Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?

1. Where are tomorrow’sleaders today ? Marc Timmerman, in associationwith Hudson Europe CIPD EE Conference Nov 26th 2010 Dublin Copyright of Marc Timmerman, 2010

2. The Mosquito & the Nudist Colony

3. Anno 2009

4. What kept our Leaders awake in 2009 ? Engaging & Retaining Talent while Right-Sizing Source : Hudson Research, 2009

5. Anni 2010-2011

6. A Tsunami of peopleleaving …

8. 1 out of 4 high potentials is considering leaving their employer. (Source : HBR, May 2010)

9. This year staff attrition could cost the UK economy in excess of £1 billion. (Source : The Grapevine, Feb 2010)

10. The Hudson Talent Engagement Survey Results indicate an average of ‘weak’ contracts between 30 & 50% in Europe in H1 2010. (Source : Hudson)

11. Multiple external surveys in Europe indicate that there could be an employee turnover as high as between 40-60% in 2010 as economies slowly recover.Copyright of Marc Timmerman, 2010

12. Ready to play Musical Chairs ?

14. Should I Stay or Should I Go ?(The Clash, 1982) Make Buy vs Change Stay vs Employer Psychological Contract Employee

15. The Business Case for Employee Engagement 2. HIGH PERFORMANCE & RETENTION 1. ENGAGED & MOTIVATED EMPLOYEES EASIER SAID THAN DONE 3. POSITIVE CUSTOMER EXPERIENCE 4. POSITIVE SHAREHOLER RETURNS

16. Factors affecting Engagement Research carried out by Purcell et al (2003) established that the key policy and practice factors influencing levels of employee engagement were: received training last year; are satisfied with career opportunities; are satisfied with the performance appraisal system; think managers are good in people management (leadership); find their work challenging; think their firm helps them achieve a work-life balance; are satisfied with communication on company performance Source: A handbook of HRM Practice by M. Armstrong (2003)

17. What are the New Leadershiprequirements ?

18. Leadershipoldstyle ?

20. ‘As the basic unit of an organization is the role rather than the person in it, the organization is maintained in existence, sometimes over a long period of time, despite many changes of members’ (Statt, 1991)

21. A Company Culture is Shared Values and Beliefs that underlie a company’s identity.“The story of the Monkeys & the Banana tree”

23. Structure

25. Culture

26. PoliticsA systemic view on an organisation

27. Developing the Leaders of the Future& the Box of Pandora

28. Think Long-Term at the Crossroads of Succession & Talent Management Talent Management Hipo Management Succession Management Maximum deployment of resources required for attracting, selecting, developing and retaining talent. “Mapping” of in-house talent (in all layers of the organisation) based on current performance and potential growth. Identify and develop in house talentwith the potential to grow into a leadership role into the type of leadership needed in the future, going on the organisation’s strategy. Develop future leaders by mapping out which succesful managers qualify for which growth path, and by grooming them towards this function in order to assure success in assuming the role. Combination of both practices Copyright of Marc Timmerman, 2010

29. The biggest injustice is the equal treatment of people who are not the same

31. Is very time conscious

32. Shows independence

33. Has a high level of commitment

34. Has a phenomenal amount of energy

35. Shows a vibrant sense of creativity

36. Strives for continuous improvement

37. Gives sharp remarks

38. Shows willpower

39. Varying interest in teamwork

40. Gives a demanding impression

41. Puts the job before everything

42. High intelligence

43. Has a broad thinking style

44. Is part of the dominant coalitionSources: Organizational Dynamics (1986), Human Resource Management, (1998), National Productivity Review (1989), Journal of Management Development (2003)

46. Arrogance

47. Self-glorificationMid Career characteristics Copyright of Marc Timmerman, 2010

48. IQ + EQ + LQ = Top Talent Copyright of Marc Timmerman, 2010

49. Clusters of Critical HiPo CompetenciesResearch done by the Free University of Brussels, 2004-2005 Through Principal Factor Analysis a cluster of three Meta-competencies was detected explaining 70% of variance Source: The Journal of Management Development (2003)

