ddi leadership audit (india highlights)
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It is compilation of the DDI annual audit of leadership done for India.TRANSCRIPT
GLOBAL LEADERSHIP FORECAST2008|2009INDIA HIGHLIGHTS> D Rajiv Krishnan > Richard S. Wellins, Ph.D.
IND_Hilights0809_CV:Highlights Cover 2/3/2010 2:37 PM Page 1
GLOBAL LEADERSHIP FORECAST 2008|2009INDIA HIGHLIGHTS> D Rajiv Krishnan > Richard S. Wellins, Ph.D.
A Welcome from DDI IndiaWe are pleased to present this profile of the current status of
leadership and leadership development within the India business
community. This report grew out of a larger study, the GlobalLeadership Forecast 2008|2009, the fifth in DDI’s research series on
global leadership issues and practices. The results presented here
contrast the responses from HR professionals and organizational
leaders in India with their counterparts on the world stage.
This research could not be more timely. As organizations extend their
reach around the globe and the pace of work life quickens, leadership
has become an increasingly complex and demanding responsibility.
Worldwide, executives in the study identified improving and leveraging
talent as their top business priority. Never before has the development
of the highest-quality leaders been more important to organizational
success.
The current Global Leadership Forecast and this report address
several issues in addition to the state of leadership today. What’s
working and what’s not in developing tomorrow’s leaders? How are
organizations managing their leadership pipeline and successions?
How well are managers prepared to lead across national borders?
Although no single approach to leadership development is right for
every organization or every country, DDI believes that there are sound
practices that work in most situations. We are confident that this
report will offer you new ideas and insights into leadership
development. Hopefully, it will also stimulate your own ideas about
ways that you can significantly enhance the capabilities of the leaders
in your organization.
D Rajiv Krishnan, Managing Director, DDI India
IND_Hilights0809:Highlights 2/3/2010 2:33 PM Page 1
2 India Highlights
ABOUT DDIIn today’s grow-or-die marketplace, having the right
talent strategy is crucial for an organization’s success.
Development Dimensions International will help you systematically and
creatively close the gap between today’s talent capability and the people
you will need to execute tomorrow’s business strategy.
We excel in two areas:
• Designing and implementing selection systems that enable you
to hire better people faster.
• Identifying and developing exceptional leadership talent critical
to creating a high-performance workforce.
DDI is all about giving you the kind of business impact you want over the
long term—that’s what we call realization. The work we do together is
tied to your organization’s strategies and becomes part of your business
and your culture.
Additionally, if your business is multinational, DDI has the kind of global
resources you need to implement your talent initiatives effectively and
consistently worldwide.
© Development Dimensions International, Inc., MMX. Pittsburgh, Pennsylvania. All rights
reserved under U.S., International, and Universal Copyright Conventions. Reproduction
in whole or part without written permission from DDI is prohibited.
IND_Hilights0809:Highlights 2/3/2010 2:33 PM Page 2
CONTENTS4 STUDY PARTICIPANTS
5 LEADERSHIP TODAY
5 Business Priorities
6 Evaluating Leaders
6 DEVELOPING LEADERS
6 Evaluating Leadership Development
Programs
7 Development Methods
8 Executing Leadership Development
Programs
9 HIGH-POTENTIAL LEADERS
9 Identifying High-Potential Leaders
9 Evaluating High-Potential Development
Programs
10 Executing High-Potential Development
Programs
11 Succession Planning
12 MULTINATIONAL LEADERS
12 Identifying Multinational Leaders
12 Treatment of Multinational Leaders
13 CONCLUSIONS AND RECOMMENDATIONS
14 APPENDIX
14 Demographics
15 About the Authors
15 Acknowledgments
3
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 3
STUDY PARTICIPANTSThis report is based on survey responses from 966 human resource
professionals and leaders based in India. One HR professional filled in a
survey for each organization or major organizational business unit. The
HR professionals invited representative samples of their organization’s
leaders to complete leader surveys. Respondents from India are
compared in this report to the total group of HR professionals and leaders
from 76 countries in the Global Leadership Forecast (see Table 1).
