Emerging Trends And Emerging Markets - Consulting Conference February 5, 2010


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Emerging Trends And Emerging Markets - Consulting Conference February 5, 2010

  1. 1. leadership futures Emerging Trends & Emerging Markets Division 13 – Consulting Psychology – MidWinter Conference Friday, February 5, 2010 Panel Karen Steadman, Ph.D., Leadership Futures Lewis Stern, Ph.D., Foundation for International Leadership Coaching Robert Edwards, Ph.D., Kenexa Dirk Baxter, Ph.D., SPHR, Leadership Futures
  2. 2. Developed vs. Emerging leadership futures Markets Map from wikipedia commons •Regional economic powerhouses affecting the countries around them (+/-) •Transitioning - Undergoing economic and political reforms •World’s fastest growing economies •“Key swing factor” – Critical for world political, economic, and social affairs
  3. 3. leadership futures Index based on National Income and Development of Market Infrastructure (FTSE) Advanced Emerging Secondary Emerging Markets Markets – Brazil – Argentina (Frontier in 2010), – Hungary Chile, China – Mexico – Colombia, Czech Republic, Egypt – Poland – India, Indonesia, Malaysia – South Africa – Morocco, Pakistan, Peru – Taiwan – Philippines – Romania, Russia, Thailand – Turkey – United Arab Emirates (in 2010) FTSE.org
  4. 4. leadership futures Emerging Trends Impacting the Work of Consulting Psychologists
  5. 5. leadership futures Panelists Lewis Stern, Ph.D., Foundation • Providing access to pro bono for International Leadership leadership coaching for government Coaching and NGO leaders around the world Dirk Baxter, Ph.D., SPHR, • The Green Economy Leadership Futures Robert Edwards, Ph.D., • Global Survey and Operational Trends Kenexa in Emerging and Frontier Markets Karen Steadman, Ph.D., • Social Media and the Growing Impact Leadership Futures of Informatization
  6. 6. leadership futures Virtual Panelists Shaina Wolcott, PhD Maya Hu-Chan Haitham Khoury, PhD Carlos Paulet Keith Robson Michel Buffet, PhD
  7. 7. leadership futures Shift Happens Embedded video Shift Happens V. 3.0 Karl Fisch, Scott McLeod and Jeff Brenman shifthappens.wikispaces.com
  8. 8. leadership futures Keith Robson • Head of Talent, Learning and Development-Emerging Markets • He covers 20,000 employees across 5 time zones in 14 countries • Keith is an expatriate from London, currently based in Dubai, UAE since October 2008
  9. 9. leadership futures Keith Robson Embedded video
  10. 10. Providing access to pro bono leadership coaching for government and non-government organization leaders around the world who are committed to having a positive global impact Lewis Stern, PhD www.leadershipcoachingfoundation.org Copyright 2010 Foundation for International Leadership Coaching
  11. 11. The Foundation’s Mission • To develop great international leaders who will sustain our environment, promote international peace, and create a high quality of life for all • To educate and support these leaders with extraordinary senior leadership coaches • To educate and support leadership coaches who donate their coaching talents to international leaders in government and international non-government organizations • To collaborate with others in educational institutions, governments, non-profits, and businesses to help educate and support international leaders to make a positive difference • To promote an international community of leadership coaching for the benefit of humanity Copyright 2010 Foundation for International Leadership Coaching
  12. 12. Why the Foundation Was Formed • There is great benefit to leadership coaching as has been demonstrated in both the private and public sectors • Many leaders in government and 40,000 International Non-government Organizations around the world do not avail themselves of leadership coaching for a variety of reasons: – Lack of information about coaching and its benefits – Lack of resources to support the coaching they want – Political or public barriers to openly participate in coaching • Providing access to leadership coaching to those leaders who are committed to global sustainability could significantly impact the future of our world Copyright 2010 Foundation for International Leadership Coaching
