The document discusses executive development and the importance of assessment centers in identifying and developing future leaders. It notes that many organizations struggle to find qualified successors for retiring senior managers. Assessment centers aim to address this by systematically evaluating individuals' competencies against the requirements for senior management roles. They provide objective assessments through exercises observed by external assessors and identify development needs through competency reports. The document advocates that assessment centers should be competency-based, utilize best practices such as those employed by Barker Hoffmann, and be part of a long-term executive development program to ensure organizations have a pipeline of sustainable leadership.
People integration: Creating and sustaining value in Mergers & AcquisitionsRussell Podgorski
This resource provides an explanation of a mergers and acquisitions (M&A) playbook that includes a comprehensive people integration plan. It also describes the roles and responsibilities for human resources and organization development departments necessary to support and implement the people integration activities.
This document also describes how high performing organizations that engage in M&A can create more value by improving how people are integrated into the newly formed entity. Failures in people integration strategies result in a failure to retain and motivate key people from the acquiring and target organizations, impacting the organization’s ability to achieve its financial and strategic objectives. Organizations that are adept at integrating people realize increased employee engagement and decreased negative turnover. Playbooks that focus on people integration play an extremely important role in merger and acquisition success.
The document discusses succession planning and talent management. It defines succession planning as identifying and developing internal people who have the potential to fill key leadership positions. Common approaches to succession planning discussed include talent reviews to assess performance and potential, succession mapping to categorize individuals by potential succession roles and timeframes, and identifying business critical roles and talent pools. The goal of succession planning is to ensure continuity of leadership by cultivating internal talent through planned development activities tied to the company's strategic plan.
Talent assessments and analytics are now essential for organizations to effectively manage talent throughout the employment lifecycle. Assessments help companies select the best candidates, improve performance, develop leaders, and create an engaged workforce aligned with the organizational culture. Top performing organizations use assessments at all stages of employment to achieve strong productivity, attract top talent, drive innovation, and speed time to market.
In today’s light, succession planning is not only a must have for organizations but must also evolve and be agile to adapt to demanding and constantly changing business environments.
We need to relook into our succession planning practices, repurpose why we do it and redefine what it means as a whole. We need to put a new lens to succession planning.
Creating an Integrated Talent Management PracticeMiguel Premoli
Talent management is a set of processes that ensures an organization has the quality and quantity of people needed to meet current and future business goals. To create an effective talent management practice, companies should develop a talent philosophy, strategy, and model. This includes defining processes for acquisition, performance management, development, engagement, and succession. The goal is to build an integrated approach that aligns talent practices with business needs.
This document discusses the challenges of growing a startup from infancy to adolescence and some strategies for human resources to effectively manage rapid growth. It outlines several challenges including always feeling one person short of needed staff, the importance of quality yet speedy hiring, and making a great first impression for new employees. The article then details approaches for addressing these challenges such as thoroughly justifying new roles, emphasizing employee referrals, investing in onboarding, continual skills development, transparent performance conversations, and communicating the company culture and mission. The overarching message is that executing HR best practices well during a period of fast growth is important for building an effective organization, high performance, and employee retention.
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
People integration: Creating and sustaining value in Mergers & AcquisitionsRussell Podgorski
This resource provides an explanation of a mergers and acquisitions (M&A) playbook that includes a comprehensive people integration plan. It also describes the roles and responsibilities for human resources and organization development departments necessary to support and implement the people integration activities.
This document also describes how high performing organizations that engage in M&A can create more value by improving how people are integrated into the newly formed entity. Failures in people integration strategies result in a failure to retain and motivate key people from the acquiring and target organizations, impacting the organization’s ability to achieve its financial and strategic objectives. Organizations that are adept at integrating people realize increased employee engagement and decreased negative turnover. Playbooks that focus on people integration play an extremely important role in merger and acquisition success.
The document discusses succession planning and talent management. It defines succession planning as identifying and developing internal people who have the potential to fill key leadership positions. Common approaches to succession planning discussed include talent reviews to assess performance and potential, succession mapping to categorize individuals by potential succession roles and timeframes, and identifying business critical roles and talent pools. The goal of succession planning is to ensure continuity of leadership by cultivating internal talent through planned development activities tied to the company's strategic plan.
Talent assessments and analytics are now essential for organizations to effectively manage talent throughout the employment lifecycle. Assessments help companies select the best candidates, improve performance, develop leaders, and create an engaged workforce aligned with the organizational culture. Top performing organizations use assessments at all stages of employment to achieve strong productivity, attract top talent, drive innovation, and speed time to market.
In today’s light, succession planning is not only a must have for organizations but must also evolve and be agile to adapt to demanding and constantly changing business environments.
We need to relook into our succession planning practices, repurpose why we do it and redefine what it means as a whole. We need to put a new lens to succession planning.
Creating an Integrated Talent Management PracticeMiguel Premoli
Talent management is a set of processes that ensures an organization has the quality and quantity of people needed to meet current and future business goals. To create an effective talent management practice, companies should develop a talent philosophy, strategy, and model. This includes defining processes for acquisition, performance management, development, engagement, and succession. The goal is to build an integrated approach that aligns talent practices with business needs.
This document discusses the challenges of growing a startup from infancy to adolescence and some strategies for human resources to effectively manage rapid growth. It outlines several challenges including always feeling one person short of needed staff, the importance of quality yet speedy hiring, and making a great first impression for new employees. The article then details approaches for addressing these challenges such as thoroughly justifying new roles, emphasizing employee referrals, investing in onboarding, continual skills development, transparent performance conversations, and communicating the company culture and mission. The overarching message is that executing HR best practices well during a period of fast growth is important for building an effective organization, high performance, and employee retention.
"Coaching in Asia: The First Decade" is the definitive guide to the principles and practices of empowering personal and organisational change.
Whether you're a manager or coach, living in Asia, Europe or elsewhere, Coaching in Asia is packed with case studies and coaching approaches to help you develop greater effectiveness. Each chapter is drawn from the firsthand expertise of a diverse group of coaches working in China, India, Indonesia, Singapore, Thailand, Japan, Hong Kong, and beyond.
