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Finding and Developing Emerging LeadersGrow Your Own
Live Tweeting the event? #TaleoEventsFollow-up blog posts can be found here:http://www.taleo.com/talent-management-bloghttp://blogs.ddiworld.com/tmi/
Today’s Presenters:
AGENDA
Leadership matters
Frontline leaders are a top priority
Developing leaders: what the research shows
WHAT Know what you need
WHO Know who you have
HOW Grow them into leaders
The Leader of Tomorrow
The bottom line52%
13%
Financial performance 2.8x
Customer satisfaction 4.6x
Productivity 4.7x
Quality of services 4.4x
Low Leadership Quality
High Leadership Quality
BETTER LEADERS=BETTER RESULTS
Confidenceof Future Business Success
4%
66%
Low Leadership Quality
High Leadership Quality
BETTER LEADERS=MORE CONFIDENCE IN THE FUTURE
Leadership Gaps
Companies say they are finding they don't have
the managers to spearhead new projects or step in
for departing executives, a problem as companies
try to shift into growth mode.
― Leadership Training Gains Urgency Amid
Stronger Economy, The Wall Street Journal
BUT COMPANIES ARE NOT FINDING THE
MANAGERS TO EXECUTE THESE NEW STRATEGIES
Succession 18%Rate Bench Strength Strong
IN FACT, VERY FEW HAVE SUFFICIENT BENCH
STRENGTH TO ENSURE FUTURE SUCCESS
The Numbers are Against Us
65+
› Part-time
› Consulting
55-64
› Experienced leaders
› Leadership prime
› Prepping next gen
35-54
› Experience building
› -2% growth… ouch!
› Pool is way too small25-34 35-44 45-54 55-64 65-74
age of workers
http://hbr.org/2004/03/its-time-to-retire-retirement/ar/1
74+
15%
8%
-10%
52%
30%
21%
And We Can’t Tap Emerging Markets
https://www.mckinseyquarterly.com/Sizing_the_emerging_global_labor_market_1635
Countries in survey:
› BRIC countries
› Eastern Europe
› Asia Pac
› Poland
› Mexico
Of 100 college grads…
› On average 13 hire-able
› Lack of skills, culture fit
› Location to major cities
› Domestic competition
ONLY 13 OF 100 ARE HIRE-ABLE, FAR FEWER ARE LEADERS
Leadership Development
The Critical Human Capital Issues of 2011, Institute for Corporate Productivity (i4cp)
5th European HR Barometer, Hewitt Associates study for European Club for human resources (EChr)
Working Beyond Borders, IBM, 2010 Talent Edge 2020: Blueprints for the new normal, Deloitte, December 2010
#1 ISSUE IN 2010 & 2011 IN THE IC4P STUDY
ISSUE FROM 2010-2012 IN HEWITT
ASSOCIATES STUDY OF EUROPEAN EXECUTIVES
ISSUE IN 2010 & 2011 CHRO STUDIES BY IBM
Focus is on Leadership Development & Retention
Deloitte survey:
› 71% of executives expect to increase the focus on developing high-
potential employees and emerging leaders
› 64% of survey participants plan to increase their focus on accelerated
leadership programs
› 64% have a high or very high fear of losing high-potential talent and
leadership
› 81% of companies with retention plans are increasing their focus on
emerging leaders
Source: Talent Edge 2020: Blueprints for the new normal, Deloitte, December 2010
THERE IS CLEAR BUSINESS RECOGNITION OF THE
NEED FOR FRONTLINE LEADERS
Interactive: What are the top predictors of leadership success?
› Competencies
› Previous experience and knowledge
› Personal attributes
› Alignment with organizational goals / direction
› Alignment with organizational culture
› Similarity to existing successful leaders
SAMPLE SUCCESS PROFILE: Frontline Sales Manager
What people KNOW
› Core Product
Knowledge
› Knows strategic
selling principles
What people HAVE DONE
› Led a team of sales
associates
› Held Budget
Responsibility
What people CAN DO
› Customer Focus
› Raising the Bar
Who people ARE
› Enjoys being
responsible for
achieving difficult
sales targets
› Continuous Learning
Managing Relationships Competency and Key Actions
Managing Relationships. Understanding and meeting the personal needs of
individuals in order to build trust, encourage two-way communication, and
strengthen relationships.
› LISTENS AND RESPONDS WITH EMPATHY—Acknowledges others’ feelings and
circumstances when they express emotion verbally or nonverbally.
