Developing and engaging leaders is one of the most important initiatives that companies have—it’s also one of the most difficult. Paul Glatzhofer from Select International will share his experiences from the last 10 years of working with Fortune 500 organizations, outlining their key struggles with leadership selection and development. More specifically, you’ll learn… - Best practices in leader selection and development - A new paradigm for leader development and engagement - How are millennials changing the game

1. Selecting, Developing, &
Engaging Leaders at All
Levels

2. 2
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3. Presenter, Paul Glatzhofer
Paul Glatzhofer, M.A. obtained his Master’s degree in
Industrial/Organizational Psychology from Xavier University in 2006. Paul
now leads Select International’s Leadership Solutions vertical. He works
primarily with organizations who are implementing selection and
assessment systems for leaders and executives. His work includes;
project implementation, job analysis, competency and skills validation,
selection system design, applicant tracking, EEOC & OFCCP reporting,
ROI analysis, and ongoing feedback development. Prior to joining Select
International, Paul worked for Global Lead Management Consulting in the
Consulting division where he delivered human resources, leadership,
diversity and inclusion consulting and training.

4. Agenda
1. Why is this important?
2. Best practices in leader selection and development
3. Succession planning and HiPo identification
4. A new paradigm for leader development and
engagement
5. Are millennials changing the game?

5. How can I
ensure I retain
the leadership
talent in my
organization?
RETENTION
Who are the high-
potential employees I
need to retain for the
future?
HIPO IDENTIFICATION
My leaders don’t
have enough
time to develop
or help others
develop.
DEVELOPMENT
How can I
identify and
select the best
leaders?
SELECTION
How can we move
towards a culture of
open feedback and
continuous
improvement?
FEEDBACK
How do we put a future
plan in place for key
leadership roles that are
essential to our business?
SUCCESSION
PLANNING

6. What Keeps a CEO Up At Night?
They don’t
have enough
TIME
$14BILLION
A N N U A L L Y
American
companies spend
on leadership and
development training
C-level Concern?
HUMAN CAPITAL
#1

7. What Keeps a CEO Up At Night?
38%of new leaders
FAIL
in the first 18 months
50%
FORGET
of what they learnnearly
within
Adult learners
2 weeks
FORGET

8. Why Do Leaders Fail?
Ten Fatal Flaws that Derail Leaders, Zenger and Folkman,
2009
• Lack Energy and enthusiasm
• Accept their own mediocre performance
• Lack clear vision and direction
• Have poor judgment
• Don’t collaborate
• Don’t walk the talk
• Resist new ideas
• Don’t learn from mistakes
• Lack interpersonal skills
• Fail to develop others
Looking at 360 degree feedback from over 11,000 senior leaders, those who
failed or were rated in the bottom 10%:

9. Good Leaders Increase Retention
Outstanding leaders
RETAIN
more
Top Talent
than other leaders
Employee
Salary
Bottom Line Cost
to Replace
$100,000
$250,000
$500,000
$250,000
$625,000
$1,250,000
Average Cost
to Replace
a Bad Hire:
2.5x
salary

10. History of Leadership Assessment
WHY
is leadership assessment and development stagnant?
• Manual process with very little
ROI after the leader is hired.
• No pull through to development.
• Difficult to engage decentralized
and remote employees.
• Managers need to spend an
immense amount of time finding
ways to develop their staff.
The Results?

11. Identifying Transformational Leaders
Capable of Developing Others

12. Leader Selection
• Focus should be on…
• Identifying individuals with leadership KSA’s
• Identifying leaders who are capable of developing
• Identifying leaders who are motivated to develop
• Identifying leaders who “fit” into the role/org

13. • Assess managerial
leadership traits (e.g.,
delegation,
coaching, results focus)
• Individual online
assessment
• Automatic reports available
immediately
MANAGER
Hiring
DIRECTOR
Hiring
Leader and Executive
SELECTION
VP/EXECUTIV
E Hiring
• Assess higher level
leadership traits (e.g.,
empowerment, influencing
skills, teamwork)
• Battery of predictive
assessments with an optional
assessor interview
• Selection reports with
interview probes
• Robust assessment battery
assessing VP and C-level
traits (e.g., EI, learning
agility, etc.)
• Assessor interview
integrated into process for
increased prediction
• In-depth selection reports
with interview probes and
coaching recommendations

14. Developing Your Leaders
• Need to think about engaging our leaders in a new way
• Providing tools that can help in the developmental process which
includes real-time behavioral feedback
• Development – on-demand
• Feedback – much more than just once year (e.g., 360)
FORGET
50%
2 weeks
adult learners
of what they learn
nearly
within
FORGET

15. • Targeted based
on individual
assessment
data
• Suggestions by
competency
area
• Development
planning tools
Developmental
REPORTS
Developmental
RESOURCES
Leader DEVELOPMENT and COACHING
Real-Time
FEEDBACK
• Access to over
800 resources in
the learner portal
• Ongoing access
to resources
• Success Coach®
real-time
feedback portal
• Feedback from
Trusted Others
COACHING
• Assessment
debriefs
• Ongoing coaching
calls to develop
IDP
• Ongoing 1-on-1
coaching

16. Succession Planning & HiPo
Identification
• Why is this important?
• Who does it well?
• How do you do it?

17. • Define what drives
performance
• Benchmark against the
traits that differentiate
top leaders
DEFINE
Success
Identify
BENCH
STRENGTH
Succession Planning & HiPo Identification
Develop &
Engage
HiPo’s
• Diagnose the readiness
of your talent pool(3 P’s)
• Understand your current
talent through the use of
assessment
• Assess the “fit” of the
individuals whom you
identified
• Accelerate
development for your
leaders
• Develop and engage
your HiPo’s and other
leaders who need
development

18. Leader Success Profile
*Cognitive ability and learning agility have been shown to be
the single best predictor of job performance regardless of
industry or job level.

19. Are Millenials Changing the Game?
• Most organizations think they
• They are!!!!
• AND…they aren’t!!!
0
20
40
60
Weekly Monthly Quarterly Annually
Millennials
Non-Millennials
How often do you prefer to get
feedback?
Virtually everyone wants feedback
more often than once a year!

20. Leadership Success Programs
Succession Planning
Hi-Po Identification
Identify, develop, and engage future
leaders
Leader and Executive
SELECTION
Identify leaders who are most likely to
succeed
360 & Real-Time
FEEDBACK
Build an on-demand feedback culture
DEVELOPMENT
& COACHING
Provide developmental resources and
coaching

21. Thank you
Please send questions or inquiries to
Paul Glatzhofer
Leadership Solutions Manager
Select International, Inc.
P 412-847-5295
pglatzhofer@selectintl.com