Coaching is a global phenomenon that is best wrapped in cultural nuances. Coaching in Asia offers expert guidance on what has been done and more importantly, what is working. It will provide you with the ideas, methods, and practices to enable you to live out your leadership potential and be an agent of change for the good of the world.
The Book is available at leading bookstores across Asia Pacific and also on Amazon.com
This document defines succession planning and competency-based succession planning. It outlines the key elements of a good succession planning system including having qualified internal candidates identified for key jobs. It also discusses the steps to develop a competency-based succession planning project, which includes identifying key jobs, developing competency models, assessing candidates against competencies, and making decisions about placements. The goal is to select employees ready to move into vacant roles and ensure the organization has the necessary competencies.
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning and development, succession planning, and compensation to align them with business goals.
3) Developing a talent management strategy requires integrating existing HR functions, using competency management, and maturing software solutions to link all talent processes.
The document discusses succession planning, highlighting its importance for continuity of business operations and culture. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to ensure qualified successors are in place for key roles over the short and long term. The document also discusses best practices for succession planning in family businesses and corporations.
This document discusses talent assessment processes, specifically talent review dialogues. It begins with an overview of why organizations focus on developing internal talent for leadership positions. It then describes the key elements of a talent program, including a leadership competency framework and talent assessment and development processes. Talent review dialogues are discussed as a method for talent assessment, where managers and other stakeholders discuss an individual's performance patterns over time to assess leadership potential. The document provides details on how talent review dialogues are conducted and compares them to development centers. It also discusses creating a sustainable ecosystem for ongoing talent assessment and review. An example case study of a large Indian company that implemented the talent review dialogue process is also included.
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.
Healthcare organizations face a leadership crisis as many Baby Boomer executives retire over the next 5-10 years. Succession planning is important to ensure leadership continuity for key positions and guarantee service to patients. An effective succession plan identifies high-potential employees, develops their leadership skills, and prepares them to assume key roles when positions become vacant. The succession planning process includes defining important roles, evaluating current staff, developing a leadership program, and regularly reviewing progress.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
Alignment of Learning and Development activities to become value addding deeds that influence the corporate bottomline and act as enablers for achieving organisational goals thereby operating as strategic business partner.
The document discusses the implementation of a High Potential (HIPO) Employee Development Program at RTS Realtime Systems. The program is designed to accelerate the careers of high potential employees into management positions in order to strengthen RTS's position in a changing business environment. The document outlines the reasons for implementing such a program, including replacing leadership talent and improving responsiveness. It then discusses various aspects of designing an effective HIPO program, including identifying criteria for selection, determining the timing of moves, and creating an evaluation mechanism. The document emphasizes developing critical skills through job rotations in different business units and international experience to prepare HIPOs for senior leadership roles at RTS.
Strategic Workforce planning allows companies to develop integrated plans to build the capabilities required for future success.We do this through a robust five stage process.
The scoping phase requires a deep dive into the key drivers of the firms’ strategy and builds hypothesis for key talent implications, critical roles and capabilities needed to achieve it.
In the analysis phase we utilize advanced talent analytics to review workforce composition, talent drivers such as: pay, retention and promotions, project future workforce requirements based on business growths projections and provide as well, an analysis of the external talent market.
The quantitative analysis is enriched through in depth qualitative reviews and interviews of senior stakeholders to develop a robust diagnosis of current and future workforce needs.
In the analysis phase we gather valuable insights that uncover potential talent gaps as well as issues in the existing talent infrastructure of the company, these insights allow us to move to the ideation phase where concreate actions plans are developed to address gaps and capability issues.
The plans are detailed and integrated, as for each action six talent levers are reviewed: acquisition, development, leadership capability, functional expertise, organizational setting and rewards.
The next phase is prioritization, as resources and time are constraints to manage, we do this through a risk/impact matrix that allows the firm to focus on the actions that will have the highest payout for the success of the business.
After the actions are prioritized they are laid out in three-year plans with detailed activities by quarter, to allow for proper tracking and resource allocation. The plans are signed off by senior manager to move then to the execution phase
This document discusses succession planning, including its importance, process, challenges, and an example. Succession planning is a process for identifying and developing internal talent to fill key leadership roles. It is important for an organization's future success and dealing with an aging workforce. The process involves identifying candidates, assessing their readiness, and developing plans to address weaknesses. Challenges include lack of job descriptions, priority from management, and retaining talent. The example describes how GE successfully planned the succession of its CEO role by grooming multiple internal candidates over time.
How learning leaders can introduce crucial capabilities to their workforce for maximum success. This study also provides how Bellevue University's College of Continuing & Professional Education can assist you from our Power Skills boot camps to our Power Skills PRO (workforce assessment tool to discover where your gaps are).
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
The document discusses four reasons why leadership training often fails in organizations: 1) Overlooking individual context and assuming a one-size-fits-all approach, 2) Not addressing behavioral change at an individual level, 3) Lacking commitment to change from employees, 4) Failing to properly measure results and track improvements over time. It emphasizes the importance of customizing leadership development to each individual employee and assessing skills development rather than just satisfaction to ensure training success and return on investment.
Succession planning is a process that identifies and develops potential successors for key roles within a company. It focuses on leveraging existing talent by developing employees to their full potential and maintaining a pool of qualified candidates for future vacancies. The objectives are to accurately assess employee performance, skills, and career growth. Succession planning tools need extensive customization to support all talent management efforts. Critical success factors include making succession planning a proactive process that allows staff experience in different areas and challenges employees as they wait for openings.
Interviewed by Kennedy Consulting Research and Advisory ServicesUzma S. Burki
Uzma Burki, Senior Vice President at Amtrak and founder of Altvia Consulting, believes that the challenge with talent management is often a lack of will from executives to actively sponsor and be involved in the talent agenda. She transformed talent management at Amtrak by developing a human capital strategic plan directly aligned with Amtrak's business strategy to address issues like losing talent, aging leadership, and lack of performance alignment. This included initiatives to improve hiring, development, culture, rewards, and workforce planning. While technology can help measure talent outcomes, organizations must first ensure aligned business processes and have talent roadmaps to give data purpose.