50. The Critical Competencies for Future Executives Prof Paul Evans (InSead) : The Leadership style of the Future : “The Understated Leader” Prof Manfred Kets De Vries (InSead) : The Leader of the Future has the ability to create a company culture and being the glue of the team: Community: creating an environment of mutual support, respect and collaboration Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous learning, creativity, excitement and humor Meaning: providing a meaning for the society as a whole: putting things in perspective Thus creating the possibility of growing a Sense of Belonging Source: Journal of Human Resource Management (2003)

51. The Pixar Story Pixar’sOperatingPrinciplescanbedistilled down to 3 principles. Everyonemust have the freedom to communicatewithanyone. 2. Itmust be safe foreveryone to offer ideas. 3. We must stay close to innovations happening in the academiccommunity.

53. "Equallytough is gettingtalentedpeople to workeffectivelywithoneanother. Thattakes trust and respect, which we managers can'tmandate; they must beearned over time. What we can do is construct an environment thatnurture'strusting and respectfulrelationships and unleasheseveryone'screativity.”

54. “Ittaughtusan important lesson in the primacy of people over ideas: Ifyougive a goodidea to a mediocre team, they’llscrewit up; butifyougive a mediocre idea to a great team, theywilleitherfixitorthrowitaway and come up withsomethingthatworks.”

56. Leaders are made

58. leading people

59. leading a complex and changing business

60. steering towards the future

61. Some of the leadership gaps HR is expected to fill :

62. Listen to the voice of your Talent, give them practical growth opportunities, take a risk with them.

63. Create an atmosphere at the top that offers protection and allows people to make mistakes.

64. Create possibilities for Baby Boomers to understand Generation Y

65. To Walk the Talk !Copyright of Marc Timmerman, 2010

66. Preferred Leadership Style Source : Hudson / Vlerick Hipo Research Study, 2006

67. Offering Of Development Practices For HiPo’s Top 5 regarding “Perceived Effectiveness”: Starting-up new projects Mentoring & Receiving opportunities to make mistakes Having a high degree of autonomy Having a talented boss Learning from talented people Source : Hudson / Vlerick Hipo Research Study, 2006

68. The Functions Of Mentoring Career Functions : Sponsorship Coaching Protection Challenging Assignments Exposure and visibility Psycho-Social Functions : Role modeling Counseling Acceptance and Confirmation Friendship “The most conspicuous difference between star and nonstar women is access to a supportive mentor.” Source: Kathy Kram, Mentoring at Work

70. Career Management Final Admission Assessment Senior Mgmt Development Centre Junior Mgmt Development Centre Young Graduate Assessment BUYING SUPERSTARS 80 / 20 rule Top Exec Track T E S T I N G Senior Mgmt Career Track Experienced External Influx Controlled ZigZag Management Period Junior & Mid Career Zero- Measurement Period Entry Level

71. Developing the NextGeneration of Leaders

72. The potential effect of increasing women’s employment

74. The number of women in executiveroles overall is – slowly – growing:

75. 8% in 2004

76. 8.5% in 2006

77. 9.7% in 2008(European Professionals Women Network, 2008)

82. What you told me it was going to be like to work here is like it really is; and

83. It aligns with what I’m looking for from an employerOne of Our Biggest Challenges on a short term is that we will have to be many things to many individuals. Copyright of Marc Timmerman, 2010

85. Leaders serve and sacrifice themselves

86. The Best Leaders develop others

87. “We all need loving critics”

88. Making mistakes is human

89. “You can’t plan to be courageous, but you can choose it”Management is DOING THINGS RIGHT Leadership is DOING THE RIGHT THINGS Copyright of Marc Timmerman, 2010

91. “Leaders should want to be liked”

92. Try to understand others

93. Trust is not an evidence !

94. Provide clarity

95. “Let your people go”Copyright of Marc Timmerman, 2010

96. Curtains !Thankyouforyourattention “The certainty of misery is better than the misery of uncertainty”