The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
Is your organization prepared for your leadership readiness gaps? According to Forbes Magazine, (11/17), only 25% of organizations have leaders ready to meet tomorrow’s business challenges.
There are 7 strategic decisions HR can make to properly build and deploy an effective leadership development program.
HR has a unique opportunity to engage as an important strategic partner for the business by insisting on a more formalized approach to leadership development. And, there's programs that work and programs that don't!
At the end of this webinar, participants will identify:
- The 7 Strategic Decisions to Walk Through for an Effective Leadership Readiness Program
- How to Build and Make the Case for Leadership Development within your Organization
- How to Design your Approach - including how to select participants and what components will be the best fit for your organizational goals
- Key Methods for Tracking Results and Measuring the ROI
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
How to Gain Leadership Buy-In for Your Training ProgramBizLibrary
Why is leadership buy-in important? According to Ram Charan, author of Execution: The Discipline of Getting Things Done, seventy percent of strategic failure comes from poor execution – not the actual idea – having well defined processes and leadership buy-in will be the difference between success and failure.”
Leadership support is critical to the success of a training program, but many learning and development professionals are challenged in building that bridge and actually gaining the support that is necessary.
In this session you’ll learn:
• Why leadership buy-in is critical for training and development success
• A five stage leadership buy-in maturity model - what you can expect and how to respond
• A ten step program to gain leadership support in your organization
• How to maintain leadership buy-in
• How to communicate with leadership
• How to manage change
Join Shannon Kluczny*, Vice President of Client Success at BizLibrary, for this one hour webinar. You will walk away with ideas, guides and action plans to implement. This session is perfect for anyone just starting out or struggling to make the leap.
- See more at: http://www.hr.com/en/webcasts_events/webcasts/upcoming_webcasts/how-to-gain-leadership-buy-in-for-your-training-pr_ikehhr72.html#sthash.oz5PFbij.dpuf
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
The learning and development (L&D) strategy plays a fundamental role in high-impact organisations like Google, Yelp and itsu. Truly impactful L&D strategies utilise forethinking, employee-centricity and institutionalised learning.
For more content like this, check out Acorn Labs: http://acornlabs.education/
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
In sports, there are always players ready to fill gaps created by injury, retirement, or poor performance. Baseball has an elaborate farm league system that constantly develops players for the big league, yet in business where the stakes are arguably higher, developing future leaders is often neglected. In fact, according to the DDI Global Leadership Forecast, 85% of companies don’t have the leadership bench strength needed to meet tomorrow’s business challenges. Companies rely on their leadership team to carry out their mission, create the corporate culture, and meet
organizational goals. Without succession planning, it becomes impossible to fulfill the company’s vision when key leaders leave the organization. This presentation will illuminate the many factors that have contributed to the leadership void that organizations are facing and provide guidelines for preventing a future crisis in leadership succession.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Leadership By Levels is a unique development program which will ensure that your managerial leaders hit the ground running as soon as they are promoted.
Our program goes beyond conventional development, focussing on the differences in work complexity at each organizational level and enabling participants to develop higher levels required of cognitive capability and socio-emotional maturity.
This program will give organizations the framework for a sustainable leadership talent strategy.
How to Gain Leadership Buy-In for Your Training ProgramBizLibrary
Why is leadership buy-in important? According to Ram Charan, author of Execution: The Discipline of Getting Things Done, seventy percent of strategic failure comes from poor execution – not the actual idea – having well defined processes and leadership buy-in will be the difference between success and failure.”
Leadership support is critical to the success of a training program, but many learning and development professionals are challenged in building that bridge and actually gaining the support that is necessary.
In this session you’ll learn:
• Why leadership buy-in is critical for training and development success
• A five stage leadership buy-in maturity model - what you can expect and how to respond
• A ten step program to gain leadership support in your organization
• How to maintain leadership buy-in
• How to communicate with leadership
• How to manage change
Join Shannon Kluczny*, Vice President of Client Success at BizLibrary, for this one hour webinar. You will walk away with ideas, guides and action plans to implement. This session is perfect for anyone just starting out or struggling to make the leap.
