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Managing Leadership Talent Matrix
This document discusses managing leadership talent through a matrix approach covering strategy, recruitment, development, retention, and succession. It outlines key questions to consider in each area and how the company adds value through establishing leadership brands, acquiring best-fit candidates, curriculum development, career path articulation, and assessing talent at all levels. The company works as a strategic partner to transform development, drive initiatives, launch new programs, and acts as an implementation partner to test approaches and drive transfer. It also acts as a content partner to source and customize content to augment existing programs.
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Managing Leadership Talent Matrix
- 1. Managing Leadership Talent SeanKennedy Senior Strategic Relationship Manager
- 2. MANAGING LEADERSHIP TALENT AMatrix View Strategy Recruitment Development Retention Succession Establish Select Right Target Identify Risks and Assess Talent at Leadership Brand Candidates Development Priorities All Levels Move People into Craft Employee Acquire Best-Fit Articulate Tailor Value the Right Value Proposition Candidates Relevance Proposition Opportunities Build Leadership Effectively Build Leadership Articulate Career Actively Manage Pipeline Onboard Skills Paths Transitions Enable Strategic Build Strategic Connect Work with Develop Executive Engage in Strategy Initiatives Literacy Strategy Perspective Link Activities to Accelerate Optimize Turnover Effectively Fill Drive Application Impact Contribution Rates Strategic Roles
- 3. MANAGING LEADERSHIP TALENT KeyQuestions Strategy Recruitment Development Retention Succession What Kind of Who’s Right for the What Skills Do We Who Do We Most Where Are Our Best Leaders Do We Jobs? Most Need? Need to Keep? Leaders? Need? Do Leaders See the Why Would They Are We Hiring What Would Make How Can We Better Value in Work Here? Them? Them Stay? Leverage Them? Development? Where Do We Need Do Leaders Get Off How Do We Foster What Opportunities Do We Help Them Them? to a Good Start? Learning? Are Available? Succeed? What Are the Key Do They Know What Do They Grasp Key Do They Feel Their Do They See the Big Business Issues? the Strategy Is? Strategic Issues? Work Matters? Picture? How Long Before What Needles Are Are They Getting the Where Do We Need Do We Have “A” They Are Truly Up to We Trying to Move? Right Results? to Upgrade? Talent in “A” Roles? Speed?
- 4. MANAGING LEADERSHIP TALENT HowWe Add Value Strategy Recruitment Development Retention Succession Establish Select Right Curriculum Identify Risks and Assess Talent at Leadership Brand Candidates Development Priorities All Levels Move People into Craft Employee Acquire Best-Fit Positioning and Tailor Value the Right Value Proposition Candidates Internal Marketing Proposition Opportunities A Blend of Build Leadership Effectively On- Articulate Career Level-Based Development Pipeline board Paths Programs Experiences Hi-Po and Drive Business Strategy Resource Strategy Focused Action Learning Emerging Leader Strategy Centers Programs Teams Programs Application Tools Link Activities to Transition Optimize Turnover Effectively Fill and Action Impact Programs Rates Strategic Roles Planning
- 5. WHO WE ARE Harvard Business School MBA Program Executive Education Harvard Business Publishing © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved. PAGE 5
- 6. LEADERSHIP DEVELOPMENT ASSTRATEGIC LEVER Leader Organizational Capacity and Engagement Effectiveness Capability STRATEGIC PIVOTAL LEADERSHIP INITIATIVES CAPABILITIES PIPELINE INCREASE REACH AND EFFECTIVENESS WITH BLENDED DELIVERY © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved. PAGE 6
- 7. HOW WE WORKWITH CLIENTS Your Goals Needs Assessment Deliverables Transform leader Executive interviews Program architecture Strategic development Strategy reviews Curriculum design Partner Drive strategic Stakeholder focus Business case initiatives groups Launch new initiatives Stakeholder Program designs Implementation Test innovative interviews Content customization Partner approaches Learner surveys Program management Drive transfer/impact Leaner focus groups Facilitation Source content Content maps Competencies Content Partner Augment existing Assessment data Templates programs Technical assistance Learning objectives © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved. PAGE 7
Editor's Notes
- #6 WHO WE AREHarvard Business Publishing is wholly-owned subsidiary of Harvard University, closely affiliated with Harvard Business School. We serve three markets:Consumer - reaching individual managers through our Harvard Business Review Group;Higher Education – offering cases and e-learning to MBA programs at universities around the world; and, Corporate Learning – bringing leadership development solutions to organizations around the world.We work jointly with our colleagues in Harvard Business School Executive Education, as well as HBS faculty in many client engagements.