets get passionate about what we do!” Sensibly , they went the other way entirely: We should do only those things we can get passionate about JIM COLLINS
  41. 41. THANK YOU GOOD LUCK

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