- See more at: http://www.hr.com/en/webcasts_events/webcasts/upcoming_webcasts/how-to-gain-leadership-buy-in-for-your-training-pr_ikehhr72.html#sthash.oz5PFbij.dpuf
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
The learning and development (L&D) strategy plays a fundamental role in high-impact organisations like Google, Yelp and itsu. Truly impactful L&D strategies utilise forethinking, employee-centricity and institutionalised learning.
For more content like this, check out Acorn Labs: http://acornlabs.education/
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
12 Tools for career conversations - Career Management - Career Planning and Development - Outcomes of career conversation activities for employees / organizations.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
In sports, there are always players ready to fill gaps created by injury, retirement, or poor performance. Baseball has an elaborate farm league system that constantly develops players for the big league, yet in business where the stakes are arguably higher, developing future leaders is often neglected. In fact, according to the DDI Global Leadership Forecast, 85% of companies don’t have the leadership bench strength needed to meet tomorrow’s business challenges. Companies rely on their leadership team to carry out their mission, create the corporate culture, and meet
organizational goals. Without succession planning, it becomes impossible to fulfill the company’s vision when key leaders leave the organization. This presentation will illuminate the many factors that have contributed to the leadership void that organizations are facing and provide guidelines for preventing a future crisis in leadership succession.
Achieving Results with Talent Mobility: Case Studies and Lessons LearnedHuman Capital Media
Organizations that embrace a systematic talent mobility strategy significantly outperform their peers. Bersin & Associates defines talent mobility as “a dynamic internal process for moving talent from role to role — at the leadership, professional and operational levels,” and a Bersin report states that “the ability to move talent to where it is needed and by when it is needed will be essential for building an adaptable and enduring organization.”
Join us for a webinar to see how several large global organizations achieved the benefits of talent mobility.
Building bench strategic planning ceos executive successionPwC
Putting the right talent at the top is critical for boards and CEOs who need to ensure their companies thrive in today’s dynamically changing landscape. To compete and win, companies need to cultivate executive talent and teams that can recognize and seize strategic opportunities in constantly shifting conditions. Do you have a succession process that can put the right talent at the top?
Why organizational strategy matters
Top performing companies successfully leverage their organization more effectively than rivals and derive over 64% more profit per employee than next-tier performers.
Few companies though look at their organization as strategically and holistically as they might - which is surprising considering the extent to which organization capabilities and performance drive business value today.
We contend that absent such consideration and definition, gaps and misalignment will frustrate business strategy and desired performance objectives will not be met. It’s as simple as that.
Developed and implemented effectively organizational strategy enables companies to convert strategic intent into sustainable and high performance results.
CEOs at the world’s most successful companies know that they can only safeguard their organization’s competitive future if they have the right leaders to develop and implement their strategy.
What keeps CEOs up at night?
“Leadership”, answered the President of one of India’s largest business conglomerates recently. “Do we have the right skills and capabilities to pull our strategy off,” reported a Global 500 CEO. “I worry that the current management team will not be able to take us where we need to go to next,” answered a third corporate leader.
Most CEO’s are satisfied with their strategies. Many are less satisfied with their performance. This Executive Insight Thought Leader centers on the imperative of leadership capability development as a business priority.
Talent Management: Accelerating Business Performance - Right ManagementСветла Иванова
Right Management’s latest study provides a global overview of talent management trends, drawing on feedback from more than 2,200 business leaders and HR professionals in 13 countries and 24 industries.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
2. “A typical American office worker
checks his email more than 50 times a
day, sends or receives an instant
message nearly 80 times a day and
visits more than 40 different
websites.”
—Tim Shipman
1
3. The New Normal
Change, Disruption and Transformation
Current and Future Environment
V olatility
U ncertainty
C omplexity
A mbiguity
2
VUCA acronym originated by Institute for the Future
4. The New Normal
Will Your Organization Survive or Thrive?
Organizational capabilities required:
V ision
U nderstanding
C larity
A gility
3
VUCA acronym originated by Institute for the Future
5. The New Normal
The Future of Work
Three Critical Assumptions for the Future:
Pace of change will accelerate
Talent will become the single most important factor in
driving competitive advantage
Tomorrow’s skills & capabilities do not exist today
4
6. The New Normal—What are Your Challenges?
Discuss what business challenges your
Task organization is facing? How has this impacted the
type of leaders you need?
