Leadership Development is Not Leadership TrainingManagement Leadership Development Learning Management 0% 10% 20% 30% 40% 50% 60% 70% 80% What are the HR functional areas which you

Copyright © 2006 Bersin & Associates. All rights reserved.

Leadership Development is Not

Leadership Training:An Organizational Maturity Model

for Leadership Development

July 20, 2006

Kim Lamoureux

Senior Analyst

Copyright © 2006 Bersin & Associates. All rights reserved. Page 2

Who We Are

• Industry’s primary research firm focusedon What Works® in enterprise learningand talent management

Research Areas

• Planning & Strategy

• Content Development

• Learning Programs

• Learning Technology

• Analytics & Measurement

• Talent Management

Offerings

• In-Depth Studies and Reports

• Research Memberships

• Workshops

• Benchmarking

• Advisory Consulting

Bersin & Associates


Agenda

Why Leadership Development?

Research Objectives

Leadership Development Maturity Model

6 Best Practices of High Impact Leadership Development

Case Studies

Moving up the Maturity Model


Today’s Demographics Affect HR

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

20-24 25-34 35-44 45-54 55-64 65+

2004

2014

10%

Decline50%

Growth

30%

Decline

Employed Workforce Demographics (BLS data) © Bersin & Associates


Workforce Demographics

25-34 35-44 45-54 55-64 65+

Succession Planning

Identification of Key Leaders

Management & Leadership

Development

At-Risk Industries

Government

Energy

Oil & Gas

Telecommunications

Manufacturing

Recruiting

New Hire Training

Onboarding

Critical Talent Management

Capturing and Sharing

Knowledge

Mentoring


Skills &

Competency

Management Succession

PlanningPerformance

ManagementLeadership

Development Learning

Management

0%

10%

20%

30%

40%

50%

60%

70%

80%

What are the HR functional areas which you feel need most

focus and improvement? (up to two answers)

Top HR Areas of Focus

Talent Management Related Issues are now

top on the minds of HR Managers

Source: Performance Management 2006, Bersin & Associates


Job Roles

Job Descriptions

Competency Models

Workforce

planning

Recruiting

OnBoarding

1

2

3

Performance

management

Training &

performance

support

4

5

Critical skills

gap analysis

8

Succession

planning

6

Compensation

and benefits7

Learning Content

The Talent Management Process

11

88HRMHRM

Business

Plan

© Bersin & Associates: Performance Management 2006: Market Analysis, Trends, Best Practices and Case studies, available at www.bersin.com/perfmgt


Leadership Development is not

Leadership Training


Agenda


Research Objectives



Case Studies



Research Objectives

Understand the importance

Determine the key components

Establish best practices

Uncover challenges

Develop an organizational maturity model


Participating Organizations

AlcatelEnterprise Rent-A-Car

MercerSaskTel

AetnaNewell Rubbermaid

Textron Inc.SBC Communications

American Red CrossGoldman Sachs

CernerSyntel Inc.

UnisysAmerican Heart Association

Mellon FinancialTI Automotive

CiscoMercantile Bank

Intermountain Health CareGlaxoSmithKline


Agenda


Research Objectives



Case Studies



Strategic Leadership Development Championed by Executives, Talent Management integration

Focused Leadership DevelopmentCulture setting, Future focused, Developing organization

4 Stages of Leadership Development

Structured Leadership TrainingCore competencies, Well defined curriculum, Developing individuals

Inconsistent Management TrainingContent available, No development process, Benefit to employees



Key Attributes

• Senior management is not involved

• A catalog of courses, no development process

• Managers have to figure out what to do on their own

• Perceived as a benefit to the employee







Key Attributes

• Well defined curriculum for different levels

• Training is required and monitored

• Core leadership competencies are defined

• Individual leaders are developed







Key Attributes

• Culture Setting

• Future Looking

• Focus on high potentials

• Developing the organization







Key Attributes

• Senior management champions process

• Talent management integration

• Learning culture is engrained






Poll Question

Given what you have just heard, at what maturity level

would you place your organization?

1. Inconsistent Management Training

2. Structured Leadership Training

3. Focused Leadership Development

4. Strategic Leadership Development







25%

25%

20%

30%


Agenda


Research Objectives



Case Studies



6 Best Practices of High Impact

Leadership Development

Applied a Blended Learning Strategy

Defined a Set of Leadership Competencies

Established Programs for Multiple Levels of

Management

Aligned Content with Business Strategy

Received Strong Senior Management Support

Integrated Talent Management Processes


Poll Question

Do your leadership development programs include a

blended learning strategy? For example, an e-learning

course as a pre-requisite for classroom session or a group

project assignment following a course.

