Developing Leaders Beyond the Boardroom - BLR...2015/11/12 · get leader development… Right • 20% Higher than average leadership quality and bench strength • 26% More critical

© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.Strategic Talent Management 1

Developing LeadersBeyond the Boardroom

Sponsored by


Today’s Presenters

Anita BownessSolutions ConsultantHalogen Software

Catherine CormierProduct ManagerHalogen Software


What we’ll cover …

• Leadership investments

• Leadership outside of the boardroom

• HR’s evolving role in developing leaders

• Development as an element in succession planning

• How to leverage a talent management solution to help

• Questions and answers


Investing in Leadership

Organizations worldwide spend $50 billion to develop leaders, yet only…

15% Of organizations have the supply and quality of leaders to meet future business goals

46% Of critical leadership positions have ready‐now back‐ups

1 in 4 HR professionals gives high marks to current leaders in their organizations


The disconnect86% Of global HR & business leaders cite leadership as a top issue

Source: Global Human Capital Trends 2015. Leading in the new world of work. Bersin by Deloitte. Deloitte University Press.

6% Of organizations believe their leadership pipeline is ‘very ready’


What happens when organizations get leader development…

Right

• 20% Higher than average leadership quality and bench strength

• 26% More critical positions can be filled immediately

• 2.3 Times more likely to outperform other companies on financial metrics

Wrong

• 67% Lower than average leadership quality and bench strength

• 21% Fewer critical positions can be filled immediately

Source: Ready‐Now Leaders: Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 l 2015

(The Conference Board, DDI)


A generational shift10K Boomers will enter retirement EVERY DAY for the next decade!

Millennials make up more than half the workforce

Source: Bersin by Deloitte. Global Human Capital Trends 2015. Leading in the new world of work. 2015


Effective frontline managers

Source: Harvard Business Review: 2013. Frontline Managers: Are They Given the Leadership Tools to Succeed?

“Managers on the front line are critical to sustaining quality, service,

innovation, and financial performance.”Linda A. Hill Wallace Brett Donham Professor of Business Administration Harvard Business School


The importance of frontline managers

70%

73%

76%

77%

78%

Contributing to effective communications

Achieving a high level of employee engagement

Achieving high levels of productivity

Helping your organization reach its business goals

Achieving a high level of customer satisfaction

Source: Harvard Business Review: 2013. Frontline Managers: Are They Give the Leadership Tools to Succeed?


Frontline managers – Low marks on business competencies

19%

20%

21%

21%

27%

33%

Inspirational leadership

Developing talent

Innovative thinking

Strategic thinking

Organizational savvy/judgment

Business‐based decision‐making

Source: Harvard Business Review: 2013. Frontline Managers: Are They Give the Leadership Tools to Succeed?


Retention of high‐performing and high‐potential employees

• Top performer differential is 2.5 ‐ 10 x that of an average employee*

• “Superstars” produce up to 12 x more than an average employee**

• Cost of replacing a key role is 1.5 x burdened salary***

• Cost / day of operating without a key player in a strategic role is as high as $7,000 / day****

Source: *Sullivan, 2008. **Corporate Executive Board. ***HCI Research, 2008. ****Sullivan, 2005.


Growing your own leaders pays off


HR’s evolving role

Source: Ready‐Now Leaders: Meeting Tomorrow’s Business Challenges. Global Leadership Forecast 2014 l 2015 (The Conference Board, DDI)

How do HR professionals contribute to business?

18% AnticipatorUses data to predict talent gaps in advance; provides insights about how talent relates to business goals.

60% PartnerOpenly exchanges information with the business about current issues; collaboratively works towards mutual goals.

22% ReactorEnsures compliance with policies/practices; responds to business needs by providing tools/systems when asked.


Raise the bar

Link expectations to strategy

Define leadership competencies

Establish leadership competencies as foundation

Give feedback to leaders

Use a systematic process

Have highly effective development plans

Regularly review leadership development plans

Employ formal programs to ensure smooth leadership transition

Source: DDI Global Leadership Forecast 2014|2015

Keep

up

Out‐perform


Leadership development as part of succession planning…

Identification

Assessment

Development

Management


Identification


Dimension 1: identification

Identification of succession planning needs, linking needs to goals, and linking goals to strategic vision

Identification

49% Average Rating: 49% (FAIL)


Dimension 1: identification Identification


Identification


Identification


Dimension 1: identification Identification


Assessment


Assessment

Using the identification elements to assess needs and individual/department promotion potential



Assessment


Assessment


Assessment


Assessment


Development


Development

Working with individuals to shrink the development gaps, and moving forward to help each area develop talent pools



What motivates employees

Source: DDI Global Leadership Forecast 2014|2015


DevelopmentDevelop a plan for closing development gaps

Goal

Formal

Informal


1:1 Exchange


Development plan report


Prepare for future responsibilityUse feedback tools for ongoing input


Prepare for future responsibilityOffer job aids to reinforce new skills


Provide great coaching and management tools

Prepare for future responsibility


Measurement


Management

Actively keeping senior management, department‐level management, and individuals appraised of progress; encouraging participation in succession planning programming; and evaluating the program and responding to needed changes



Management


Management


Management


Identification Assessment

Development Management

Achieving your goals

Your workforce is your organization’s only sustainable competitive advantage and the

most critical means to achieve your company’s strategic goals

strategy

goals

workforce

developmentanalysis

repeat

Strategic Talent Management 44© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.

Questions?

Anita BownessSolutions ConsultantHalogen Software

Catherine CormierProduct ManagerHalogen Software


Download your own copy …

www.halogensoftware.com/learn


Contact Information

Julie HarrisonProduct Marketing Manager

[email protected]

Anita BownessSolutions Consultant

[email protected]

Catherine CormierProduct Manager

[email protected]

Thank You!

Disclaimers *This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

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Developing Leaders Beyond the Boardroom - BLR...2015/11/12 · get leader development… Right • 20% Higher than average leadership quality and bench strength • 26% More critical