The organizations in India were slightly smaller on average than those in
the global sample; that is, there were more small organizations (1,000
employees or less) and fewer medium-sized and large organizations (see
Figure 1). Most organizations (70 percent) were multinationals (i.e., they
owned, operated, or had affiliate offices in multiple countries); in the
global sample, 61 percent were multinationals.
The India sample differed from the global average with respect to
leaders’ management level. There were fewer first-level leaders and
more senior-level leaders in the India sample (see Figure 2). Additional
information about the organizations and leaders in India is in the
demographics section of this report.
4 India Highlights
Sample Size
India GlobalHR Professionals 38 1,493Leaders 928 12,208TOTAL 966 13,701
10,001 or more
1,001 to 10,000
1 to 1,000
GLOBAL
10,001 or more
1,001 to 10,000
1 to 1,000
INDIA
34%
18%
47%
24% 38%
39%
FIGURE 1 Organization Size
INDIAExecutive-level
First-level
Senior-level
Mid-level
GLOBAL Executive-level
First-level
Senior-level
Mid-level
13% 15%
35%
36%
10%
27%
37%
26%
FIGURE 2 Management Level of Leaders
TABLE 1
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LEADERSHIP TODAYBusiness PrioritiesLeaders were asked to identify the most important
business priorities for their organization; they could
select any of the items that applied. We focused
on the perspectives of executives, whose thinking
best represents where their organizations are
headed. Figure 3 lists the items from highest to
lowest priority according to executives worldwide.
The top priorities for executives in India were
growth, improving and leveraging talent, and
improving customer relationships. These
priorities reflect the great need for managing
India’s rapidly growing economy. Few executives
in India considered international presence or
new acquisitions to be high priorities for their
organizations. Given their organizations’ high rate
of growth in recent years, the executives seem to prefer
strengthening the leadership and management of their
organizations than introducing additional uncertainties
through expansion.
The top priorities forexecutives in India were
growth, improving andleveraging talent, and
improving customerrelationships.
5
0% 20% 40% 60% 80% 100%
Improve or leverage talent
Growth
Improve customer relationships/service
Control costs
Improve production/operating efficiency
Identify ways to improve quality
Improve company culture
Define a clear or new company strategyDevelop new technology and/or
processes (innovation)Build new company capabilities
Improve market image or reputation
Enter new marketsExpand or strengtheninternational presence
Manage new acquisitions or mergers
77%75%
79%69%
74%66%
67%64%
58%59%
60%58%
53%57%
47%54%
53%49%
46% 50%
43%
35%
24% 25%
39%
19%
India Global
52%
18%
FIGURE 3 Executives’ Business Priorities
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 5
6 India Highlights
Evaluating LeadersWhen asked to rate the overall quality of leaders in their organization,
slightly more than half of the leaders in India rated them very good or
excellent. The sum of these two ratings was higher than the global
sample (see Figure 4). Figure 4 also shows the percentage of HR
professionals indicating high confidence in leaders’ ability to assure the
success of the organization. Significantly more leaders in India inspired
high confidence among HR professionals than did leaders worldwide.
DEVELOPING LEADERSThis section looks at how organizations in India approach leadership
skills and how well leadership development programs are executed.
Evaluating Leadership Development ProgramsAlmost half of the leaders in India were satisfied with what their
organizations offered to develop their leadership capabilities (see
Figure 5). This proportion was slightly greater than the global norm,
which had declined from DDI’s 2005–2006 Leadership Forecast.Nevertheless, only a little more than one-fourth of the HR professionals
in India gave high ratings to the quality of their leadership development
programs (identical to the global average).