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
The document discusses talent acceleration pools, which are used to develop high-potential employees for future leadership roles. Key points:
- Acceleration pools focus on competency development rather than nominating individuals for specific future jobs. Members receive stretch assignments, training, coaching and feedback.
- Members are selected based on performance and potential. Participation is voluntary. Assessment centers are used to evaluate competencies and development needs.
- The goal is to continuously develop a group of candidates qualified for undefined future executive roles, rather than targeting individuals for specific succession plans. This allows companies to better adapt to changing needs and fills more leadership roles internally.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
This document defines succession planning and competency-based succession planning. It outlines the key elements of a good succession planning system including having qualified internal candidates identified for key jobs. It also discusses the steps to develop a competency-based succession planning project, which includes identifying key jobs, developing competency models, assessing candidates against competencies, and making decisions about placements. The goal is to select employees ready to move into vacant roles and ensure the organization has the necessary competencies.
1) Talent management has evolved from personnel departments to strategic HR and now focuses on continuously developing and managing an organization's talent pipeline.
2) It involves integrating recruiting, performance management, learning and development, succession planning, and compensation to align them with business goals.
3) Developing a talent management strategy requires integrating existing HR functions, using competency management, and maturing software solutions to link all talent processes.
The document discusses succession planning, highlighting its importance for continuity of business operations and culture. It notes that effective succession planning involves identifying high-potential employees, assessing their performance and potential, providing development opportunities, and having measures to ensure qualified successors are in place for key roles over the short and long term. The document also discusses best practices for succession planning in family businesses and corporations.
This document discusses talent assessment processes, specifically talent review dialogues. It begins with an overview of why organizations focus on developing internal talent for leadership positions. It then describes the key elements of a talent program, including a leadership competency framework and talent assessment and development processes. Talent review dialogues are discussed as a method for talent assessment, where managers and other stakeholders discuss an individual's performance patterns over time to assess leadership potential. The document provides details on how talent review dialogues are conducted and compares them to development centers. It also discusses creating a sustainable ecosystem for ongoing talent assessment and review. An example case study of a large Indian company that implemented the talent review dialogue process is also included.
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.
Healthcare organizations face a leadership crisis as many Baby Boomer executives retire over the next 5-10 years. Succession planning is important to ensure leadership continuity for key positions and guarantee service to patients. An effective succession plan identifies high-potential employees, develops their leadership skills, and prepares them to assume key roles when positions become vacant. The succession planning process includes defining important roles, evaluating current staff, developing a leadership program, and regularly reviewing progress.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
Alignment of Learning and Development activities to become value addding deeds that influence the corporate bottomline and act as enablers for achieving organisational goals thereby operating as strategic business partner.
The document discusses the implementation of a High Potential (HIPO) Employee Development Program at RTS Realtime Systems. The program is designed to accelerate the careers of high potential employees into management positions in order to strengthen RTS's position in a changing business environment. The document outlines the reasons for implementing such a program, including replacing leadership talent and improving responsiveness. It then discusses various aspects of designing an effective HIPO program, including identifying criteria for selection, determining the timing of moves, and creating an evaluation mechanism. The document emphasizes developing critical skills through job rotations in different business units and international experience to prepare HIPOs for senior leadership roles at RTS.
Strategic Workforce planning allows companies to develop integrated plans to build the capabilities required for future success.We do this through a robust five stage process.
The scoping phase requires a deep dive into the key drivers of the firms’ strategy and builds hypothesis for key talent implications, critical roles and capabilities needed to achieve it.
In the analysis phase we utilize advanced talent analytics to review workforce composition, talent drivers such as: pay, retention and promotions, project future workforce requirements based on business growths projections and provide as well, an analysis of the external talent market.
The quantitative analysis is enriched through in depth qualitative reviews and interviews of senior stakeholders to develop a robust diagnosis of current and future workforce needs.
In the analysis phase we gather valuable insights that uncover potential talent gaps as well as issues in the existing talent infrastructure of the company, these insights allow us to move to the ideation phase where concreate actions plans are developed to address gaps and capability issues.
The plans are detailed and integrated, as for each action six talent levers are reviewed: acquisition, development, leadership capability, functional expertise, organizational setting and rewards.
The next phase is prioritization, as resources and time are constraints to manage, we do this through a risk/impact matrix that allows the firm to focus on the actions that will have the highest payout for the success of the business.
After the actions are prioritized they are laid out in three-year plans with detailed activities by quarter, to allow for proper tracking and resource allocation. The plans are signed off by senior manager to move then to the execution phase
This document discusses succession planning, including its importance, process, challenges, and an example. Succession planning is a process for identifying and developing internal talent to fill key leadership roles. It is important for an organization's future success and dealing with an aging workforce. The process involves identifying candidates, assessing their readiness, and developing plans to address weaknesses. Challenges include lack of job descriptions, priority from management, and retaining talent. The example describes how GE successfully planned the succession of its CEO role by grooming multiple internal candidates over time.
How learning leaders can introduce crucial capabilities to their workforce for maximum success. This study also provides how Bellevue University's College of Continuing & Professional Education can assist you from our Power Skills boot camps to our Power Skills PRO (workforce assessment tool to discover where your gaps are).
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
The document discusses four reasons why leadership training often fails in organizations: 1) Overlooking individual context and assuming a one-size-fits-all approach, 2) Not addressing behavioral change at an individual level, 3) Lacking commitment to change from employees, 4) Failing to properly measure results and track improvements over time. It emphasizes the importance of customizing leadership development to each individual employee and assessing skills development rather than just satisfaction to ensure training success and return on investment.
Succession planning is a process that identifies and develops potential successors for key roles within a company. It focuses on leveraging existing talent by developing employees to their full potential and maintaining a pool of qualified candidates for future vacancies. The objectives are to accurately assess employee performance, skills, and career growth. Succession planning tools need extensive customization to support all talent management efforts. Critical success factors include making succession planning a proactive process that allows staff experience in different areas and challenges employees as they wait for openings.
