mercer webcast global mobility and leadership development · 2020. 3. 1. · • global...
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MERCER WEBCASTGlobal Mobility and Leadership Development21 October 2014
Kate FitzpatrickDavid Deegan
Principal Consultants
London – United Kingdom
MERCER WEBCAST 11
Today’s Speakers
Kate FitzpatrickPrincipal – Senior MobilityConsultant
[email protected]+44 (0)20 7178 5653
David DeeganPrincipal – Leadership andOrganisational Performance
[email protected]+44 (0)791 777 8106
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Agenda
• Global Organisation and Leadership Model
• Exploring the Relationship between Global Leadership Development andMobility Strategy
• Hints and Tips for Aligning Organisation and Global Leadership Strategies
• Summary and Questions
21 October 2014
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Definition of a Global Leader
A Global Leader is one whoanalyses and synthesises data
and strategises and executes plans,while taking cultural and geographical issues into
consideration.
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Global Organisation and Leadership Model
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Global Organisation• Wide geographical reach
• Differentiating product/service range
• Brand known outside operating area
• Responsive to local requirements
• Adaptation is a challenge
• Regulatory variations are a hurdle
• Change is used to strengthen brand
Local versus Global Organisations
Local Organisation• Small geographical focus
• Limited product/service range
• Localised brand recognition
• Uniform operations
• Adaptation creates stress
• Regulatory variations are a barrier
• Change would dilute the brand
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Local versus Global Mindsets
Leaders with a Local Mindset• Resistant to adapting
• Uncomfortable with uncertainty
• Limited and/or stereotyped view ofculture
• Believe that curiosity creates problems
• Ask leading questions to maintainstatus quo
• Aim of reflection is justifying decision
• Preferring to work in comfort zone
• Uncomfortable/uninterested in feedback
Leaders with a Global Mindset• Learned adaptability
• Comfortable with discomfort
• Cross-cultural awareness
• Genuine curiosity
• Respectful questioning
• Honest reflection on experiences
• Constant self-challenge
• Seeks and receives feedback
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GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
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Local / Global Organisation
Globalisation ofOrganisation
GLOBAL - 10
TimeTHREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
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Local / Global Organisation
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Globalisation ofOrganisation
Time
ORGANISATION
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Local / Global Organisation
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Globalisation ofOrganisation
Time
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Local / Global Organisation
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Globalisation ofOrganisation
Time
ORGANISATION
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The Local Leadership Mindset vs Global Leadership Mindset
LeadershipMindset
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
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Global HarmonisationGlobal Organisation ahead of Leaders (eg. rapid expansion or globalintegration without home grown global leaders in pipeline)
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Maturity(Mindset and Org)
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
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ExodusGlobal Leaders ahead of Organisation (eg. downsizing / divesting)
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GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
Maturity(Mindset and Org) ORGANISATION
MINDSET
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InertiaGlobal Organisation ahead of Leaders (eg. long tradition of localmarket focus or resistance to change/growth)
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
Maturity(Mindset and Org)
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AmbitionGlobal Leaders ahead of Organisation (eg. growing the business)
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
Maturity(Mindset and Org)
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AlignmentGlobal Leaders and Organisation aligned at whatever is right for thebusiness
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
Maturity(Mindset and Org)
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Exploring the Relationship between GlobalLeadership Development and Mobility Strategy
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EXECUTIVE
MANAGER
GLOBAL EXECUTIVE
Mercer’s Research on Global Leadership DevelopmentHow companies approach international leadership
GLOBAL MANAGER
GLOBAL EXECUTIVE
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Mercer’s Research on Global Leadership DevelopmentGlobal leadership competencies
Global Skills
Motivate and leadmulticultural teams
Effective networker in newcultural environments
Cultural literacy
Baseline Attributes
Catalyticlearning capability
Sense ofadventure
Entrepreneurial spirit
Culturaladaptability
Global Mindset
Comfort with complexity
Opportunity identification
Systems thinking
Extended time horizon
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GlobalExecutivePassage
Passagefive
Passagefour
Passagethree
Passageone
Passagetwo
BaselineAttributes
GlobalMindset
Fullpackage
GlobalMindset
GlobalSkills
Leadership Pipeline: Charan, Drotter and Noel, 2000New Insights on Global Leadership Development, Mercer 2011
Mercer’s Research on Global Leadership DevelopmentKey learnings: Mobility experience for development along career stages
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Mercer’s Research on Global Leadership DevelopmentHow global leaders develop
International leadership development programme
Internationalassignments
Frequent travel
Multi-culturalteaming
Cultural training
Rotationalassignments
Coaching
Special projects
Mentoring
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Hints and Tips for Aligning Organisationand Global Leadership DevelopmentStrategies
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Validating Your Assessment
• Which picture do I have?
• How do I know it is right?
• What data can I gather to verify the picture?
• What does my picture tell me about the Talent strategy we needto employ?
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Gathering Support
• What is the impact of not doing anything about the picture we haveright now?
• What resistance will we encounter as we try to align?
• Who will be most resistant?
• Who do I need to share the picture with?
