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Frontline management profiling study potentials and pitfalls in leading millennials

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Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.

This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.

As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.

Published in: Recruiting & HR

Frontline management profiling study potentials and pitfalls in leading millennials

  1. 1. “2015 Frontline Management Profiling Study: Potentials and Pitfalls in Leading Millennials” Liza Manalo-Mapagu, CEO, HR Avatar Philippines
  2. 2. 86 million millennials will be in the workplace by 2020— representing 40% of the total working population. -Jamie Gutfreund, Chief Strategy Officer for the Intelligence Group
  3. 3. IBPAP 2015 Talent Benchmarking Study The Search for the Success Profile of Frontline Managers for the IT-BPO IndustryHRCC | Leadership Development Council HR Avatar Philippines Inc. The Study
  4. 4. Rationale of the Study Talent acquisition and retention remain the biggest issue faced by the IT/BPM industry today. The attrition rate at the entry levels which is attributed to the competency levels of the Team Leaders.
  5. 5. Objectives of the Study Gauge the leadership potential of the frontline managers (team leaders). Identify the acceptable leadership potential standards for talents to be promoted to the frontline manager’s position. Identify possible interventions to address the developmental areas on a company and industry level
  6. 6. Predict top performers Provide data on the required functional and behavioral competencies based on the profile of their current Team Leaders. Benefits to the Company Hire talents within the competency standards of the company
  7. 7. Overall Profile based on Demographics Age: Years of Experience: Team Size: Average Range (29-38) (1-7) 12 (5-19) 32 5 787 Frontline Managers 25 Companies
  8. 8. 25 Participating Companies (n=788)
  9. 9. Why invest in High-Potential Leaders
  10. 10. High-Potential Leaders are valuable TODAY and to the FUTURE
  11. 11. Assessment of Leadership Potentials
  12. 12. The HR Avatar High- Potential Solution
  13. 13. The Solution The assessment covers the five elements that address critical factors that determine the individual’s capability and readiness to assume frontline management position:
  14. 14. Ability • Writing • Analytical Thinking • Attention to Detail Personal Competence • Adaptable • Develops Relationship • Enjoys Problem- Solving • Expressive and Outgoing • Innovative and Creative • Needs Structure People Management • Frontline Management Fundamentals Commitment • Corporate Citizenship • Exhibits Positive Attitude • Engagement Motivation • Competitive • Leadership Aspiration Leadership Dimensions Assessed Using HR Avatar Solutions
  15. 15. Sample Report
  16. 16. Presentation of Data
  17. 17. 56.26 Participating Companies’ Average Global Standard
  18. 18. 44.70 Participating Companies’ Average Global Standard
  19. 19. 74.28 Philippine Standard Global Standard
  20. 20. 63.95 Participating Companies’ Average Global Standard
  21. 21. 62.56 Participating Companies’ Average Global Standard
  22. 22. 74.59 Participating Companies’ Average Global Standard
  23. 23. 64.68 Participating Companies’ Average Global Standard
  24. 24. 56.74 Participating Companies’ Average Global Standard
  25. 25. 70.02 Participating Companies’ Average Global Standard
  26. 26. 72.77 Participating Companies’ Average Global Standard
  27. 27. 70.72 Participating Companies’ Average Global Standard
  28. 28. 63.71 Participating Companies’ Average Global Standard
  29. 29. 70.86 Participating Companies’ Average Global Standard
  30. 30. 68.11 Participating Companies’ Average Global Standard
  31. 31. 76.25 Participating Companies’ Average Global Standard
  32. 32. 50.66 Participating Companies’ Average Global Standard
  33. 33. 75.73 Participating Companies’ Average Global Standard
  34. 34. Summary of Findings
  35. 35. Highlights of the Company Analysis In general, High Performers significantly scored higher than Marginal Performers. Out of 25 companies, there are only 3 companies, where the Marginal Performers scored higher than the High Performers. Potential: Potential:
