Leadership Development in Healthcare Organizations
Transforming Career Management at World Bank Group
1. CEB Corporate Leadership Council™
Developing
Robust Careers
and Agile Talent
Transforming Career
Management at
World Bank Group
Webinar
25 October 2016
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3. TODAY’S WEBINAR
AGENDA
Opening Remarks and Introduction of Susan Hetrick and Peta Hellmann 10 minutes
Transformation of career management at World Bank Group 30 minutes
Question and Answers 20 minutes
ASKING QUESTIONS DURING THE CALL:
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11. What is the World Bank?
End extreme poverty
Promote shared prosperityTHE WORLD BANK’S TWIN GOALS >
International Development Organisation
12. Who are we?
Headquartered in
Washington, D.C.
50%
are women
15,000-plus full-time
staff in 140 countries
with half of our workforce
based in the field
Average age is
44 years
Average tenure is
10 years with
typically one
promotion
19% have
Doctoral degrees
83% have
Master’s degrees
13. 7 P’s for
Successful
Career and Talent
Management
Identify the problem
Engage diverse perspectives
Define the principles
Develop career paths for growth & success
Build pipelines for succession
Pivot interventions to deploy talent with agility
Continuous partnership
14. Identify the
Problem
• Organization restructure
from regional model to
global technical practices
challenged career mobility
across the matrix coupled
with an expenditure review
• Free market approach to
talent placed responsibility
for career development
solely on individuals
• Recognition that talent
needed to be built
internally complemented
with external hiring
• In one year the
engagement survey
yielded 20-percent descent
in response to personal
development and growth
• Around one-quarter of staff
agreed that WBG offered
opportunities for career
advancement
• Lack of tools and
resources to help build
careers or understanding
of how to navigate across
the organization
• Lack of clarity regarding
developing and
navigating careers
• Lack of knowledge that
varied career
experiences foster
greater employability &
future leadership
success
• Lack of corporate
approach to talent
identification and
deployment resulting in a
business need for robust
talent pipelines to take
on mission critical roles
Organizational
challenge
Employee
perceptions
Talent Acquisition
& Deployment
15. Define the
Principles Promote shared responsibility
for career management
with emphasis on strategically
managed careers
Recognize both technical
depth and breadth of
experience
Develop a more systematic
approach to acquiring and
building skills
16. Engage
Diverse
Perspectives
Career Framework– It took key
alliances to deliver on this Initiative
• Business sponsorship
• Career Advisory Panel comprising key
representative staff across WB Operations
Outreach
• Launched Career Framework on
April 21 2016 for all WB Operations staff
and Managers – over 7000 people
• Engagement with more than 50 focus
groups
• Series of live chats reached over 3000 staff
• Dedicated website – Careerdev – to
provide all Career Management resources,
tools & events
• Career Conversations workshops with
more than 500 managers attending
• Career seminars and individual career
coaching
18. Develop Career
Paths for Growth
and Success
GH
GG
GF
GE
FIELD POSITION
HQ POSITION
TECHNICAL
NON-TECHNICAL
Country
Manager
Region 3
Operations
Officer
Region 1
Operations
Analyst
Specailist
Economist
Practice A-
Region 1
Program
Leader
Practices
A/B
Lead
Specialist
Economist
Practice A
Senior
Specialist/
Economist
Practice A
Region 1
Corporate
Role or
Assignment
Senior
Specialist/
Economist
Practice A
Region 2
* Examples of Corporate Roles:
• Participate in DEC research project to strategic insight that crosses sectors and regions
• Take position in OPS to gain deeper understanding of policies
• Take a rotational assignment in corporate unit to gain deeper understanding of budget process/decisions, finance and/or loans.
• Take assignment in Managing directors office to understanding what is behind corporate decision making processes and gain strategic perspective
Build client management,
strategy, integrator and people
management skills. Strengthen
skills in business development.
Gain TTL experience on multiple
complex cross-sector projects
and gain experience/substance
to grasp issues and make
decisions when not technical expert
Portfolio monitoring
& internal/external
reporting
*To move to GF, must meet full requirements
for appropriate professional fields.
Become anchored in a practice and
develop technical depth and learn
lower/middle income countries
Move to another region to gain
middle income experience and
collaborate with other practices
in countries where there is significant
cross-sector projects. Gain deeper
experience in business development.
Gain better understand how WB
operates from corporate
perspective and build a stronger
network across the organization
Within same practice focus on
different country, deepening and
broadening technical skills.
Contribute to development of
practice agenda.
Could be in a same or different region. Build strong integrator skills and ability to influence
without authority and collaboration. Gain more senior experience in both sides of the matrix
and gain more in-depth cross practice experience.
Learn Portfolio
Mgmt across
sector
operates from corporate
Identified what career
experiences made some
more successful than others
More than 80% of our staff
can see their current job role
on the career paths
Illustrative Career Path 1:
Country Manager
19. MOVEMENT WITHIN A
PROFESSIONAL FAMILY
MOVEMENT ACROSS
ORGANIZATION/PROFESSIONAL
FAMILIES
MOVEMENT
ACROSS REGIONS
MOVEMENT ACROSS
MANAGERIAL & TECHNICAL
TRACKS
Boards &
Councils
to Support
Cross Matrix
Mobility
CROSS MOVEMENTS CREATE
MORE DEPTH, BREADTH, AND
CAREER OPTIONS.