Interviewed by Kennedy Consulting Research and Advisory ServicesUzma S. Burki
Uzma Burki, Senior Vice President at Amtrak and founder of Altvia Consulting, believes that the challenge with talent management is often a lack of will from executives to actively sponsor and be involved in the talent agenda. She transformed talent management at Amtrak by developing a human capital strategic plan directly aligned with Amtrak's business strategy to address issues like losing talent, aging leadership, and lack of performance alignment. This included initiatives to improve hiring, development, culture, rewards, and workforce planning. While technology can help measure talent outcomes, organizations must first ensure aligned business processes and have talent roadmaps to give data purpose.
The document summarizes the results of a survey of HR and talent professionals:
- Data was collected in February 2018 from over 40% directors/VPs/C-level executives, with over 50% from organizations with over 1,000 employees.
The document identifies challenges in talent acquisition, learning and development, succession planning, data analysis, career pathing, and leadership development. It discusses companies' approaches to these challenges and emerging leadership competencies needed to address a generational shift in the workforce.
The document discusses talent acceleration pools, which are used to develop high-potential employees for future leadership roles. Key points:
- Acceleration pools focus on competency development rather than nominating individuals for specific future jobs. Members receive stretch assignments, training, coaching and feedback.
- Members are selected based on performance and potential. Participation is voluntary. Assessment centers are used to evaluate competencies and development needs.
- The goal is to continuously develop a group of candidates qualified for undefined future executive roles, rather than targeting individuals for specific succession plans. This allows companies to better adapt to changing needs and fills more leadership roles internally.
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
The document discusses talent management and succession planning. It defines talent management as a strategic approach to managing human capital throughout an employee's career. Key aspects of talent management discussed include strategic recruitment, engaged performance, compensation alignment, career development, and succession planning. Succession planning aims to ensure critical positions are filled by high performers and a pipeline of future leaders is developed. A systematic process for identifying high-potential employees and developing them is recommended over chance observations.
Leadership Capability Frameworks: Why You Need OneAcorn
A leadership capability framework outlines the capabilities required of leaders to achieve business objectives and creates a common language around effective leadership. It allows organizations to assess leadership potential, manage ongoing capabilities, and align leadership development with business strategy. Developing a framework involves refining business priorities, conducting a capability audit of current leaders, deciding the key capabilities needed, and defining both hard and soft capabilities. The framework guides talent selection, development, and ensures the organization has leaders who can achieve strategic goals.
When hiring an executive, you cannot afford for the candidate to be anything short of a success. While there are tangible costs associated with recruiting the wrong person, there are also intangible costs to consider.
The wrong executive hire can cause significant disruption and damage to morale and productivity and diminish work quality and your business’s overall reputation.
With changing times, business operations are transforming, complexities are increasing, workforce diversity is growing, and tech is emerging at the forefront.
These transformations call for leaders who are adept communicators, agile and flexible in their approach, analytical thinkers and quick decision-makers.
With these, it is therefore imperative to deploy assessment tests to determine the executive’s observable behaviours and evaluate how they approach challenges, engage in interpersonal communication, and solve problems, thus enabling you to understand how to leverage the incoming leader’s strengths, given the needs and business strategy.
In this deck, you will learn;
1. The basis of executive hiring using Assessment
2. Proven strategies to adopt when filling an executive position
3. Path to take when deploying Assessment
4. How to use Assessment for hiring Senior staff
http://go.galegroup.com.libraryresources.columbiasouthern.edu/ps/retrieve.do?tabID=T002&resultListType=RESULT_LIST&searchResultsType=SingleTab&searchType=AdvancedSearchForm¤tPosition=7&docId=GALE%7CA55412182&docType=Column&sort=Relevance&contentSegment=&prodId=AONE&contentSet=GALE%7CA55412182&searchId=R6&userGroupName=oran95108&inPS=true
Building leadership skills
Max Messmer
Strategic Finance. 81.1 (July 1999): p10+.
Copyright: COPYRIGHT 1999 Institute of Management Accountants
http://www.imanet.org
Listen
Abstract:
The latest survey by Robert Half International Inc on 150 executives from the largest US firms indicates that they consider leadership skills the most valuable asset in managers. Reality suggests that leadership is both a natural and acquired skill. Actively nurturing leadership skills in promising employees and providing them with opportunities to further their career will benefit all firms. Five practical steps are suggested that will enable firms to help develop leadership skills among their employees.
Full Text:
An assistant controller for a textile manufacturer in the south was asked recently to assume some of the training and development functions for his department. It was a challenging role for two reasons: The firm was in the midst of significant expansion, including opening additional plants and offices in two nearby states, and turnover has been an issue in recent years. Its rapid growth combined with a higher-than-average employee turnover rate elicited concerns that the company wasn't doing enough to actively develop future leaders.
In a recent Robert Half International survey of 150 executives from the nation's largest companies, leadership skills were identified as the most valued asset in managers. Some believe that leaders are born, not made, while others think that leadership is a quantifiable set of skills and ways of thinking that can be taught. Reality lies somewhere in between. While certain people do appear to have innate management capabilities, there are others who possess an identifiable potential that can be nurtured successfully. Actively cultivating leadership skills among promising staff members ensures that employees groomed to lead and manage have an in-depth knowledge of a firm's processes and long-term goals as well as a feel for its corporate culture.
Once leaders are developed, you don't want them to leave. By fostering an environment in which employees are given the means to enhance their management abilities and to continually expand their responsibilities, companies leave room for career growth, a key motivator and retention tool. Let's investigate five practical steps you can take to help develop leadership skills in your department.
1 Provide formal training. No effective leader can function without an in-depth comprehension of how the organization works. Through orientations and training seminars, you can help each employee understand the significance of his or her function in the ...