  13. 13. What is Happening Now? • Recruitment of senior international leadership coaches to the Foundation’s pro bono network • Selection of Regional Coaching Coordinators and Supervisors • Further development of our Board of Advisors • Development of affiliations, collaborations and partnerships with other organizations • Fundraising • Website expansion • Building an ongoing communication network with our coaches • Outreach to educate international leaders about coaching and inform them of our pro bono coaching resources • Development of our research plan and infrastructure Copyright 2010 Foundation for International Leadership Coaching
  14. 14. Details on Recruitment of Senior International Leadership Coaches • Over eighty senior coaches from eighteen countries have thus far agreed to donate their coaching services and join our referral network • Currently we have senior leadership coaches in our network from Eastern and Western Europe, Africa, many parts of Asia, South America, the Caribbean, and throughout the US (with the reach expanding weekly) • Potential coaches provide the Foundation with their qualifications and their commitment to our high standards of practice, our mission, values, and time to provide pro bono coaching at least a half-day per month • The Foundation seeks to enlist coaches from all parts of the world and with expertise in all areas of leadership coaching www.leadershipcoachingfoundation.org Copyright 2010 Foundation for International Leadership Coaching
  15. 15. Coaching Services Available to International Leaders • Coaching is available through the Foundation’s network only to government and international NGO leaders who are committed to global sustainability • Pro bono coaching is planned to be available beginning in July, 2010 • This Coaching is targeted to those leaders who do not have access to funding and/or face political barriers to seeking other coaching services • All coaching will meet very high professional standards and guidelines for confidentiality. Leaders will access our coaching network with complete anonymity through our website to select a coach who best suits their needs. Copyright 2010 Foundation for International Leadership Coaching
  16. 16. There is a Growing Number of Organizations to Leverage Leadership Development for Global Sustainability • Educational Institutions and Executive Education Programs • Foundations and other Non-profits • Programs within Coaching and Training Companies • Leadership Support as Part of Social Entrepreneur Initiatives and Programs all Over the World Copyright 2010 Foundation for International Leadership Coaching
  17. 17. How You Can Support the Foundation • If you are a senior leadership coach, apply at the website to join the network and donate your talents to provide pro bono coaching to international leaders who could not otherwise get the coaching they need • Refer senior leadership coaches to the website to offer their services • Refer leaders to the website from any government or international non- government organization who are committed to global sustainability • Encourage others who have contact with these leaders to let them know about the Foundation’s work and website • Provide financial support to the Foundation’s mission or refer other potential funders • For more information or to support the Foundation’s mission, please go to our website or email Dr. Lewis Stern, the Executive Director at lstern@leadershipcoachingfoundation.org www.leadershipcoachingfoundation.org Copyright 2010 Foundation for International Leadership Coaching
  18. 18. leadership futures Carlos Paulet • BA, Economics – Indiana University • MA, Political Science – Purdue • Owns X-Factor Consulting Group, based in Peru, Colombia and Brazil. • New professor at ESAN in New York City (Escuela de Administracion de Negocios para Graduados) • Carlos lives in Lima, Peru, and is fully fluent in English, Spanish, Portuguese and Quechua.