FIGURE 4 Evaluating Leaders
FIGURE 5 Evaluating Leadership Development Programs
hum
anre
sour
ces Confidence in leaders (high)
50%
35%
India
Global
lead
ers
Quality of leaders (very good/excellent)
52%
37%
India
Global
hum
an
reso
urce
s High-quality development programs
29%
29%
India
Global
lead
ers
Satisfied with development opportunities
45%
41%
India
Global
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 6
Development MethodsHR professionals were asked to review a list of
development methods and indicate how often
they used them on a four-point scale ranging
from “not at all” to “extensively.” Figure 6 shows
the average ratings for each method for Indian
and global respondents. The methods are
arranged on a continuum that ranges from
passive, external activities (e.g., reading) to
active methods integral to the job (e.g., special
projects within a job). Leaders in the global
sample typically found the active methods on
the right side of the graph more effective than
the more passive ones on the left.
The organizations in India made slightly more
use of active leadership development methods
than did those in the global study; for example,
they made greater use of moving to a new
position, expatriate assignments, and special projects outside
the job. The only active method that rated higher globally than
in India is special projects within a job.
Organizations in Indiamade slightly more use
of active leadershipdevelopment methodsthan did those in the
global study.
7
3.3
3.1
2.9
2.7
2.5
2.3
2.1
1.9
1.7
1.5
Read
ing
Comp
uter-b
ased
lear
ning
Diag
nosti
c ass
essm
ent
Exter
nal c
oach
Inter
nal c
oach
Form
al wo
rksho
ps
Move
to ne
w po
sition
Ex
patria
te as
signm
ent
Spec
ial pr
ojects
outsi
de jo
b Sp
ecial
proje
cts w
ithin
job
India
Global
Passive Active
Aver
age U
se (4
-poi
nt S
cale)
Ratings by HR professionals
FIGURE 6 Use of Leadership Development Methods
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 7
Executing Leadership Development ProgramsDDI advocates actions in five key areas to assure that a development
program is executed in a manner that will lead to desired business results.
Items relating to each of these five areas—communication, accountability,
skills, alignment, and measurement—were included in the GlobalLeadership Forecast surveys. Respondents indicated whether important
steps to assure sound execution were taken; they rated each item on a
five-point scale ranging from “strongly disagree” to “strongly agree.”
Figure 7 shows the percentage of HR professionals in India and those in
the global sample who agreed or strongly agreed with key questions
around execution. The items are listed in order from the highest to
lowest endorsement by the global sample.
Organizations in India were much better at clearly communicating the
importance of leadership development than others around the world.
They also were more likely to regularly monitor leadership development
programs. In general, these organizations showed stronger execution
of their leadership development programs than the typical organization
worldwide. The exceptions were slightly fewer organizations in India
holding leaders accountable for developing their own skills and negligibly
fewer holding senior managers accountable for leadership development
programs. Overall, their approach should put organizations in India in a
better position to benefit from their leadership development efforts and
help raise the quality of their leaders over time.
8 India Highlights
FIGURE 7 Executing Leadership Development Programs
0% 20% 40% 60% 80%
Aligned with business priorities
Accountable for developing own skills
Clear communication of importance
Aligned with performance management
Managers held accountable
Managers have support tools/knowledge
Consistent deployment across locations
Senior management held accountable
Regularly monitored
Results formally measured
63%60%
53%57%
70%53%53%
52% 50%
49% 47%
39% 42%
37% 34%
35%42%
29% 29%
26%
India GlobalRatings by HR professionals
Percent Agree or Strongly Agree
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 8
HIGH-POTENTIAL LEADERSHigh-potential employees were defined as those designated
by the organization as having the potential to assume high-
level leadership roles and who are put into a special pool.
Typically, these employees are placed in accelerated
development programs to prepare them for their future roles.
Identifying High-Potential LeadersCompared to the worldwide sample, a larger proportion of
organizations in India (61 percent) had a process for identifying
high-potential leaders (see Figure 8). About 4 in 10 leaders in
India identified themselves as being in a high-potential program,
a greater proportion than in the global sample.