Leadership Assessment - Guide Railing Your Talent Path - InspireOneInspireone
A strong holistic leadership assessment process is
the backbone of a sustainable leadership pipeline
and consistently shows a more accurate prediction
of likely job performance
Performance Management - Keeping it FlexibleDarryl Judd
This document discusses performance management and argues that it should be a continuous process rather than just an annual evaluation. It proposes that performance management shift to having agile and aligned goals that are reviewed quarterly, regular check-ins and feedback between managers and employees, and a future focus on growth rather than just evaluating past performance. Large companies are moving in this direction by removing ratings and rankings and focusing on continuous coaching and development.
This document discusses measuring leadership in companies. It makes the following key points:
1) While companies closely track metrics like finances, quality, and surveys, few directly measure if they have the right leaders now and for the future. Developing leaders is important but difficult to measure precisely.
2) Top companies take a holistic approach to leadership measurement, gathering data to provide insights for human resources, business leaders, people managers, and potential leaders themselves.
3) Examples of companies like Cummins use frameworks to rigorously assess employees' performance and potential, focusing on specific leadership attributes needed for business goals. Surveys also give feedback to better develop individual potential leaders.
CEO Succession - Five Steps to Best Practice - May 2016Jason Johnson
The document outlines a five-step best practice process for CEO succession:
1. The board develops a profile for the ideal future CEO based on the company's strategy.
2. Internal and external candidates are objectively assessed against this profile.
3. High-potential internal candidates have development plans to close any gaps.
4. The board conducts due diligence and selects from internal and external shortlists.
5. The new CEO receives an onboarding process to ensure a successful transition.
The document discusses strategies for effective talent management in today's environment. It recommends defining skills for each designation rather than job roles, conducting skills assessments, enhancing capabilities through training programs, running customized programs for high-potential employees at different stages of their careers, managing talent initiatives systematically, simplifying talent mobility, and sharing people insights beyond HR to impact business outcomes. The overall approach aims to help employees evolve individually and professionally through their work.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
6 practical performance appraisal methods for the modern workforceJawaidHameed2
This document discusses 6 practical performance appraisal methods for modern workforces:
1. Management by Objectives (MBO) which involves managers and employees jointly setting objectives and measuring progress periodically.
2. 360-degree feedback which evaluates employees using feedback from managers, peers, customers, and reports to eliminate bias.
3. Assessment center method which assesses existing and future performance through simulations like role-plays and exercises.
4. Behaviorally anchored rating scales (BARS) which compare employee performance to behavioral examples anchored to numerical ratings.
5. Benchmarking which compares performance metrics to competitors or industry standards.
6. Future-focused methods which emphasize competencies needed for future roles rather
The document discusses developing great leaders through a measured approach using leadership assessments. It identifies the four main building blocks of great leadership as vision, interpersonal style, communication, and problem solving/decision making. An effective methodology for leadership development involves three phases - assessing strengths and weaknesses, understanding implications, and creating an action plan. Regular assessments paired with guidance can help leaders improve their skills over time and ensure organizations have strong leadership.
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
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The document discusses the 9 box model for classifying employees based on their performance and potential. The 9 box model assesses people on two dimensions: demonstrated performance on their current role and their long-term potential. It places employees into 9 categories within a grid based on these dimensions to help identify high potentials, develop employees, and ensure they are placed in roles that suit their skills. Each category is described in terms of the typical employee attributes and recommended actions for development or placement. The overall purpose is to accurately assess individuals to match their development plans to maximize their contribution to the organization.
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- The global average employee engagement score dropped from 60% in 2009 to 56% in 2010, the largest decline in 15 years. However, Q4 2010 saw a recovery.
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The document discusses employee engagement and provides strategies for organizations to improve engagement. It notes that engagement requires more than just good management practices and outlines six factors that are important for sustainable engagement. These include ensuring authentic engagement rather than surface-level engagement, distributing engagement responsibilities widely throughout the organization, developing engagement strategies tailored for different employee groups, focusing on job design to give employees autonomy and purpose, distinguishing between engagement and involvement, and balancing engagement with risk-taking and experimentation. The document is part of a research program from the CIPD focused on sustainability, leadership, and building HR capabilities.
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Adopting an asian lens to talent developmentRye Cruz
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This document provides 12 predictions for strategic human resources and talent management in 2012. It begins with an overview of how technology has radically changed work by enabling borderless communication and collaboration.
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1. Executive Development Suite 2013
ASSESSMENT CENTERS
Creating a Pipeline of Sustainable Leadership for Organizational Success
2. Executive Development Suite 2013
The Leadership Dilemma 2013
“To organize the world’s information and make it universally accessible and useful.”
It has been 15 years since Google founders Larry Page & Sergey Brin thought of this vision in their
college flat as part of their graduate project in Stanford University. As they transformed this small idea
into a small start-up in Silicon Valley, and over the years, into an 80 billion dollar enterprise with
60,000 employees and 400 million users every day, the world would never be the same again.
As organizations turn a fresh leaf from the battle that was 2009 to 2012, they look inwards once again
at their cadre of executives to see where their own Page-Brin-like idea will come from. More often
than not, the assessment feels underwhelming. These days, finding senior managers with the right
balance of innovative thinking, ruthless execution, business acumen, and dynamism is rare. Even more
worrying is the fact that competent or not, an uncomfortably large population of senior managers is
retiring with no clear successors, and companies have no formal strategy to find or develop them.
The Executive Development Cycle
Executive Talent
Pool Generation
Evaluation
Training &
Development
the retiree. Because of a lack of quality talent,
or a hesitation to undergo the complicated and
seemingly futile exercise to find the right
replacement, the decision almost always turns
to promoting the one-downs, who, although
they may be an excellent operational manager,
either lacks the strategic insight or readiness to
take on the higher role.
The challenge for 2013 is proactivity —having
the initiative to identify, develop, and condition
future successors, whether an internal opening
is there or not. In this manner, the organization
will have sufficient time to identify high
potentials as young as Frontline Managers,
hone their strategic leadership and
management competencies (which takes much
longer to do properly than most believe), and
have them ready to fill each and every Senior
Management gap that may arise in the future.