MOVEMENT CAN BE
PROMOTIONS OR LATERAL
ASSIGNMENTS
GI
20. Build pipelines
for succession
Readiness Criteria
for Talent Pools for
‘Mission-Critical’ Roles
Identifies ‘Ready Now’
and ‘Ready Later’
Talent Pools
Identifying Talent Pools for Country Manager Positions – What to Look For . . How to Develop
Note: Inherent within the criteria is a strong performance track record
Well Prepared
Demonstrates ability to operate effectively in key areas required by Country
Manager role and has expressed an interest in that role
Has Potential – Needs Further Development
Demonstrates capabilities in most required areas, and needs further
development in a few areas
Diversity of Experience Has all key ingredients:
• High-level client facing/stakeholder experiences
• Field experience and FCV experience is desirable
Required: Technical GH clearance, in the cleared for technical GH talent
pool; or commensurate depth of experience gained through regional, cor-
porate or external assignments or in career prior to the WB.
• Ability to engage in policy and strategic dialog with high-level officials
• Sufficient technical and/or WB operations substance to grasp issues
and make decisions when not the technical expert
• People management experience (formal or informal)
Missing a key ingredient – needs:
• Higher level client or stakeholder exposure
• More people management experience, through supervisory of
teams or acting as a manager
• More exposure to WB operations
- or -
Magnitude of Challenges Has been tested and demonstrated success (results):
• Managing/leading in a complex environment and/or with complex
projects
• Dealing with difficult clients in difficult countries
Needs additional stretch opportunities to demonstrate consistent
performance in managing complex and difficult challenges
- or -
Maturity
• Strategic
• Communications
• Team
• Interpersonal Behaviors
• Can create and implement an integrated, client-focused strategy by
pulling together and motivating teams by creating an empowering en-
vironment
• Focus is on leading versus doing; achieving development impact rather
than delivering projects/ASA
• Has been willing to take on and make difficult decisions in a way that
reflects sound judgment
• Has built solid networks, partnerships and relationships with counter-
parts as a result of working collaboratively across boundaries
• Strong communications skills
• Demonstrated sensitivity to, diplomacy in dealing with, and astuteness
in being attuned to the politics of country governments and develop-
ment partners and stakeholders
• Ability to work in substantive areas with little supervision
Needs more maturity in how he or she:
• Pushes back (e.g., more constructive and/or assertive)
• Steps back from “doer” roles
• Inspires & motivates staff
• Communicates and represents the WBG
- or –
Needs to further develop leadership and/or strategic skills, such as
additional opportunities to contribute to strategy formulation activities
(e.g., SCD)
IDENTIFYING COUNTRY
MANAGER TALENT POOLS
21. Talent Management
Board & Councils
Professional
Mapping
Talent Brokers
& Talent Pools
Metrics
Career & Talent
Management Boards
& Councils to review
talent, develop
technical streams;
select talent pools &
match talent with
business critical
demand
Professional
Mapping to ensure
talent is reviewed
globally even when
on assignments
outside of
Professional
Family
Talent Brokers to
facilitate moves
across matrix and to
vet and validate
“readiness” of staff
in key Talent Pools
Metrics to ensure
Transparency; use of
Talent Pools and
rotations of staff
Build
pipelines for
succession
22. Build
pipelines for
succession
Talent
Management
Boards
And
Councils
• Boards comprise
management teams
and cross-
organization
membership to
ensure broader
representation to
drive staff mobility
and development
across the matrix.
• Boards ensure
robust talent
development and
capacity within each
professional family
regardless of where
staff are
organizationally
mapped.
• A set of protocols is
available to ensure
consistency and
transparency in the
work of Boards and
Councils
Protocols to ensure
consistency
Professional Mapping
to focus on CPD*
Structure
• A three-tiered
Career & Talent
Governance
Structure to
compliment existing
management teams
Broader representation
to ensure inclusion
* Continuous Professional Development
23. Build
pipelines for
succession
Talent
Brokers
• Meet with all Talent
Brokers to share
information on best
practices, strategic
priorities, status of
activities, and talent
needs.
• Ensure feedback is
conveyed on staff
from Boards/
Councils to
managers,
management teams,
and other Boards/
Councils.
• Partner with other
Talent Brokers and
Leaders in their
Cluster or OPCS to
become aware of
future openings,
development
opportunities, and
work program needs.
• Facilitate fair
consideration of staff
in talent pools and
diaspora staff
• Focus on HiPo staff
and develop
knowledge about
their career
experiences and
expertise for their
Talent Board
• Facilitate a systemic
approach for career
experiences through
OTJ learning to
successfully prepare
for future career
movements.
Broker movements
across matrix
Broker staff
development
Broker
communications
Broker: “no-no’s”
• Have decision-
making authority
for staff selections,
placements, or
development
• Provide specific
career guidance
based on Board/
Council
discussions
directly to staff;
unless, it applies
to staff within their
own direct line of
supervision.
25. Speed and agility to deploy staff to
respond effectively to pandemics and
political crises, as well as fragile and
conflict states
Pivot
interventions
to deploy talent
with agility
• Identify talent
pools – ready now
and ready with
development – for
mission critical
roles and source
from these pools
• Transparent
readiness criteria
for key roles
• Building robust
career
experiences by on
the job learning
• Development
centers to build
diversity
• Next assignment
planning
• Succession
Planning
• Batch rotations
Sourcing Talent Developing Talent Deploying Talent
26. “The new career management framework will allow us to
encourage greater knowledge flows across regions and
enhance global experience by better planning and managing
career rotations.”
World Bank’s Vice President for Equitable Growth,
Finance, and Institutions
“Moving sideways – taking lateral career moves – might be
just the right career progression. It’s not about up; it’s about
interesting.”
World Bank’s Vice President of Sustainable Development
Continuous
Partnership
With the focus on Career Management we have achieved a 10% improvement in the
engagement survey in ONE year