Evaluating High-Potential DevelopmentProgramsTwo in five organizations in India (42 percent) had a program
to accelerate the development of their high-potential leaders,
slightly more than the typical organization in the global sample
(39 percent). Worldwide, those in high-potential programs
were much more positive about their development programs
than leaders who were not in such a special group. This was
also true in India (see Figure 9).
othe
r le
ader
s 36%
35%
India
Global
Ratings by leaders
high
- po
tent
ials
Percent high or very high
53%
48%
India
Global
hum
an
reso
urce
s Process to identify high-potentials
61%
50%
India
Global
lead
ers
Leader is a high-potential
41%
25%
India
Global
About 4 in 10 leaders in India identified
themselves being as ina high-potential
program, a greaterproportion than being
in the global sample.
9
FIGURE 9 Quality of High-Potential Development Programs
FIGURE 8 Identifying High-Potential Leaders
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 9
Figure 10 shows a similar pattern for leaders’ satisfaction with their
leadership development offerings. The high-potential leaders in India
and worldwide were significantly more pleased than those who were not
in the special program. Both high-potential and other leaders in India
were similarly satisfied with their development programs as the typical
leader in the global sample.
Executing High-Potential Development ProgramsPerhaps one reason leaders are more satisfied with high-potential
programs is that they perceive them to be much better executed than
programs designed for typical leaders. A comparison of Figure 11 with
Figure 7 (Executing Leadership Development Programs) shows that this
is the case for India as well. With regard to high-potential programs,
organizations in India do a better job than organizations elsewhere of
holding managers and senior management accountable for the program,
consistently deploying programs across locations, and aligning their
high-potential programs with business priorities.
othe
r le
ader
s 37%
37% Global
Ratings by leaders
high
- po
tent
ials
Percent agree or strongly agree
57%
55%
India
India
Global
10 India Highlights
FIGURE 10 Satisfaction with Development Offerings
FIGURE 11 Executing High-Potential Development Programs
0 20 40 60 80
Aligned with business priorities Consistently deployed
across locations Managers accountable
Senior management accountable
Regularly monitored
75%71%
56%49%
63%54%
63%44%
50%49%
India Global
Ratings by HR professionals
Percent Agree or Strongly Agree
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 10
11
As Figure 11 shows, HR professionals in India were much more
positive about the execution of their high-potential programs than
the typical HR representative worldwide. Similarly, the views of
the high-potential leaders in these organizations were also more
positive (see Figure 12). While slightly fewer high-potential
leaders in India had participated in a formal assessment, those
that did reported receiving feedback about their performance and
manager support and having greater alignment in their program
than did high-potentials around the world.
Succession PlanningA high-potential program is often one aspect of an organization’s
succession-planning process. Organizations in India were more
likely to have succession plans for higher-level managers
compared to the average organization worldwide (see Figure 13).
At the same time, organizations in India
were less likely than others to have
succession plans at lower levels. The best
way to assure a qualified cadre of leaders
in the pipeline is to begin at the bottom.
Failure to assure that those with the
greatest potential will rise into the next rung
of management could leave organizations
with a less than optimal pool of candidates
for higher-level positions.
FIGURE 13 Prevalence of Defined Succession Plans
0 20 40 60 80 100
Participated in a formal assessment
Clear communication of importance
Aligned with performance management Manager helps me feel personally
connected to organization Manager is committed to my development
Get sufficient feedback about my performance
Have specific written plan for my development
65%68%
76%69%
81%75%
79%73% 74%
70% 77%
64% 59%
58%
India Global Ratings by leaders
Percent Agree or Strongly Agree
FIGURE 12 Executing High-Potential Development Programs
24%
0
10%
20%
30%
40%
50%
60%
70%
53%
47%
62%
32%
47% 48% 49%
38%
28%
Top-level managers (e.g., CEO, CFO, COO) Multifunction managers Department, function, or project managers First-level functional supervisors (e.g., team leader) Individual contributors (e.g., professionals, frontline)
GLOBAL INDIA
Ratings by HR professionals
Organizations in Indiawere more likely to
have succession plansfor higher-level
managers compared to the average
organizationworldwide.
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 11
MULTINATIONAL LEADERSMultinational leaders were defined as leaders who work on projects,
assignments, or business units that require a great deal of collaboration
with associates in multiple countries. Multinational leaders may be
located outside the home office country (i.e., expatriates) or inside that
country. Multinational leaders include regional, international, and global
leaders. Although national organizations claimed to have a small
proportion of multinational leaders, we focus here on the experiences
of those in multinational organizations.