This is the only way to ensure that the shiny
new Strategic Plans that get written every year
will have enough qualified leaders to execute
Onboarding
Figure 1.1 The Executive Development Cycle
Most organizations have some form of
succession planning in place, often as part of an
HR Organizational Development checklist. The
problem for most is that it occurs mostly as a
reactive process. A Senior Manager who has
been in the company for a decade decides to
announce his retirement and HR is faced with
the daunting task of finding a successor who
will equal the performance, command, and
presence of the
3. Executive Development Suite 2013
them. The process starts in discovering where
all the hidden talent are.
This brings the importance of having good
assessment sharply into focus. Identifying the
right individuals with the leadership potential,
capacity to learn, and organizational
commitment at the very start is crucial to the
success of any Executive Development
initiative.
But because leadership potential is, to most, a
nebulous concept and varies from person to
person, generating a quality talent pool through
the opinion of others is easier said than done.
Shown below in Table 1 are some of the
common challenges faced by HR organizations.
What organizations need is a systematic
program of measuring the competencies of high
potentials that will objectively predict their fit
for Senior Management advancement. That is
precisely what Assessment Centers aim to
achieve.
The Role of Assessment Centers
Developing the leaders of tomorrow begins
with identifying high potentials and then
committing them to a long-term development
program that will hopefully result in competent
Senior Managers. The program, which often
comes in flashy acronyms such as LEAP or STAR,
is normally conducted over a period of a year or
more.
For HR professionals who are managing such
program, it is easy to say that it is among the
top if not the most expensive and time-
intensive of HR activities, not to mention risky.
What if at the end of the exercise, after all the
investment in time and resources, the company
is not able to generate enough qualified
successors through the program? By then it will
have been too late, and companies will again
have to settle for the partly competent.
Table 1: Challenges in Executive Assessment 2013
Low confidence in the quality of recommendations for successors by Senior
Management
Bias of recommendations by Senior Management for close contacts
Incomplete measurement of leadership, management, functional, and attitudinal
competencies
Lack of objectivity in the assessment process, as the ratings given by assessors are
influenced by previous interactions with the individual
Low validity and reliability of assessment methodology, as the individuals are being
assessed for positions that they currently do not occupy, and the assessors have not
been able to see them perform in that capacity
Lack of a benchmark for development that would indicate the competency areas where
the individual is already strong at, which areas are for improvement, and how big or
small the gap is
4. Executive Development Suite 2013
Challenges in Executive
Assessment
Bias of recommendations by Senior
Management for close contacts and
affiliations
Benefits of Assessment Centers
Before the Assessment Center begins, a
Success Profile is set for the Senior
Management role. This sets the numerical
score in competency and performance that
individuals have to meet in order to qualify
for the Executive Development Program. The
tenure of the individual or the strength of
his affiliations will play no role in
qualification.
The exercises in the Assessment Center are
built from the Senior Management
Competency Model. This ensures that the fit
of the person is determined through
assessing not a few, but all critical aspects of
skill, knowledge, and ability necessary for
the new role.
The individual is assessed by Certified
External Assessors who have been specifically
trained to observe and measure behavior. As
they are not from the organization, and do
not know the candidates personally, their
assessment will be wholly based on their
performance on the exercises.
The Assessment Center is built around
exercises, activities, and tasks of Senior
Managers. Therefore, the organization will be
able to observe the Middle Managers in a
Senior Management capacity and see their
competency, readiness, and ease in the
more senior role.
The main output of the Assessment Center is
an Executive Competency Report that not
only provides a summative assessment of the
individual’s potential, but gives a rating (1-5)
for each of the competency areas. The scores
provide a numerical reference at the start of
the individual’s development period so that
comparisons can be made after training to
measure their improvement
Incomplete measurement of
leadership, management, functional,
and attitudinal competencies
Lack of objectivity in the assessment
process, as the ratings given by
assessors are influenced by previous
interactions with the individual
Low validity and reliability of
assessment methodology, as the
individuals are being assessed for
positions that they currently do not
occupy, and the assessors have not
been able to see them perform in that
capacity
Lack of a benchmark for development
that would indicate the competency
areas where the individual is already
strong at, which areas are for
improvement, and how big or small
the gap is
5. Executive Development Suite 2013
The Barker Hoffmann Assessment Center
Excellence in Predicting Executive Potential
Principles of Barker Hoffmann were involved in conducting one of
the earliest Assessment Centers for the British Military, 27 years
ago.
Military operations are as risky as they come—politically,
economically, and humanly. This principle guided the developers to
craft a program that is as effective and efficient as possible,
because the quality of the recommended leaders will determine
the success or failure of a military operation.
Now in 2013, the Consultancy continues to be guided by the same
principles to deliver the best Assessment Centers and leadership
recommendations in the market today, whether in the public or
private sector.
Our innovation is driven by recent developments in the field of
Industrial and Social Psychology, as well as technological advances
that streamline measurement and observation.
Based on a recent study of organizations and the consulting
industry, we present some of the practices that define the best of
what is available on the market today.
6. Executive Development Suite 2013
Best Practices 2013
1.) Competency-Based.
Assessment Centers are built from the Senior
Management Leadership & Management Competency
Model. This details the leadership, functional, attitudinal,
and interpersonal competencies requisite for Executive
success.
Figure 1. This is an
example of the full
range of competencies
measured in our
Assessment Centers.
Leadership & Management Competencies
Leadership
Strategic Visioning
Idealized Influence
Organizational Engagement
Decision-Making &
Accountability
Corporate Governance
Change Management
Management
Business Strategy Development
Organizational Performance
Management
Business Economics
Strategic Financial
Management
Strategic Human Resource
Management
Strategic Value Chain
Management
Attitudinal, Interpersonal &
Cognitive
Results Orientation
Organizational Commitment
Business Ethics
Emotional Maturity
Strategic Influencing
Relationship Management
Business Communication
Critical Thinking
Creativity & Innovation
Brand Management
Consumer Insighting
Brand Visioning
Brand Equity Management
Brand Communications
Management
Functional Competencies
Product Management
Category Strategy & Menu
Management
Product Development
Product Commercialization
Retail Operations
Network Planning & Site
Mapping
Marketplace Management
Site Acquisition
Retail Model Development
Business Channel
Development
Service Management
7. Executive Development Suite 2013
2.) Customized.