  19. 19. leadership futures Carlos Paulet Embedded video
  20. 20. Emerging Markets: Survey Operations around the World Robert Edwards, PhD
  21. 21. Kenexa Overview Founded: 1987 Employee Population: 1,400+ Revenue: $203 Million (FY 2008) 2008 R&D Reinvestment: $45 Million NASDAQ Symbol: KNXA Customers: 4,400 Customers, located in 200 Countries/Territories, speaking more than 80 languages Expertise: Employee Research and Software to help companies - Hire the absolute very best people - Optimize the organization’s performance by • Increasing employee engagement • Improving leadership effectiveness • Serving customers better
  22. 22. How we do it
  23. 23. Global footprint
  24. 24. Client-centric marketing…
  25. 25. Normative Benchmarks WorldNorms is Kenexa’s client-derived normative database with data gathered from 400 projects across 300 companies • The most up-to-date and robust in the industry with data no older than 3 years – 2006 Responses 2,664,360 – 2007 Responses 3,701,517 – 2008 Responses 4,630,886 • Number of employees per company ranges from 200 to over 450,000 • Over 80 countries and International Regions • Ability to report “best-in-class” norms – Forbes Global 2000 78 – Fortune Global 500 37 – Fortune 1000 76 – Fortune 500 56
  26. 26. Global Experience ING • 120,000 employees in 50 • 330,000 employees, 83 countries countries • 150,000 employees, • Global survey with a core • 23 survey versions 781 Cities, 148 Countries questionnaire and business • 275,000 web surveys in • 89 Survey versions in 15 unit specific questions 25 languages languages • 12 survey versions in • 55,000 paper/pen • Board Presentations multiple languages surveys in 11 languages • Athens • 30 executive • 12,000 PDF and summaries, presentations PowerPoint reports in • Beijing and workshops five languages • Berlin • Fully interactive survey • 20 global executive summary presentations • London portal • 18,000 Kenexa Survey • Luxembourg • Kenexa Online Dynamic Scorecard® online action Reporting (KODR) planning users • Mexico City • Online action planning • Custom eLesson • Deep Dive Analysis for technology technology China and Hong Kong • 88% response rate
  27. 27. Emerging Trends in the Global Market • Serving a cup of coffee vs. Solving • The “Joined up” Program with world hunger Regional Flavor – Enter the Strategic Buyer – Global efficiency with dedicated regional support • Who has my survey data? – Global Politics, Logistical • Cultural Uniqueness and Adaptive Challenges Consulting • Travel, Customs – Cultural response patterns • Localized providers – Life Time Employment • Where is the data located? – Seniority-based Advancement • Do we really need the survey translated into Urdu? – Balancing cost management and cultural needs
  28. 28. leadership futures Haitham Khoury, PhD • PhD, Industrial/Organizational Psychology, University of South Florida • Fulbright Scholar • Home Depot- Organizational Effectiveness Group • As of Sept, 2009 - Assistant Professor of Organizational Behavior at Olayan School of Business - American University of Beirut • Haitham is based in Lebanon and is fully fluent in Arabic, English, and French.
  29. 29. leadership futures Haitham Khoury, PhD Embedded video
  30. 30. leadership futures Shaina Wolcott, PhD • Ph.D., Industrial Organizational Psychology, Central Michigan University • Global Enterprise Leadership Development • Responsible for Talent Planning for Executive Population • Based in Charlotte, North Carolina, USA
  31. 31. leadership futures Shaina Wolcott, PhD Embedded video
  32. 32. leadership futures Emerging Trend: Green “When things are this tight, people see that it’s about saving jobs and money – there’s no better time to take action” Dave Steiner CEO, Waste Management Dirk Baxter, PhD, SPHR
  33. 33. leadership futures Trend Data - Greener Pastures Energy Costs Cost of Cow 1980 1990 2000 2010 2020 2030
  34. 34. leadership futures The Business Behind Green The push for Green is not “The same strategies solely political, it is rooted and tactics that in Business Necessity. address long-term environmental challenges will help Keys to a Green Recovery you survive today’s economic • Get lean conditions” • Get smart • Get engaged – Andrew • Get creative Winston, Green Recovery (2009)
  35. 35. Keys to Green Efficiency and leadership futures Recovery Get lean • Facilities, distribution/fleet, IT, telework, waste • Efficiency in Operations • Supply Chain Management Get smart • First one there wins • Inform clients, employees, the world Get • Build morale • New engagement requires capturing “state of engaged mind” (www.gallup.com) Get creative • Redesign/Re-imagine your business - Innovation • Ask dumb questions: What’s your heresy?