Identifying Multinational LeadersAmong multinational organizations around the world, only two in five
had a formal process for identifying potential multinational leaders. This
proportion was slightly higher for organizations in India (see Figure 14).
Compared to the worldwide average, a slightly larger percentage of leaders
in India identified themselves as having multinational responsibilities.
Treatment of Multinational LeadersAlthough 44 percent of multinational organizations in India had a process
to identify multinational leaders, only 26 percent had a process to
develop them (compared to 29 percent worldwide).
Half of the multinational leaders in India described their preparation for their
assignments as fair or poor. Although this was better than that reported by
the worldwide sample of multinational leaders (see Figure 15), it is not a
positive finding. Development of multinational leaders appears to be a
universal problem.
12 India Highlights
FIGURE 15 Preparation and Support of Multinational Leaders
FIGURE 14 Identifying Multinational Leaders
hum
an
reso
urce
s Process to identify multinational leaders
44%
40%
India
Global
lead
ers
Leader is a multinational
23%
18%
India
Global
0
20
40
60
80
100
India Global India Global Preparation Support
Poor/Fair Good Very good/Excellent
23%
26%
51%
12%
27%
61%
28%
38%
35%
19%
33%
48%
Ratings by leaders
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 12
Although 44 percent of multinational
organizations in Indiahad a process to identify
multinational leaders,only 26 percent had a
process to develop them.
13
Support for multinational leaders in their assignments was not
much better than their preparation. Once again, the leaders in
India rated their experience better than the typical global
leader, but one-third of leaders calling their support poor or fair
still suggests that this is a problem area that deserves more
management attention.
CONCLUSIONS AND RECOMMENDATIONSThe primary business priorities for organizations in India,
according to their top executives, are growth and improving
and leveraging their talent. Economic developments in India
have put the focus on how to develop and prepare leaders to
manage in the growing economy. The good news is that the
quality of leaders in India and the confidence in them is
higher compared to the global average, but it hardly seems
satisfactory when only half of the leaders in India are rated
as very good or excellent.
The leaders in India were more positive than HR professionals
about their leadership development programs. Nearly half the
leaders were satisfied with their development opportunities, but
only slightly more than one-fourth of the HR professionals rated
development programs as high quality. The methods used to
develop leaders in India differed in only small ways from those
in organizations worldwide. However, organizations in India
might get more from their development efforts because their
programs are executed better. Compared to the typical
organization in the global sample, organizations in India were
more likely to communicate about the importance of leadership
development and regularly monitor their programs—signs of
good program execution that increase the likelihood of positive
results down the line.
High-potential programs in India also were rated more
effective than programs around the world. HR professionals
used processes to identify high-potentials with greater
frequency in India, and slightly more programs were rated
higher in India compared to worldwide. Organizations in India
were particularly adept at holding senior management and
managers accountable and aligning their programs with
business priorities. They also were more likely to have
formal succession plans at top levels, but less likely than
organizations worldwide to have succession plans at lower
levels. Organizations in India would benefit from paying
attention to managing progression from the lower levels if
they want to optimize the quality of their leadership pipeline.
Similar to organizations around the world, organizations in
India also could benefit from more focus on multinationals.
Half of multinationals rated their preparation for global
assignments as poor or fair. Although multinational leaders
in India were more positive about their experiences than the
typical multinational leader elsewhere, over a third of them
rate the support they receive for multinational assignments as
poor or fair. Organizations in India could greatly benefit from
creating and implementing a strong development strategy for
this seemingly forgotten group of leaders.
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 13
APPENDIXDemographicsOrganizations38 Number in sample
Number of Employees
0% 1–10
0% 11–50
0% 51–100
19% 101–200
12% 201–500
12% 501–1,000
19% 1,001–5,000
12% 5,001–10,000
8% 10,001–20,000
8% 20,001–50,000
8% 50,001 or more
Presence in the Global Market
30% National
70% Multinational (own,
operate, or have affiliate
offices outside own
country)
Leaders928 Number in sample
Management Level
15% First-level (supervisor,
team leader, foreman,
etc.)