• Yes, All

• Yes, some programs

• No, none


1. Blended Learning Strategy

Blended Delivery often refers to a combination of

classroom and e-learning

Other options for learning that work very effectively forleadership development include:

• Group Project Assignments

• Individual Project Assignments

• Coaching/Mentoring

• 360 Feedback

• Leadership/Personality Assessments

• Job Rotation

• Simulations


Job Roles

Job Descriptions

Competency Models

Workforce

planning

Recruiting

OnBoarding

1

2

3

Performance

management

Training &

performance

support

4

5

Critical skills

gap analysis

8

Succession

planning

6

Compensation

and benefits7

Learning Content

The Talent Management Process

11

88HRMHRM

Business

Plan

© Bersin & Associates: Performance Management 2006: Market Analysis, Trends, Best Practices and Case studies, available at www.bersin.com/perfmgt


2. Leadership Competencies

Competencies are behaviors that become associated

with how an organization perceives effective leaders

Customized competencies should be researched,

defined and validated

Competencies can be selected from an off-the-shelf

library, such as Lominger or Personnel Decisions

International (PDI)


Poll Question

Does your company provide leadership development

programs for every level of management/leadership?

• Yes

• No

• I don’t know


3. Programs for Multiple Levels

Performance expectations vary from one level to another

Different competencies, knowledge and experience are

needed at different levels

Specific developmental opportunities geared towards

different levels of leadership

The sophistication of the program topics have to change


Leadership Development Curriculum

First Line

Manager

Mid-level

Manager

Executive Senior

Executive

Management

(Operational,

Budgeting, staffing)

Leadership

(Communication,

Team-building, etc)

Business Strategy

(Strategy, Product,

Financial, etc)


4. Alignment with Business Strategy

Critical for building skills, knowledge and experiences

that are relevant and essential to the company

Strategic alignment also refers to culture, vision, mission

and values

Programs should not be generic; they must drive skill

sets critical and specific to your own company

Ways to ensure alignment:

• Quarterly Executive Meetings

• Core Leadership competencies

• Focus on Growth


Poll Question

Do you believe senior executives provide enough support

for leadership development in your company?

• Yes

• No

• I don’t know


5. Strong Senior Management Support

When senior management is involved, programs are

typically more dynamic, target more leaders, and are

adopted more quickly.

When senior management is not involved,

• Learning leaders struggle with developing relevant training

programs

• Programs are not as closely aligned to the business strategy

• Programs are not as well received by leaders; there is a “push”

for them to attend


6. Talent Management Integration

Leadership Development is part of the overall talent

management system

Processes for assessing and developing leaders need to

feed one another

Performance Management – helps to identify leader skill

gaps and participants for leadership programs

Succession Management – leaders are assessed

against skill sets for future positions


Agenda


Research Objectives



Case Studies



Case Study

Inconsistent Management Training

Industry: Computer & Software Services

Employees: over 5,000

Summary:

Offer e-learning but not in a blended format

In process of defining core competencies.

They focus primarily on new employees and first-level

manager, then it is sink or swim.

Senior management is supportive of the fundamentals of

training but do not understand leadership development.

No formal governance. Managers “grow their own.”

Level 1


Case Study

Structured Leadership Training

Industry: Telecommunications

Size: over 50,000

Summary:

Use e-learning but not in a blended format.

Programs for all levels of management.

Encourage BU's not to develop training on their own.

Management supports training, but they do not make it a

priority.

Consistent Performance management process.

Succession Planning process is evolving.

Level 2


Case Study

Focused Leadership Development

Industry: Health Products & Services (Aetna)

Employees: 27,000

Summary:

Use a blended approach, primarily e-learning as pre-

requisite to a classroom-based course

Core competencies defined and programs are built to

support them

Programs target all levels of management

Great executive support

Moving from a best practice performance management

culture to a next practice talent management culture

Level 3


Case Study

Strategic Leadership Development

Industry: Financial Services (Mellon Financial)

Employees: 19,000

Summary:

Blended learning approach is strong

Core competencies are defined and approved byexecutives

Programs target all levels of management

Outstanding senior management support

A Leader Advisory Committee is in place

Performance management and succession planningalignment

Level 4


Agenda


Research Objectives



Case Studies




Applying a blended learning format

Incorporating non-traditional learning activities

Providing opportunities for learners to apply new skills

Allowing leaders time away from work

Making programs relevant and aligning content with

business strategy

Creating programs that target all levels of leadership

Some things that you can do to move your organization

up the maturity model include:


Getting the right people in the right programs

Evaluating programs to ensure they are meeting

objectives

Acquiring Senior Management Support

Holding people accountable for their own development

Allocating sufficient resources to develop and manage

programs


Some things that you can do to move your organization

up the maturity model include:


What’s Next

Research Report – 30-45 days

Case Studies

Industry Study – December/January

Kim Lamoureux

Senior Analyst

505-821-6631

[email protected]

Copyright © 2006 Bersin & Associates. All rights reserved.

Leadership Development is Not

Leadership Training:An Organizational Maturity Model

for Leadership Development

July 20, 2006

Kim Lamoureux

Senior Analyst

Documents

Leadership Development is Not Leadership TrainingManagement Leadership Development Learning Management 0% 10% 20% 30% 40% 50% 60% 70% 80% What are the HR functional areas which you