  36. 36. leadership futures Critical Information for Consulting Psychologists • New Organizational Challenges Requirements for • New Business Acumen (example: recycling) Organizations and • New usage of Leadership Competencies Leaders • Risk Resilient Leaders • Innovative Leaders • Reputation Risk Risk Management • Financial Risk • Leader Risk - Political Savvy Legislation, Social • Resource Restrictions and Political • Impact of Cap and Trade Factors
  37. 37. leadership futures Cap and Trade www.climatelab.org
  38. 38. leadership futures Client Case Study • Strategic initiative to build green capability – Engagement • Leader • Employee • Customer – Operational Efficiency – Enhanced Brand and Reputation
  39. 39. Anchoring the Development leadership futures Framework Assessment Performance Internal External Succession and Management Education Programs Planning Calibration Systems Personal Business Skills Leadership Skills Effectiveness Skills Business Company Strategy Values
  40. 40. leadership futures Maya Hu-Chan • BA, National Chengchi University, Taiwan • MA, Communications, University of Pennsylvania. • Harvard Business School has chosen her book "Global Leadership: The Next Generation" to be one of their Working Knowledge recommended books. • Maya is based in San Diego and travels frequently to China, Taiwan, Singapore, Hong Kong, Korea and Japan. • She is fluent in English and Mandarin Chinese.
  41. 41. leadership futures Maya Hu-Chan Embedded video
  42. 42. Social Media and the Impact of leadership futures Informatization The extent by which a geographical area, an economy or a Agricultural Industrial Information Age Age Age society is becoming information- based
  43. 43. leadership futures Michel Buffet, PhD • PhD, Industrial/Organizational Psychology, University of South Florida • Managing Director, Fisher Rock - Consulting firm providing solutions to organizations and their leaders on organizational and talent management issues • Michel is based in New York and is fluent in English, French and Spanish.
  44. 44. leadership futures Michel Buffet, PhD
  45. 45. The Landscape of Social Media 46
  46. 46. Our Study • Sent survey to 200 individuals with HR, Talent Management or leadership roles • Questions we asked: – Role and organization size (employee # and revenues) – Top 3 benefits and challenges in using social media for Talent Management – Use of social media for: • attracting and recruiting new employees • onboarding employees in new roles • communicating and engaging with employees • training and developing employees – 3 organizational performance metrics 47
  47. 47. Survey Demographics • 60 respondents • 2/3 of respondents in companies of over $500 M in revenues and over 5,000 employees • Most respondents in HR or Talent Management, with a greater proportion of managers and executives 48
  48. 48. Top Benefits in Implementing Social Media in Talent Management • Low cost of implementation • Ease of use • Increased organizational speed and agility • Greater opportunities for communication and engagement • “Coolness” Factor • Attractiveness to Millenials 49
  49. 49. Top Challenges in Implementing Social Media in Talent Management • Media overload • Legal and data security risks • Integration with existing systems and processes • Quality and compliance issues • Technology training needs • Difficulty of computing ROI • Exacerbated generation gap 50
  50. 50. The use of Social Media in Talent Management None of the below 51
  51. 51. The use of Social Media in Talent Management (Cont’d) None of the below 52
  52. 52. The use of Social Media in Talent Management (Cont’d) None of the below 53
  53. 53. The use of Social Media in Talent Management (Cont’d) None of the below 54
  54. 54. Use of Social Media and Perceived Performance Preliminary Survey Results Level of agreement with statement (on 5-point scale) We effectively leverage the knowledge Employees are reporting We attract high-quality talent and experience of senior leaders to high levels of engagement develop the next generation workforce Use of Social Media… …for attracting and recruiting new employees No 3.6 2.7 Yes 3.9 3.2 ...for communicating and engaging with employees? No 3.6 3.4 2.7 Yes 4.1 3.7 3.5 ...for training and developing employees? No 3.7 2.8 Yes 4.0 3.5 N=60 55
  55. 55. leadership futures Me vs. Meez www.meez.com
  56. 56. leadership futures Karen Steadman, Ph.D. Leadership Futures, Inc. www.leadershipfutures.com karen.steadman@leadershipfutures.com