35% Mid-level (leader of first-
level leaders)
36% Senior-level
(leader/manager of
mid-level leaders)
13% Executive-level (leader in
a policy-making position)
Organizational Tenure
5% Less than 6 months
7% 6–11 months
19% 1–2 years
27% 3–5 years
19% 6–10 years
9% 11–15 years
13% More than 15 years
Age
4% Less than 25
31% 26–35
44% 36–45
15% 46–55
5% 56–65
1% More than 65
Gender
90% Male
10% Female
14 India Highlights
APPE
ND
IX
NOTE: Numbers may not add up to 100 percent because of rounding.
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 14
About the AuthorsRajiv Krishnan is Managing Director of DDI
India. A well-known name in talent management
and leadership training, Rajiv’s knowledge and
experience is sought after by DDI’s clients, such
as Volkswagen, Microsoft, Citibank, Aditya Birla
Group, HSBC, Mahindra, and two of the top four IT service
companies. Rajiv also has helped many DDI clients craft
effective selection and development solutions. Under his
leadership DDI India has completed over 10,000 assessments
and 250 days of leadership training. Rajiv has spoken at
various industry and HR forums and is a frequent commentator
in national, HR, and business media.
Richard S. Wellins, Ph.D., is Senior Vice
President at DDI. Rich is responsible for leading
DDI’s global research programs, launching new
solutions, building strategic alliances, and
executing marketing strategies. During his
tenure at DDI, Rich has authored five books on leadership
and teams and written for more than 20 publications on global
talent management. Rich designs leadership development
programs and provides executive coaching services to
organizations including AXA, Texas Children’s Hospital, and
Nissan Motors.
AcknowledgmentsThis study was a true global effort, and the authors would like to
acknowledge the invaluable contributions of the following people.
Research AdvisorBob Rogers is President of DDI. In addition
to overseeing day-to-day operations, Bob
continues to consult with clients and is a
recognized expert in assessment leadership,
performance management, and organizational
change who presents at major conferences around the world.
In his 30 years at DDI, he has authored and coauthored
numerous articles, monographs, and books, including
Organizational Change That Works: How to Merge Cultureand Business Strategies for Maximum Result and Realizingthe Promise of Performance Management.
15
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 15
International PartnersPhilippe Cavat, Rajiv Krishnan, Elmar Kronz, Vic Magdaraog, Steve
Newhall, Ricardo Padilla, Vina Pendit, Kiyoyuki Takeuchi, David
Tessmann-Keys, Bruce Watt.
Project ManagementJulie Hogan
Participant RecruitmentDwiputri Adimuktini, Malu Arredondo, Mary Ann Buffington, Mark Busine,
Monica Chen, Lorena Contreras, Cheryl de la Porte, Nikki Dy-Liacco,
Andrew Eisenhauer, Barbara Endemann, Denise Flaherty, Ramon
Fontaine, Dylan Gleue, Lisa Han, Kumiko Hashimoto, Rodrigo Infante,
Claudette Johnson, Arati Karve, Michelle Lai, Doris Lam, Dorothy Lo,
Yvonne McGowan, Simon Mitchell, Mary Etta Nader, Stephanie Nam,
Panmanee Ong-Art, Marianne Peterson, Zig Rabara, Dr. Devashis Rath,
Dian Rosdiana, Dr. Arunima Shrivastava, Mehzabeen Sitabkhan, Lily
Sun, Julie Vedrinne, Jane Viehman, Christien Winter, DDI sales and
consulting associates globally.
Research TeamJazmine Boatman, Stephanie Neal
EditorialMike Crawmer, Shawn Garry
Graphic DesignMike Lawley, Susan Ryan, Janet Wiard
Web TeamNoelle Conover, Mark Hamilton
16 India Highlights
IND_Hilights0809:Highlights 2/3/2010 2:34 PM Page 16
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