Assessment Centers are developed exclusively for a
company. They are customized for the job role, the
nature of their business, and the industry they operate in.
Figure 2. A case study
developed for a
Financial Service
organization.
Michael@ism.com
22 April 2013
To: Juana Dela Cruz
ISM
Dear Juana,
Here are the Financial Statements for the year 2012-2013. Your secretary has sent me the schedule and the agenda for the upcoming financial
planning meeting. The materials are for your review. Please send your thoughts on the financial standing of the company and where you would
like to see greater efficiency next year. We will use them to prepare the action plans accordingly.
Regards,
John Myritz
Chief Financial Officer
ISM Ltd.
8. Executive Development Suite 2013
3.) Multi-Method.3.)
Multi-RaterEach competency is measured inMultiple Certified
Assessors, both external
at least two exercises, to ensure(CEO’s, Industry
Experts) and internal
the validity and Specialists) the(Management
Team, reliability ofgive well-
rounded insights on the individual’smeasurement.
executive potential.
4.) Technology-Driven
The use of advanced video-recording techniques allow
assessors to observe participants closer while remaining
invisible. This reveals the interesting world of micro-
behaviors that are often overlooked but play a major
role in personal efficiency and interactions with others.
4.) Multi-Method.
Each competency is measured in at least
two exercises, to ensure the validity and
reliability of the measurement.
Figure 3. An Assessment
Matrix.
Competency Area
Leadership
Cluster
Interactions
EXECOMMANCOMStaff
BusinessVisioningConflict
Performance Exercise Interaction
Presentation
External Company
Stakeholder Convention
Influencing
Meeting
Office
Simulation
In-Tray
Exercises
Case
Study
International
Expansion
Questionnaire
360 Degree
Feedback
Interview
BEI
1. Strategic
Visioning
2. Idealized
Influence
3. Organizational
Engagement
4. Decision-
Making
5. Corporate
Governance
6. Change
Management
9. Executive Development Suite 2013
5.) Executive Coaching.
The Assessment is
documented in detailed
Executive Competency
Reports. This is immediately
followed by a Coaching &
Development Planning
meeting between the
individual, their Immediate
Superior/Executive Coach,
and HR to plot their
development path into
Executive Leadership.
10. Executive Development Suite 2013
*Missing IDP format
Individual Development Plan
Leadership Skills Cluster
A-1 Business Strategy Development
Competency Area
0.9
Development Gap
Learning
Objectives:
Development
Activities
Immediate Superior
Comments
Review Date
To improve his ability to develop long term plans and objectives at the Senior
Management Level.
Structured Training. Executive Development Program – Module I: Strategic
Planning (5 Day Program)
Self-Paced Learning. Business Planning Refresher Exercises on E-Learning Portal
Performance Tools. Business Planning Templates on E-Learning Portal
I will oversee his assessment, development, and evaluation through the Monthly
Executive Coaching Meetings.
June 30, 2013
11. Executive Development Suite 2013
6.) ROI.
A Return on Investment
Calculation is conducted to
evaluate the Program’s
contribution to the
performance of the
Individual, the Business
Unit, and the Organization
as a whole.
Conclusion
Finding and Developing Executive Talent will continue to be one of the greatest challenges of
Human Resource organizations in 2013 and beyond. In this paper we have emphasized that the
process must gain greater proactivity, structure, and objectivity in order for it to succeed. It all
begins with the right assessment process to clearly identify what leadership and management
competencies are critical and use them to evaluate each Executive Talent’s potential. Only then
can an accurate path be crafted for each person’s development for further advancement.
Finding Executives with the perfect leadership and management competencies is a near
impossibility. But with the right identification, assessment, and development of talent as early
as they are Front Line Managers is as close as one can get to building a sustainable pipeline of
Leadership Excellence. It may seem like an enormous investment in time and resources. But its
impact in improving organizational performance is immense, and long lasting, for many
generations to come. There is no riper moment to begin than now.
12. Executive Development Suite 2013
Client Success
Jollibee Foods Corporation
The Development of a Customized Assessment Center for a Multi-National Fast Food Corporation
Background
In 2009, a multi-national fast food corporation approached Barker Hoffmann with the problem that they
were expanding rapidly both in their home country and overseas and they had realized that they had
too few senior managers at the Vice President level to fill the General Manager and Strategic Business
Unit Head levels in their numerous brands and support units. Furthermore, the management and
leadership competency framework that they were using was designed for middle rather than top
management and so any assessment made of the potential of their management team was unlikely to
give them the answers that they would need to develop an effective Executive Development Program
(EDP). They needed to identify at least six VPs immediately to occupy key positions and to have a pool
of other senior managers ready to occupy future positions within 3 years.
Barker Hoffmann was tasked with; developing an Executive Management Competency Framework
against which 50+ VPs and senior managers could be assessed; assessing the competencies, on an on-
going basis, of the top managers of the multi-national; and making recommendations on the suitability
of the top managers for executive development and eventual promotion.
The Barker Hoffmann Assessment Center Process
Developing the Competency Framework
The nature of the positions for which the VPs and senior managers were being considered meant that
the standard management and leadership competencies were not enough to determine future success.
An assessment of the functional competencies related to the fast food industry needed to be made as
well. The CEO of the corporation wanted an assessment of the competencies related to Brand, Product
and Retail as well as the Strategic Management and Leadership competencies needed to run Strategic
Business Units (SBU) and Support Units(SU) that ranged over a dozen countries and that dealt with both
group owned and franchised outlets.
Barker Hoffmann conducted an analysis of the competencies of the SBU Heads and of the General
Managers of Support Units and from the list of over 40 competencies identified, the Group CEO and
existing SBU and SU Heads identified 35 critical competencies in 5 major clusters; Brand, Product, Retail,
Leadership, Managerial and Personal Mastery, that they wanted assessed.
