The document discusses the relationship between leadership development, employee engagement, and business performance, emphasizing the importance of leadership skills in driving organizational success. It outlines key challenges and strategies for improving leadership effectiveness, highlighting the financial impact of comprehensive leadership development programs. Additionally, the document underscores the significance of aligning leadership development initiatives with business objectives to enhance organizational performance.

1. BUSINESS IMPACT
RELATIONSHIPSBETWEENLEADERSHIPDEVELOPMENT, EMPLOYEEENGAGEMENTANDBUSINESSPERFORMANCE

2. November 6-7, 2014
ZurichSTRIM GROUP OFCOMPANIESWHO WEARE
Many years of experience
as globally acting senior
executivesin the design and
implementation of strategies
High qualityreferencesas
executivecoacheswitha focus
on sales, marketing, financeand
HR -partlyin international
environments
Scientific foundation, balance
ofinternal andexternalevidence
due tovariousteachingand
researchactivities
Specialistsin SWPand(HR/
Workforce/Sales) Analytics–
partlywiththeinvolvement
ofOutsourcing
Development ofinnovative
businessmodelswitha constant
viewon cultureand
leadership
Empathyin large organizations
connectedwithdown-to-earth-
nessandexpertisein
execution(conventions)
xxx November 7, 2014 2

3. November 6-7, 2014
ZurichKEY CHALLENGESANDSTRATEGIES
The Conference Board: CEO Challenge Report 2014 November 7, 2014 3
Managerial
Leader- ship

4. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTLINKAGESTOBUSINESS IMPACT
In accordance with: Nick Bontis und Jac Fitz-Enz, The Conference Board, Mark A. November 7, 2014 4
Huselid, Brian E. Becker, Richard W. Beatty, J.+P. Phillips
Business Perfor- mance
Resignation
Risk
R2=44,1%
-0,372
Managerial
Leadership
Training
Human
Capital
Relational
Capital
StructuralCapital
Human Capital Effectiven.
KnowledgeGeneration
EmployeeEngage- ment
EmployeeSatisfaction
EmployeeMotivation
Value Alignment
StrategyExecution*
KnowledgeIntegration
KnowledgeSharing
Motivation Risk
FailureandAvailabilityRisk
Occupational
SkillRisk
Integrity
Risk
Alignment
Risk
0,506
0,442
0,530
0,326
0,360
R2=68,2%
R2=28,5%
R2=28,5%
0,751
0,358
0,307
0,475
0,327
-0,337
0,439
0,456
0,429
0,394
0,430
0,285
-0,233
0,262
Retention ofKey People
Human Capital Depletion
EmployeeBehaviorCustomer Impression
Return on Assets
Operating Margin
Revenue Growth
Customer Retention
A compellingPlace toWork
A compellingPlace toShop
A compellingPlace toInvest
Leader- shipSkills & Comp.
Leader- shipBehaviors
Leader- shipDevelop- ment
Leader- shipCulture
Integrity
Global mindset/thinking
engagement
retention

5. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTLINKAGESTOBUSINESS IMPACT–BACKUP Source: Investing in People. Financial Impact of Human Resource Initiatives. Wayne November 7, 2014 5
Cascio and John Boudreau. P. 283 ff.
Business Perfor- mance
Resignation
Risk
R2=44,1%
-0,372
Managerial
Leadership
Training
Human
Capital
Relational
Capital
StructuralCapital
Human Capital Effectiven.
KnowledgeGeneration
EmployeeEngage- ment
EmployeeSatisfaction
EmployeeMotivation
Value Alignment
StrategyExecution*
KnowledgeIntegration
KnowledgeSharing
Motivation Risk
FailureandAvailabilityRisk
Occupational
SkillRisk
Integrity
Risk
Alignment
Risk
0,506
0,442
0,530
0,326
0,360
R2=68,2%
R2=28,5%
R2=28,5%
0,751
0,358
0,307
0,475
0,327
-0,337
0,439
0,456
0,429
0,394
0,430
0,285
-0,233
0,262
Retention ofKey People
Human Capital Depletion
EmployeeBehaviorCustomer Impression
Return on Assets
Operating Margin
Revenue Growth
Customer Retention
A compellingPlace toWork
A compellingPlace toShop
A compellingPlace toInvest
Leader- shipSkills & Comp.
Leader- shipBehaviors
Leader- shipDevelop- ment
Leader- shipCulture
Integrity
Global mindset/thinking
engagement
retention
The logicoftalent-developmenteffects
Source: Investingin People. Financial Impact ofHuman ResourceInitiatives. Wayne CascioandJohn Boudreau. P. 287