Outcome:
In groups of three or four, discuss and answer
the following questions:
• What are the top 2-3 business challenges your organization is currently
facing?
• How have these challenges impacted the type of leaders your organization
needs?
5
7. The Leadership Challenge
Talent is plentiful, but leadership is in short supply
Senior Executives view • While talent is seen as key enabler to growth, most organizations do not have
talent as critical to future understanding of their needs:
− The increasingly global competition and shortage of talent was identified by executives as the #1 business trend that
would have a major effect on their companies over the next five years
− 64% of companies identified “gaps in their leadership pipeline” as their top talent challenge
− 68% of companies are unable to identify talent gaps within their organizations, with 49% unable to forecast talent gaps
− Only 26% of companies say they have successors identified for the majority of the positions on their executive teams
− Only 14% of companies are using metrics to analyze and track internal talent supply and demand and connect with
performance data
Developing talent is a • Aligning the talent strategy to the business strategy continues to be an
two-way street opportunity for HR, while Line Managers need to take more ownership:
− 58% of all line managers believe that the HR function lacks the ability to develop talent strategies in line with a
company’s business objectives, though only 25% of HR professionals agreed with that statement
− Only 24% of companies stated their “talent management strategy is completely aligned with the organization’s
overarching business goals”
− 52% of the respondents identified an insufficient commitment to developing talent on the part of line managers as a
critical barrier to talent development
− Only 50% of companies reported widespread use of development plans – only 8% stated that the development plans
are high quality and effective
− Only 28% and 42% of respondents stated that their executives/line managers would rate their “development planning”
and “assessing leaders” as effective
− Only 33% of managers are accountable to act on or follow-up on key talent building processes
Sources:
• Bersin & Associates; Talent Watch Research – Winter 2009, Talent Management Factbook 2009, Modern Approach to
Workforce Planning 2008
• New Talent Management Network, State of Talent Management, 2010
• Talent Management Magazine, State of Industry Report 2010
• Making Talent A Strategic Priority, The McKinsey Quarterly, 2008
• The People Problem in Talent Management, The McKinsey Quarterly, 2006 6
8. Accelerating Leadership Development
Align Leadership Strategy with Business Strategy
Segment Key Leadership Roles
Define Leadership Role Requirements
Assess Leadership Gaps
Design Leadership Development Plans
Measure, Monitor, & Close Gaps
7
9. Align Leadership Strategy with Business Strategy
Matching Leadership Needs to the Situation
Key Questions:
Sustaining Start-Up / High
Growth Strategy
Success Growth • What is our current
business situation?
Finding ways to take the Building structures, systems,
BUSINESS STRATEGY
business to the next level processes (sales, marketing, • How does this differ by
and avoiding decisions that product development) that business unit, geography,
could cause issues lead to revenue growth
product line?
• Where will we be in 1 – 3
years?
Return On Asset Strategy
Re-alignment Turnaround • What are the leadership
Redirecting resources such Fast decision making and skills/competencies and
as abandoning old product eliminating non-value added critical experiences that
line and developing new products, resources, and or
technologies often requires business units is required to will be required to be an
changing organization ensure survival effective leader now and
strategy, structure, and skills in the future?
• What leaders have had
experiences in each of
Transactional Transformational the four quadrants?
Change Change
8
10. Align Leadership Strategy with Business Strategy
Proactive Talent Planning
Business Talent Budget
Objectives Planning Planning
Execution
“Doing the right thing is important, which is
where strategy comes in. But doing that thing
well—execution—is what sets companies apart.”
—Jeffrey Pfeffer
9
11. Segment Key Leadership Roles
Talent Management is no Longer Limited to “Top Talent”
Key Questions:
• Where will you focus your talent development
Top investments?
Management
• What criteria will you use to prioritize
levels or roles?
Middle
Entire
Management • Where do you have current leadership
gaps or surpluses?
a ls
Workforce
ti
• What roles are most critical to
ten
Frontline
business and must have a pipeline?
Po
Management
gh
• What are the key skills and
Hi
capabilities for each workforce
Employees segment?