› MAINTAINS OR ENHANCES SELF-ESTEEM—Shows others that they
are valued by acknowledging their contributions, successes, and skills.
› ASKS FOR HELP AND ENCOURAGES INVOLVEMENT—Leverages others skills and
gains their support by asking for their ideas and opinions.
Connecting to Organizational Goals and Objectives
› What strategies are driving the business?
› Is the organization expanding into new markets requiring managers to have
global acumen?
› Is it trying to instill a service culture or a heightened customer focus?
› Is the company in an established industry or a fast-growing one?
› Is the company moving toward increasing numbers of virtual teams and
workers, or is there an increasing focus on talent density in a geographic
area?
R&D strategies in emerging economies: McKinsey Global Survey results, McKinsey Quarterly, April 2011
Hiring Failures:
1 in 3vs
1 in 472%
63%
28%
37%
External
Internal
Success Failure
HR
WHAT’S THE BUSINESS IMPACT OF 9% IMPROVEMENT
IN LEADERSHIP HIRING?
Internal Hires are Better Hires
Internally promoted leaders have 50% faster time to productivity
Internal leaders are respected more than external leaders
Higher percent of external hires in middle management results in higher
turnover and higher absenteeism
―Rock star‖ hires rarely have the impact you expect
› Star Wall St. analysts who change firms almost inevitably crash and burn
› As much as 90 percent of the information employees take action on comes
from people in their network
› Often rock star success is situational, highly dependent on
network, culture, and reputation within a particular organization
Grow Your Own CEO, Taleo Research
IBM Enterprise Business Services Study
Rob Cross -- http://www.robcross.org/pdf/roundtable/high_performer_networks_and_traps.pdf
SOCIOECONOMIC PRESSURES ARE ―FORCING‖
ADOPTION OF BEST PRACTICES
62%
Source: DDI’s Finding the First Rung
I felt ―prepared‖
42%
The transitionwas ―easy‖
© Development Dimensions Int’l, Inc., MMXI. All rights reserved.30
Top 10 Situations New Managers Aren’t Ready For
Reprimanding an underperformer
Firing someone
Going from co-worker to boss
Learning the ropes
Dealing with senior management
Handling customer complaints
HR issues such as sexual harassment
Coaching or managing others
Resolving conflicts
Layoffs
Source: DDI’s Finding the First Rung
© Development Dimensions Int’l, Inc., MMXI. All rights reserved.31
Managing
Relationships
3
Guiding
Interactions
4
Coaching for
Success
4
Coaching for
Improvement
2
Influencing
5
Scenario #1
Chen needs to lead an experienced, high-
performing team.
Is he a good fit?
Managing
Relationships
3
Guiding
Interactions
4
Coaching for
Success
4
Coaching for
Improvement
2
Influencing
5
Scenario #2
Chen needs to lead a team characterized by
a history of under performing.
Is he a good fit?
Managing
Relationships
3
Guiding
Interactions
4
Coaching for
Success
4
Coaching for
Improvement
2
Influencing
5
Scenario #3
Chen needs to lead a team in EMEA. What
else might you want to know?
› What if Chen’s job history showed several years of
experience in EMEA?
› What if Chen’s profile showed a willingness to relocate?
Managing
Relationships
3
Guiding
Interactions
4
Coaching for
Success
4
Coaching for
Improvement
2
Influencing
5
Scenario #4
Chen needs to lead a team where morale is
low and disengagement is high. What else
might you want to know?
› What if Chen’s performance review information indicated
motivation as a strength?
› What if Chen had outside experience as a coach or
motivational speaker?
Managing
Relationships
3
Guiding
Interactions
4
Coaching for
Success
4
Coaching for
Improvement
2
Influencing
5
Final Scenario
Chen needs to lead a team with weak political
ties to related departments. What else might
you want to know?
› What if Chen showed an internal job history of overcoming
challenging political situations?
› What if Chen had strong connections to key influencers in
other departments?