13. Executive Development Suite 2013
Assessment of Competencies
For Personal Mastery and Leadership it was determined that a 360° instrument could be designed to
make a basic assessment of the candidates competency. However, this was not seen as being enough
and it was determined that these and the other competencies should be assessed through the medium
of an office simulation.
One of the multi-nationals SBUs was selected as the vehicle for the office simulation. Up to 12
participants took the role of SBU Head concurrently for a period of 2 days. Exercises were designed that
incorporated situations that the SBU Head could meet in that position. The scenarios were taken from
actual situations that had been encountered by the multi-national top managers over the previous 5
years, and so in 2 days the participants were expected to deal with situations that would normally
spread over an immensely longer period. The exercises covered such things as natural disasters, grand
theft, corporate strategic planning, company start-up, death, financial analysis and other ‘routine’ top
management activities.
The Office Simulation Workshop
Each participant was given both a verbal and written brief before they attended the Assessment Center
Workshop and was required to make store site visits before they attended the workshop as part of the
data and information collection process about the SBU brand that they were going to manage. They
were briefed that the moment they stepped into the Assessment Center they would be the SBU Head
and that everything they did from that moment would be assessed. They were briefed that for 48 hours
they would live and breathe being the SBU Head and that anything could happen and that they had to
deal with it. There were no breaks in the middle for separate briefings on specific exercises as all
instructions would come to them via the normal forms of communication, telephone, letters, emails,
faxes and walk-ins.
Assessment was made by external and internal assessors. The external assessors were senior HR
Managers skilled in behavioral assessment and the internal assessors were the CEO and top managers
from the multi-national. Direct observation was kept to an absolute minimum by using closed circuit
video. All exercises involving human interaction were recorded for later behavioral assessment
checking. Written outputs were collected by the SBU Heads ‘Secretary/PA’ for analysis.
After the 2 day workshop, each participant was interviewed to gather supporting data on competencies
that had not emerged during the workshop and on their future career aspirations. In addition,
participants were given the option of explaining their actions – without comment from the interviewing
assessors. The assessors comprised one internal and one external assessor.
Post-Workshop Analysis
Over a period of 6 weeks, the psychological and competency assessments made through the medium of
online testing, and the materials generated by the participants on the 2 day workshop, were analyzed by
14. Executive Development Suite 2013
the consultancy and individual reports prepared that identified their performance against the 36
competencies. In addition, a group report was prepared that identified the areas that needed to be
covered in the subsequent Executive Development Program into which the participants would pass.
The reports on the participants were gone through with the VP HR for the Corporate Group and then
with the CEO.
Individual Feedback
The multi-national’s top hierarchy decided that feedback should be given by the consulting principal
rather than by a combination of the person’s immediate superior – an SBU Head or the CEO – and the
consultant. The purpose was to ensure that the participant had the opportunity to be completely open
with their comments without fear of having the person who was responsible for their future career
prospects present.
The process proved successful with participants sharing personal concerns that they might not normally
share with their immediate superior present.
Each participant was shown both their written outputs and its analysis, and the videoed interactions and
their analyses. The results from the 360° and other psychological, management and leadership
competencies were shared and discussed. A copy of the individual report went to the participant along
with the suggested Individual Development Plan that had been formulated from the results.
The Outcomes from the Workshop and the Assessments
As a result of the first 4 workshops, 4 of the 34 senior managers who had attended the workshops were
selected to occupy SBU Head positions. Two senior managers decided to leave the corporation, one
who went to a more senior position with a US multi-national and another who decided that top
management was not for him. Two senior manager s that had previously been considered for top
positions within a relatively short timeframe were passed over because of their performance. All, but
those who left the corporation, moved on to attend the Executive Development Program including
those who had already been promoted.
A further 24 senior managers are in the pipeline for assessment during 2013 and the corporation has
decided to extend this form of assessment to middle managers in order to further develop its talent
pool.
15. Executive Development Suite 2013
Our Consulting Practice
Barker Hoffmann is a United Kingdom based
multi-faceted consultancy with its head office
in London. It operates in Europe, the USA,
Africa the Middle East and the Asia-Pacific
region through regional offices.
The Asia-Pacific regional office is located in
Manila, Philippines and it has associated
offices in Sydney & Brisbane (Australia),
Wellington (New Zealand), Honolulu (Hawaii),
Davao (Philippines) Bangkok (Thailand) Kuala
Lumpur (Malaysia), Jakarta, Bangalore and
Khartoum. At present, the region has about
50 consultants serving the global offices.
Barker Hoffmann is a multi-faceted
management consultancy operating in the
private and public sectors covering such areas
as:
Strategic Planning
Strategic Management Implementation
Organizational Development
Organizational Analysis and
Restructuring (Reengineering)
Performance Management Systems
Educational and Instructional Systems
Talent Management Systems
Competency-Based Human Resource
Management
Our Services
In the area of Competency Management, Barker
Hoffmann offers services on the development of
the following:
Full-Range Competency Models
Job Family Target Profiles
Competency Assessment Instruments
(Paper-based and Software-based)
MS Access™ Competency Bench-Strength
Tracking Database
Competency-Based HR Tools for the
following Strategic HR Areas:
o Recruitment & Selection
o Training & Development
o Performance Management
o Career Management & Succession
Planning
o Talent Management
o Compensation & Benefits
Our Client Successes
Proctor & Gamble
Johnson & Johnson
Citibank
Toyota
Bayer
Standard Chartered
Bank
Philips
Petronas
16. Executive Development Suite 2013
Contact Us
Head Office
Albert Buildings, Queen Victoria Street
London, EC4N 4SA
United Kingdom
Jill Motellano
Director, International Accounts
+44 02 07 248 2564
jill@barkerhoffmann.com
South East Asia Regional Office
Tuscan Building, Rufino St.
Makati City, 1226
Philippines
RYAN CRUZ | MARY ANN LEMANA
Associate Consultants
+63 2 856 6468 | +63 2 8567346
Mobile: (0922) 8171461 | (0906) 4615145
Australia & New Zealand
11/9 Arawa Road,
Hataitai, Wellington
New Zealand
Michael Knight
Director
+644 386 1069
michael@barkerhoffmann.com