6. LEADERSHIP DEVELOPMENTWHYUSEIMPACT ANDROI ANALYSIS?
REACTIVE
►Show contributions of selected programs
►Justify/defend budgets
►Identify inefficient programs that need to be redesigned or eliminated
PROACTIVE
►Aligns learning to business needs
►Earn respect of senior management / administrators
►Improve support for projects
►Enhance design and implementation processes
►Identify successful programs that can be implemented in other areas
►Earn a “seat at the table”
November 7, 2014 6

7. November 6-7, 2014
Zurich
LEADERSHIP DEVELOPMENT
WHAT NOW
November 7, 2014 7
63%
of leaders rated the quality
of their organization´s
development program
as poor or very poor
of HR professionals
view their organization´s
leaders as high quality
of leaders are considering
themselves highly effective
in leading across countries
and cultures
of leaders say that senior
management is not involved
enough in their development
25%
34% 46%

8. November 6-7, 2014
Zurich
LEADERSHIP DEVELOPMENT
LEADERSHIP READINESS
25%
of organizations
report their leaders
are not VUCA-capable
Organizations whose leaders
are VUCA-capable are three
times more likely to have
financial performance
commensurate with the
top 20 percent.
3X
1
Managing and
introducing change
2
Building consensus
and commitment
3
Inspiring others toward a
challenging future vision
4 Leading across generations
November 7, 2014 8

9. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTLEADERSHIPDEVELOPMENT EXPERIENCES
On-the-
Job
Learning
Learning
from
Others
Formal
Learning
70 : 20 : 10
50 : 30 : 20
1
Mentoring
2
Action learninginitiatives
3
Rotationalprograms
4
International assignments
5
Executive coaching
6
Informal coaching/feedback
7
Participationin taskforce
November 7, 2014 9

10. November 6-7, 2014
Zurich
LEADERSHIP DEVELOPMENT
LEADERSHIP SKILLS & COMPETENCIES
33%
of organizations are currently
focused on developing their
leaders´ ability to foster
innovation
Organizations that have been
focussing on developing these
skills, and whose leaders are
now more effective, are three
times more likely to rank in the
top 20 percent for financial
performance.
3X
1 Integrity
2 Global thinking/mindset
3 Leading change
4 Retaining/developing talent
5 Influence
6 Collaboration
7 Self-awareness
November 7, 2014 10

11. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTLEADERSHIPBEHAVIORS
Therearestrong links betweenseveralSkills & Competenciesandthreeoutcomes:
1
Engagement
2
EmployeeDevelopment Focus
3
Retention
Leader- shipBehaviors
Leader- shipSkills & Comp.
November 7, 2014 11

12. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTTHE ROI PROCESSMODEL
November 7, 2014 12

13. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTTHE ROI V MODEL
Source: Jack Phillips, Patricia Pulliam Phillips, Rebecca L. Ray: Measuring Leadership November 7, 2014 13
Development. Quanify Your Program´s Impact and RoI on Organizational Performance, 2012.

14. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTLEADERSHIPCULTURE
►Decentralized teams as a driver of creativity, collaboration and change
►Leadership used for identity formation, team coaching and empowerment
MaturityLevel 3
MaturityLevel 2
MaturityLevel 1
3
2
1
►self-organizing networks as a favored model for the future
►Use of social media
►Transformation to enterprise 2.0
►attractive vision and agreed binding guidelines -increasing volatility, decreasing predictability
►Leadership used for the definition of basic conditions and learning the contexts of meaning
►Embedding of corporate activities in a stabilizing canon of values
►Ability to cooperate has priority over the sole return fixation
►Personal commitment is associated with esteem, decision- making autonomy and ownership
►Value orientation of an solidary stakeholder action
►Executives strive for a paradigm shift in leadership culture
November 7, 2014 14

15. November 6-7, 2014
Zurich
LEADERSHIP DEVELOPMENT
LEADERSHIP INDEX METRICS
Source: PwC Saratoga. Managing people in a changing world. Key trends in human capital, a November 7, 2014 15
global perspective, 2010.

16. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTBUSINESS IMPACT
Leadership developmentpracticesaffecttheorganization´sfinancialperformance.
November 7, 2014 16
Financial Impact
Leader- shipSkills & Comp.
Leader- shipBehaviors
Leader- shipDevelop- ment
8,8x
7,4x
6x
9x
Business Perfor-mance

17. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTSUCCESSFACTORS(1/2)
►Aligntheprogramtobusinessmeasuresin thebeginning
►Identifyspecificbehaviorchangesneededforthetargetaudience
►Identifylearningneedsforthetargetaudience
►Establishapplicationan dimpactobjectivesforLD programs
►Involvetherightpeopleat therighttime
►Design leadershipdevelopmentforsuccessfullearningandapplication
►Create expectationstoachieveresultsandprovidedata
►Addressthelearningtransferissueearlyandoften
November 7, 2014 18

18. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTSUCCESSFACTORS(2/2)
►Establishsupportivepartnershipswithkeymanagers
►Select theproper datasetsforthedesiredevaluationlevel
►Builddatacollectionintotheprocessandpositionitasan applicationtool
►Alwaysisolatetheeffectsoftheprogramon impactdata
►BeproactiveanddevelopimpactandROI analysesformajorprograms
►Usedatacollectedat different levelsforadjustmentsandimprovements
November 7, 2014 19

19. November 6-7, 2014
ZurichLEADERSHIP DEVELOPMENTCORE STATEMENTS
►Establishorreinforcethebusinesscaseforprioritizedandhigh-quality leadershipdevelopment.
►Achievingimprovedleadershipskills& competenciesandleadershipbehavior– leaderengagement/retention–alongwiththeresultingfinancialimpactwill bemuchmorechallengingwithoutan integratedandsolidlyreinforcedstrategyforleadergrowth.
►Measuretheeffectivenessofcurrenttalentprogramswitha focuson improvingthetop 3-4 leadershipskills& competencies. The moreengaged, developed, andempoweredyourleadersare, themoretheycanhelpdrivebusinessoutcomes.
►Directyourorganization´seffortstowardfuture-focusedandbusiness-centricanalyticsthatgenerateforesightabouttalentgapsanddrivetalentalignmentwithstrategicgoals.
November 7, 2014 20

20. November 6-7, 2014
ZurichCONVENTIONS2015MOTTO: „ANALYTICS MEETSEXECUTION“
Talent Relationship Management: May 21
Human Capital Analytics: October15
Talent Relationship Management : June 11
Human Capital Analytics : October29
Talent Relationship Management : June 25-26
Human Capital Analytics : November 5
November 7, 2014 30

21. YOURCONTACTPERSON
►President and CEO at STRIMgroupAG in Zurich http://www.strimgroup.com
►Senior Fellow Human Capital at The Conference Board in New York http://www.conference-board.org
►Associate Professor at HTWG Constance / LCBS –MBA in Human Capital Management http://www.lcbs.htwg-konstanz.de
►Selected professional positions:
►Global Head of HR Analytics at Deutsche Bank AG, and
►Senior Manager hrsat PricewaterhouseCoopers AG.
845 Third Avenue
New York, NY 10022-6600
Phone: +49 (0)172 7590 688
volker.mayer@conference-board.org
Gütschstrasse22CH-8122 Binz (Zurich)
Phone: +41 (0)43 366 05 58volker.mayer@strimgroup.com
November 7, 2014 21