• Will these be the same
or different in 1 – 3 years?
Contingent Workforce
Source: Adapted from McKinsey Workforce Pyramid
10
12. Talent Segmentation
The Foundation of Leadership Development
Segmentation enables you to understand and manage your workforce like a
portfolio of assets.
Impact Talent Segment Investments Over Time
Roles that drive Strategic
Critical to driving long-term competitive
the strategy advantage, with specialized skills or knowledge Strengthen
Core
The “Engine of the Enterprise,” unique
to the company and core to delivering
Roles that on its products and/or services
support Protect
the strategy Requisite
Cannot do without, but whose value could
be delivered through alternative staffing
strategies (other than full-time headcount) Streamline/
Outsource
Roles Misaligned
impacted by Talent whose skill sets no longer align
the strategy with the company’s strategic direction
Redeploy
Segmentation strategically values talent and enables
prioritization of talent needs and talent investments.
11
13. Define Leadership Role Requirements
“Hub” for all Talent Management Decisions
FOUR KEY ELEMENTS OF LEADER ROLE REQUIREMENTS
Accountabilities identify the specific
outcomes each role is expected to achieve
relative to the strategy
2. Performance Metrics
Responsibilities identify the primary tasks Derived from strategy, • Financial
and activities each role is expected to critical tasks, and • Customers
perform in order to achieve the outcomes organizational competencies • Markets
expected of the role • People / Culture
Performance Metrics are focused on 4. Critical Experiences Set
measuring business outcomes, not
activities; enable focus on achieving
• Integration/Divestiture 1.
• Cross-Business Exposure
business impact and drive greater Key
• Turn-around
ownership for business impact Defined for Accountabilities
each and Responsibilities
Competencies identify the knowledge, executive
skills, and abilities most critical to role 3. Critical Knowledge,
Skills, and Abilities
successfully fulfilling the accountabilities of (i.e., Competencies)
the role; focus on those competencies that
• Function/Technical
differentiate superior performance
• Interpersonal
Critical Experience Sets identify the Common, practical definitions for • Business
experiences that best prepare someone each executive role • Strategic
to fulfill the requirements of the role
• Required experiences
• Desired experience
• Targeted years of experience
12
15. Assess Leadership Gaps
Talent Review Sessions
Introduces Common Thinking Provides Overview of Promotes Real Action about
about Leadership Talent Leadership Talent Pool and Gaps Performance and Potential
• Improves understanding of the • Links talent to strategy • Clarifies who owns talent
current talent portfolio for critical
roles • Highlights individual performance • Leads to better assignment and
success and issues development decisions
• Establishes common talent
standards • Identifies gaps (functional, global, • Facilitates mobility across functions
diversity, etc.) and divisions
• Aligns assessments
• Makes it easy to see if leaders are • Refines the messages to be
• Brings together multiple viewpoints building their talent pool delivered
on individuals
• Identifies feeder roles and provides • Identifies individual contributors
• Gives leaders a sense of fairness, an assessment of the talent pool in who have the interest and potential
objectivity, and transparency these roles for movement into critical roles
• Creates consistent data capture • Ensures that an adequate supply • Provides more breadth and depth
and analytics on the pipeline of exists and that action plans are in of talent, ensuring that critical roles
talent in feeder roles place to maintain a strong talent possess the range of capabilities
pipeline identified in the role requirement
The Talent Review calibrates assessments and planned actions. It
includes succession planning and improves performance management.
14
16. Assess Leadership Gaps
Succession Planning/Talent Review – Key Questions
1
1 Do we have enough high potential people in the function?
2
2 Is there a significant retention risk in the function?
3
3 What are the expectation gaps for each stage?
4
4 What are the performance issues at each stage?
5
5 Where should we import/export with other functions?
6
6 Where do we need to invest in development or new talent?
7
7 Do we agree on our assessments or need to recalibrate on some?
8 What is the strength of the successor pool for key leadership roles, and what
8 actions are necessary to improve the breadth and depth of the pool?
