Effective Leadership Assessment: Strategies, Tools & Tips for Success

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o succeed today, organizations need to know where their best talent is and how to grow it to create future leaders. But without the right strategies, tools and information, executing leadership assessments are near impossible. So what does an organization need to be successful in assessing and developing leaders?

Join us for a discussion about the tools and information you need as well as examples of some of the best practices from industry leading companies. Attendees will learn:

How integrated talent management can power success
How to use talent analytics to drive better leadership assessments
A look at Google’s process for assessing their future leaders
Best practice example tools from leading Fortune 1,000 companies

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Effective Leadership Assessment: Strategies, Tools & Tips for Success

  1. 1. Effective Leadership Assessment: Strategies, Tools & Tips for Success 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 1.408.600.3600 and enter access code: 924 930 628 #. You will be on hold until the seminar begins. #TMwebinar
  2. 2. Effective Leadership Assessment:Strategies, Tools & Tips for SuccessSpeaker: Stephan Millard Senior HCM Strategist SumTotal SystemsModerator: Deanna Hartley Senior Editor Talent Management magazine #TMwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar in the bottom right corner. – Type in your question in the space at the bottom. – Click on “Send.” #TMwebinar
  4. 4. Tools You Can Use• Polling – Polling question will appear in the “Polling” panel. – Select your response and click on “Submit.” #TMwebinar
  5. 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. 6. Effective Leadership Assessment:Strategies, Tools & Tips for Success Deanna Hartley Senior Editor Talent Management magazine #TMwebinar
  7. 7. Effective Leadership Assessment:Strategies, Tools & Tips for Success Stephan Millard Senior HCM Strategist SumTotal Systems #TMwebinar
  8. 8. Effective LeadershipAssessment:Strategies, Tools & Tips forSuccessPresented By: Stephan Millard Senior HCM Strategist
  9. 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 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  10. 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 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  11. 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 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  12. 12. Top 5 CEO Concern’s – Talent Shortage! Loss of Customers Talent & Skills Shortage Reputational Risk Currently Fluctuation Changing LegislationPage 11 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  13. 13. 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 12 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  14. 14. 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 13 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  15. 15. 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 14 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  16. 16. Why Integrate Talent Management? Analyst research shows direct correlation to business performance Source: Kevin Oakes, i4CP 2011Page 15 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  17. 17. What Talent Processes do High-Performers Do? Where to Start All relate to filling leadership gaps i4CP, Kevin Oaks, 2011Page 16 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  18. 18. High Performers Have Good Processes toFill Leadership Gaps i4CP, Kevin Oaks, 2011Page 17 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  19. 19. 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 18 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  20. 20. Tip: Build Integrated Data Model Most companies (well over 50%) Questions do not have integrated data today – the data is in separate silos Where do you Why: Without visibility you cannot have your data assess talent or develop it today? The big data sets for filling What is the highest leadership gaps are: priority data to gain better visibility? • HRMS data • Succession data • Learning / competency data • Performance dataPage 19 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  21. 21. Value of Integrated Data Greater Visibility, Feeds Analysis Overall: Visibility: • Helps to provide a • Lets organization single source of see it’s leadership truth gaps Visibility: Process: • Lets organization • Enables unified see competency way to link or skill gaps leadership development and other related processesPage 20 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  22. 22. 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 21 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  23. 23. 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 22 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  24. 24. 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 23 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  25. 25. 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 24 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  26. 26. 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 25 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  27. 27. 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 Access on multiple platformsPage 26 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  28. 28. 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 27 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  29. 29. 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 28 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  30. 30. 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 to little time managing and communicating“Google’s Quest to Build a Better Boss” New York Times, March 12th, 2011 Page 29 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  31. 31. 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 30 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  32. 32. 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 31 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  33. 33. Tip: Start where you will get the biggest result – Often 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 32 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  34. 34. Where do you start? Which processes do High Performing Organizations include?Source: Kevin Oakes, i4CP 2011Page 33 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  35. 35. Where do you start? Which processes do High Performing Organizations include?Source: Kevin Oakes, i4CP 2011Page 34 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  36. 36. 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 35 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  37. 37. Example of Succession & Learning Succession Planning Learning ProgramsPage 36 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  38. 38. Example: Where Technology Helps Choose Learning Directly Enroll Create Them Succession Pools Activities Powerful Look at Automatically interactive competency enroll people in tools can let gaps and other courses as well you see / pick information & as tracking the from among all then choose progress / your from course success in employees catalog coursesPage 37 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  39. 39. View Detailed Successor Comparisons ■ Compare & Rank Potential Successors ■ View employee record information ■ See performance information ■ View nine-box informationPage 38 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  40. 40. Multiple Tools for Successor Development • Competency gap analysis can be performed against current or future positions • Integrated list of learning and development suggested resourcesPage 39 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  41. 41. Tip: Drive Succession Planning Deeper Into the Organization Questions Most businesses only do 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 40 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  42. 42. Value of Deeper Succession Planning • Visibility • Knowledge Gives you a stronger Better visibility understanding of into the where your talent organization strengths & weaknesses are 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 41 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  43. 43. 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 42 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL March 5th, 2012
  44. 44. 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 43 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  45. 45. 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 2011 LMS Systems) “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 44 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  46. 46. Summary Integrated HCM has a proven effect on bottom and top line results Integrated talent analytics enables better decision making Technology helps but people and process are key Start by looking at integrated performance then leadership developmentPage 45 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  47. 47. 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 46 - September 25, 2012 – PROPRIETARY AND CONFIDENTIAL
  48. 48. Join Our Next TM Webinar The ROI of Talent Management Tuesday, October 16, 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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