Employee Talent Intelligence Foundation
› Full employee job history including roles, companies, self-identified
experiences and areas of expertise
› Employee career ambitions and core HR data: role, compensation, job
code, willingness to relocate, location, manager
› Deep performance reviews that include support for peer reviews, matrix
review models, and real-time reviews
› Learning history, certifications, and real-time updating of
skill, competency, and expertise profile
› Professional relationships, organizational connections, links to
partners, suppliers, customers, analysts, trade groups etc…
› Development plans, succession plans, potential, flight risk
KNOW YOUR PEOPLE, GROW YOUR BUSINESS
Translates to Organizational Talent Intelligence
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Performance Plans Aligned to Goals
Succession Bench Strength
Top Performers NOT on succession plans
Risk of loss for critical employees/positions
Top performers with NO career path
Competency/skills gap analysis
Important or Very Important Access to Reliable Data
Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010
<25% HAVE ACCESS TO PEOPLE INSIGHTS
MOST ORGANIZATIONS LACK KEY INFO ON EMPLOYEES
WHEN THEY HAVE IT, MANAGERS DON’T
21%
89% have at least
ONE Blind Spot
9%
14%
9%11%
22%
15%
© Development Dimensions Int’l, Inc., MMXI. All rights reserved.43
Source: DDI’s Finding the First Rung
NUMBER OF BLIND SPOTS
54 6-720 1 3
44
67%“My manager and I have NOT
agreed to a specific, written
development plan.”
Source: DDI’s Finding the First Rung
© Development Dimensions Int’l, Inc., MMXI. All rights reserved.48
Source: DDI’s Finding the First Rung
My manager has the knowledge and tools to support my development.56%
I get sufficient feedback about my performance.49%My manager is committed to my development.46%
―I’m all alone.‖
The Role of the Manager
• Listen openly
• Ask questions that lead to self-discovery
• Discuss potential barriers & challenges
• Help identify application opportunities
• Offer support and encouragement
Leadership Done Right Impacts the Bottom Line
Relationship between management development and Profit / FTE
= Assessments, Targeted Personal
Development Focus
Orientation
Kick Off
FO
RM
AL
LE
AR
NIN
G
APRIL-JUNE JULY-SEPTEMBER OCTOBER-DECEMBER JANUARY-MARCH
Action Learning
Core Curriculum 3
Building High-Performing Teams
Driving Innovation
Supporting Leadership Development
2 days
Action Learning
Action Learning
COACHING
Development
Planning
Meetings
(DDI
Coach, Boss, M
entor)
= Core Curriculum= Action Learning
& Ongoing Development
Job Growth Experiences
INF
OR
MA
L L
EA
RN
ING
, F
EE
DB
AC
K,
AN
D
ON
-TH
E-J
OB
EX
PE
RIE
NC
E
= Learning 2.0 components
Manager/Sr. Leader Kick-Off Webinar
Wikis: Tying leadership
skills to business
outcomes – how do they
link together?
Discussion Board: Participants seek
feedback from BU
leaders on ideas,
best practices
Leadership Development Now Reflects Reality
Core Curriculum 1
Challenges of Transitions
Mastering EQ
Influencing
Courage
3 days
Core Curriculum 2
Cultivating Networks & Partnerships
Making Change Happen
Learning through Transitions
3 days
COACHING
COACHING
ONGOING FEEDBACK AND SUPPORT
Leader Blog: What leadership means to participant, how they
will use new skills
•Assessment:
360 and
personality
Inventories
•Prework
•Action Learning
Kickoff
Development
Planning
Meetings
(DDI
Coach, Boss, M
entor)
Repeat 360
to Assess
Behavior
Change
Interactive: Discussion
› What are some of the ways you develop emerging leaders today?
› What’s working?
› What isn’t working? challenges
Leadership Development:What works today, may
not work tomorrow
NOW THAT WE HAVE THE INFRASTRUCTURE IN PLACE,
WHAT IS IT THAT LEADERS NEED TO BE LEARNING?
Top Five Past
Critical Skills
1. Driving & managing change
2. Executing organizational strategy
3. Coaching & developing others
4. Making difficult decisions
5. Improving employee engagement
1. Driving & managing change
2. Identifying/developing future talent
3. Fostering creativity & innovation
4. Coaching & developing others
5. Executing organizational strategy
Top Five Future
Critical Skills
Top FiveFuture
Critical Skills
1. Driving & managing change
2. Identifying/developing future talent
3. Fostering creativity & innovation
4. Coaching & developing others
5. Executing organizational strategy
Summary
› Leadership is critical to business success.
› Emerging leaders are a lynchpin to optimizing talent and building long-term
leadership capability in the organization.
› Organizations are not developing this group of leaders very effectively.
› Key elements to successful development of emerging leaders include:
› Identification of existing talent
› Identification of ―ideal‖ talent profiles based on org goals and exemplars
› Development programs that include a variety of training modalities
› Tailor the mix of training to the person and the org
› Look for leadership characteristics not just for today, but tomorrow too.