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Strategies for Closing the Gap
GLOBAL - 10
THREE YEARS FROM NOWRIGHT NOW
LOCAL - 1
Time
Maturity(Mindset and Org)
MINDSET
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What is Your Talent Strategy?By looking at patterns of entry and promotion throughout the hierarchy,one can tell whether an organisation is prone to buy or build its talent
HIRES
HIRES EXITS
EXITS
EXITS
EXITS
EXITS
EXITS
EXITS
EXITS
EXITSHIRES
HIRES
HIRES
HIRES
HIRES
HIRES
BUILD• Limited hiring at
middle and upperlevels
• Most entry pointsare at lowerlevels—limits touchpoints with themarket
• Focus on promotionto feed upper levelsfrom within
• Diffuse exit points
BUY• Diffuse entry
and exit points• Significant number
of hires at middleand upper levels
• Tend to see morehires thanpromotions
• Many touch pointswith the market
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Interpreting an ILM Map
Promotions
1616
8181
129129
134134
8585
383383
963963
830830
640640
517517
168168 17
49
123
184
227
86
11
72
125
190
312
116
7
6
4
8
5
3
HIRES EXITSCAREERLEVEL
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FemaleFemale Male
1,3821,382 244
1,7881,788 221
886886 331
306306 349
114114 273
1818 95
22 25
Interpreting an ILM Map with Two Dimensions
16% 15%
14%12%
12%5%
9%8%
3%4%
0% 9%
GETTING STARTED WITH METRICS
Average active employees
PROMOTIONS% OF AVAILABLE
NewHires
% ofTotal
100%
33% 67%
43% 57%
49% 49%
55% 49%
66% 34%
72% 28%
Exits % ofTotal
100%
48% 52%
41% 59%
49% 51%
60% 40%
34% 66%
54% 46%
9
8
6
10
7
5
CAREERLEVEL
4
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Workforce StructuresILM map shapes can tell you a lot about a company or divisionalstructure and career flows
PYRAMID DIAMOND BLOCK
GETTING STARTED WITH METRICS
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Identifying Critical RolesCreate a planned mix of experiences and pathways to destination roles
ORGANIZATIONALEXPERIENCES
EXP
ER
IEN
CE
SR
OLE
SD
ES
TIN
ATI
ON
MANAGEMENT EXPERIENCES
INTERNATIONALDIRECTOR
• Destination Roles• Pass through roles• Plateau Roles
MANAGED TO A BOTTOM LINE LED A FUNCTION SIGNIFICANTLY IMPROVEDA BUSINESS PROCESS
SUCCESSFULLY HANDLED ACOMPLEX ASSIGNMENT
SOLD XYZPRODUCTS AND SERVICES
MANAGED PEOPLE
INNOVATEDA NEW APPROACH
USED TECHNOLOGYEFFECTIVELY TO ADDRESS
NEW CUSTOMER NEED
ANALYZED FINANCIALSAND ASSESSED RISK
INCORPORATEDCUSTOMER FEEDBACK TO
IMPROVE PROCESS
MASTEREDCERTAIN SKILLS
CROSS-LOB
CROSS-FUNCTION
CROSS-GEOGRAPHY
WITHIN FUNCTION
?
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Global Leadership DevelopmentEffective Interventions
International leadership development programme
Internationalassignments
Frequent travel
Multi-culturalteaming
Cultural training
Rotationalassignments
Coaching
Special projects
Mentoring
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Summary and Questions
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Successful Inclusive and Strategic HR Collaboration
TALENT MANAGEMENT:Ongoing, inclusive and candid dialog about
skills, aspirations and experiences, andensuring effective global leadership resourceplanning and succession management in an
international context.
RESOURCING:
Structured,objective
recruitmentprocesses and
selectiontechniques to
ensure the rightpeople are
identified as havingglobal leadership
potential.
TOTALREWARD:
An integrated,aligned rewardstrategy whichdifferentiates,segments and
incentivises leadersin critical global
roles, whilst takingaccount of employee
choices.
GLOBAL MOBILITY:
Facilitation of strategic,inclusive and compliantdeployment of globallymobile staff, enabling
global leadershipdevelopment in line with
business strategy.
PERFORMANCE MANAGEMENT:
The core business process forcommunicating expectations, assessing
performance and moderating peer groups in away that supports your global leadership
development strategy.
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Further questions to ask yourself and the organisation
• How visible is the current global leadership development strategy?
• Are there clear and logical connections between the organisation’s strategyleadership strategy, and the global mobility strategy?
• Is every overseas assignment a proactive learning opportunity for ourleaders?
• Does every leader know how their development during an overseasassignment will have an impact on the bottom line?
• Is effective career development and succession planning in place forimportant destination roles?
21 October 2014
MERCER WEBCAST 36October 21, 2014
Questions
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Kate FitzpatrickPrincipal – Senior MobilityConsultant
[email protected]+44 (0)20 7178 5653
David DeeganPrincipal – LeadershipDevelopment
[email protected]+44 (0)791 777 8106
MERCER WEBCAST 37
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