  36. 36. Leadership Potential Profile of the Participating Companies
  37. 37. 8% 56% 36% Low Medium High Distribution According to H, M, L Potentials Potential:
  38. 38. Score Interpretation Overall Score of 56 0 20 40 60 80 100 The candidate’s score indicate high performance potential to succeed in leadership and managerial roles. A. ABILITY Writing 45 0 20 40 60 80 100 Analytical Thinking 74 0 20 40 60 80 100 Attention to Detail 64 0 20 40 60 80 100
  39. 39. A. PERSONAL COMPETENCE Adaptable 63 0 20 40 60 80 100 Develops Relationships 75 0 20 40 60 80 100 Enjoys Problem- Solving 65 0 20 40 60 80 100 Expressive and Outgoing 57 0 20 40 60 80 100 Innovative and Creative 70 0 20 40 60 80 100 Needs Structure 73 0 20 40 60 80 100 Seeks Perfection 71 0 20 40 60 80 100
  40. 40. A. PEOPLE MANAGEMENT Frontline Management Fundamentals 64 0 20 40 60 80 100 B. COMMITMENT Corporate Citizenship 71 0 20 40 60 80 100 Exhibits a Positive Work Attitude 76 0 20 40 60 80 100 Engagement 68 0 20 40 60 80 100 C. MOTIVATION Competitive 0 20 40 60 80 100 Leadership Aspiration 76 0 20 40 60 80 100
  41. 41. 1. The industry has engaged team leaders who are highly committed and have very high aspiration to succeed in leadership and management roles. Conclusion and Insights Millenials expect an active, central role in the life of the company from their first on the job. Millenials given higher responsibility in the company will be committed and engaged.
  42. 42. 2. Conclusion and Insights Their moderate strengths are in the areas of “Analytical Thinking” and “Attention to Details” “Millennials should, in fact, be smarter than their parents. They have been blessed to live in a world where information is readily available at their fingertips. They can obtain almost any piece of information from just about anywhere. They can contact practically anyone in the world. And they have more resources to reference than any generation past. www.examiner.com ‘
  43. 43. 3. Conclusion and Insights Their natural strengths which could be their liabilities as well are in people-oriented competencies namely “Developing Relationship” and “Expressive and Outgoing”. Millennials are extremely team-oriented and enjoy collaborating and building friendships with colleagues. They are self-expressive and more outgoing than the past generations. These are potential derailers and areas that need to be addressed.
  44. 44. 4. They are equally strong in process-oriented competencies namely “Need Structure” and “Seek Perfection”. Conclusion and Insights “Provide structure. There might be a general sense that Millennials want some kind of free-for-all where they can do what they like when they like, but this is not the case. You still have productivity expectations for the work that has to be done, meeting times, project deadlines. Provide the necessary structure, but let Millennials work it to the end without micromanaging. By Rob Wormly”
  45. 45. 5. Their lowest score is in the area of “Writing”. Conclusion and Insights “When it comes to skills that need strengthening, 46 percent of employers feel Millennials need to improve their writing skills. Jule Gamache”
  46. 46. 5. Majority of the companies reported the lack of structured process and tools in identifying and assessing talents. They also do not have adequate time to prepare the talents for frontline management positions. Conclusion and Insights Recommendation: To establish a Talent Management Program
  47. 47. The Future 2013 Deloitte Global Millennial Research Millennials Will Soon Rule The World: But How Will They Lead?
  48. 48. 1. Millennials Want Leadership and They Want it Their Way If we want to motivate young leaders, we have to give them opportunities to build, innovate, and create.
  49. 49. 2. Millennials Know They Are Not Ready for Leadership, But They Want it Anyway What this means is that organizations must give young people new, exciting leadership assignments as well as the training and coaching they need.
  50. 50. 3. Millennials Value an Open, Transparent, Inclusive Leadership Style Leaders must be more open and transparent. They expect and will lead in an inclusive way.
  51. 51. Thank you! lizam@hravatar.com.ph 0917.899.9180

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