15
17. Assess Leadership Gaps
Succession Planning/Talent Review Criteria
Leader Metrics &
Scope/Focus Decision Owners Process Assessment Development
Standards Talent Reviews
Critical positions CEO owns enterprise Corporate HR Customized role- Multi-modal Corporate leadership CEO reviews depth
decisions designs and is the based requirements leadership institute develops and breadth of
Critical positions and steward of the with competencies, assessments (e.g., programs leadership pipeline
feeder roles CHRO owns process across the experience sets, and assessment centers, for positions annually
enterprise decisions enterprise; talent is metrics 360 feedback, Customized
Anyone with a reviewed across personality inventory, development Metrics are shared
manager title or CHRO recommends enterprise Enterprise-wide interviews) programs based on quarterly with HR
above and CEO approves leadership standards individual stakeholders on
enterprise decisions Corporate HR for all leaders Proprietary assessment needs developmental
Business unit/division designs the process competency-based progress and the
leadership Senior Leadership and partners with Proprietary assessment tools Job rotation depth and breadth of
owns decisions local HR to facilitate leadership (e.g., CCL pipeline
Senior Leadership within functional area the process; talent is competency models Benchmarks) New job assignment
(Proxy Officers) or business/division reviewed locally and or stretch role Business
at the enterprise Enterprise-wide Personality Unit/Division leaders
Business unit/division generic inventories (e.g., Special review quarterly data
HR owns decisions Local HR adapts the competencies Hogan, MBTI) project/assignment with local HR
process and line
Business unit/division leadership facilitates 360 Degree External coaching Business and/or Line
HR recommends and the process; talent is Feedback leaders reinforce and
line leadership reviewed locally Mentoring monitor development
approves decisions Informal feedback actions and progress
against plan
External leadership
assessment
There are many different approaches to succession and talent review
16
18. Assess Leadership Gaps
Succession Planning/Talent Review Design Profiles
Metrics &
Scope/Focus Decision Owners Process Leader Standards Assessment Development
Talent Reviews
Critical positions CHRO owns Corporate HR Enterprise-wide Multi-modal Corporate leadership CEO reviews pipeline
Business unit/division enterprise decisions designs the process leadership standards leadership institute develops annually
leadership Senior Leadership and partners with for all leaders assessments (e.g., programs Business leaders
Senior Leadership own decisions within local HR to facilitate Proprietary assessment centers, Job rotation review quarterly data
(Proxy Officers) functional area or the process; talent is leadership 360 feedback, New job assignment with HR and monitor
business/division reviewed locally and competency models personality inventory, or stretch role development actions
at the enterprise interviews)
Senior Leadership Corporate HR Customized role- Multi-modal Job rotation CEO reviews pipeline
Business unit/division own decisions within designs and is the based requirements leadership New job assignment annually
leadership and functional area or steward of the with competencies, assessments (e.g., or stretch role Business Unit
feeder roles business/division process across the experience sets, and assessment centers, Mentoring leaders review
Senior Leadership CEO and CHRO enterprise; top metrics 360 feedback, quarterly data
(Proxy Officers) have ownership for leadership talent is personality inventory, Business and/or Line
senior leadership reviewed across interviews) leaders reinforce and
decisions enterprise monitor development
Critical positions Division HR makes Corporate HR Customized role- Multi-modal Customized Business leaders
Senior Leadership recommendations designs the process based requirements leadership Development programs review quarterly data
(Proxy Officers) decisions and line and partners with with competencies, assessments (e.g., Job rotation with HR and monitor
leadership approves business HR to experience sets, and assessment centers, New job assignment or development actions
CEO and CHRO facilitate the process; metrics 360 feedback, stretch role Business and/or Line
recommend and approve talent is reviewed personality inventory, Special leaders reinforce and
decisions on senior locally and at the interviews) project/assignment monitor development
leadership enterprise
Anyone with a Senior Leadership Corporate HR Enterprise-wide Multi-modal Corporate leadership Business leaders
manager title or own decisions within designs the process leadership standards leadership institute develops review annual data
above functional area or and partners with for all leaders assessments (e.g., programs with HR and monitor
business/division local HR to facilitate assessment centers, Job rotation development actions
the process; talent is 360 feedback, New job assignment
reviewed locally personality inventory, or stretch role
interviews) Mentoring
Source: Conference Board – Talent Management Conference (2008, 2009); Sibson Client Experience. 17
19. Design Leadership Development Plans
Critical Learning Experiences
1. A New Assignment/New Perspective: Take on a new project
assignment within your current department or role, and/or approaching 80% of
your current role with a new outlook or perspective development
should occur
2. Rotation: Take on a new project assignment in another department or on the job
role. This may be part of a formal job rotation program and/or rotation
outside of business with strategic partners or suppliers
3. Expanded Role: Expand the scope of your current role. This may
include the enlargement of current tasks and responsibilities, or taking
on additional extra-role duties such as committees or task forces
4. Mentor/Coach & Reverse Mentoring: Request the assignment of
a formal or informal mentor or coach who provides personal and
professional guidance based on similar experiences and situations
5. Training and Education: Participate in either a formal role-related
training course (either in-house or off-site) or educational courses and 20% of
programs offered by universities and institutes development
should be
6. Self-Study: Initiate learning through outside channels, including formal training
reading business and industry publications, attending professional
conferences held by external vendors, and seeking other information
from subject matter experts
18
20. Design Leadership Development Plans
Talent Pools
Key Assumptions Driving Talent Pools:
• Frequent changes or flexibility to the business
Top strategy, organizational structure or jobs
Talent Pool Management responsibilities or reporting relationships
– Middle &
Frontline • People move vertically and horizontally
Middle
Management Management • Upward movement is not automatic
• Impossible to plan future jobs – the
a ls
focus is on the next assignment
ti
Frontline
ten
Management • Training is integrated and
Po
gh
focused skills that can be used
Hi
immediately
Employees
• People can turn down
new assignments without
leaving program
Contingent Workforce
Talent pools focus on developing and nurturing a cross-section of leaders versus
just those few that have been identified as candidates for senior level roles
19
21. Design Leadership Development Plans
Learnings From the Top Companies for Leaders
“My main job was developing talent. I was a gardener
providing water and other nourishment to our top 750
people. Of course, I had to pull out some weeds, too.
— Jack Welch
Source: “Top Companies for Leaders 2009” Fortune 20
22. Measure, Monitor & Close Leadership Gaps
Quantitative & Qualitative Metrics
Leadership Pathway and Pipeline Analytics
88 COO CEO
F VP 1 VP 2
SVP 1 SVP 2
BAND/JOB FAMILY
E Director
1
Director
2
VP 3
D Director
4
Director
3
Mgr 1 Mgr 2
C
Mgr 3
Role 1 Role 3
B
Role 2
A
CC
Role 1 Role 2
BB
Role 3
AA
CHURN ANALYSIS READINESS ANALYSIS PERFORMANCE AND POTENTIAL MATRIX
16
30%
14
25%
Leader 1
6% 12 6
Leader 2
20% 5% 10 7 Leader 3
8 6 Leader 4
15% 12%
POTENTIAL
3% 6 5
10% Leader 5
10%
9% 4 4 Leader 6
4
5% 9% 2 4 Leader 7
7% 2
3% 0 1 Leader 8
0%
Director VP SVP Leader 9
Director VP SVP
Ready for advancement POTENTIAL FIT ISSUES Leader 10
Turnover Transfer Retirement Ready Now Ready 6-12 Months Ready 12-24 Months
PERFORMANCE
21
23. Developing Leaders—What are Your Challenges?
Complete the Leadership Development
Task Assessment and discuss the challenges your
organization is facing in developing leaders?
Outcome:
In groups of three or four, discuss and answer
the following questions:
• What are the top 2-3 challenges your organization is currently
facing in developing leaders?
• How have you addressed these challenges?
22
25. Accelerating Leadership Development
Align Leadership Strategy with Business Strategy
Segment Key Leadership Roles
Define Leadership Role Requirements
Assess Leadership Gaps
Design Leadership Development Plans
Measure, Monitor, & Close Gaps
24
26. “My favorite time to manage is during a bust.
It brings more clarity about what your customers
need and what your priorities should be.”
—Sergey Brin, founder of Google
25
27. Follow-up Questions and Further Information
10880 Wilshire Boulevard Suite 850
Los Angeles, CA 90024
T 310.231.1700
www.sibson.com
JP Elliott, PhD
jelliott@sibson.com
26