Top Companies for Leaders - Health | · PDF fileHerminia Ibarra is the Cora Chaired Professor of Leadership and ... This high involvement has a significant impact, ... A specific CEO

Top Companies for Leaders

The Top Companies are attracting, developing and engaging great leaders. Are you? European Research Highlights 2011

Contents

Introduction 3

OverviewoftheTopCompaniesforLeadersStudy 4

2011TopCompaniesforLeaders–EuropeTop7 5

WhatDifferentiatesTopCompaniesforLeadersinEurope 6

nCommitted to building leaders throughout their organisation 6

nComprehensive in their practices and execution 9

nConnected to talent and culture 12 nCulturally agile and engaged in diversity 15

nDisciplined about measuring 15

Conclusion 16AonHewittLeadership Solutions 17

AonHewittResearchPartners 18

AonHewittContacts 19

3TCFL 2011 - European Research Highlights

Introduction

Difficult times call for bold leadership. As companies and economies everywhere struggle in the midst of the global economic crisis, leadership continues to emerge as a key differentiator.

Only those companies with the strongest leadership practices will weather the storm. In fact, most organisations still can’t find or develop leaders fast enough to address the multitude of challenges facing their companies and their people.

The global crisis of confidence in leadership is growing in parallel with the economic downturn. Confidence in those at the top of our institutions has never been lower.

Yet organisations with strong, credible leadership that implement an effective strategy for developing future leaders are still succeeding, even growing.

Actual tactics are as diverse and varied as the workforces the top leaders are inspiring, but certain fundamental observations hold true across the board.

TopCompanies...

BUILD leaders—this is core to their business strategy

OUTPERFORM their industry peers in both growth and return measures

Are TRANSPARENT in their leadership practices

Execute the FUNDAMENTALS very well—this is the critical differentiator at Top Companies

Believe that the HOW matters more than the WHAT

4 TCFL 2011 - European Research Highlights

OverviewofTheTopCompaniesforLeadersStudy

Study Methodology

Study Methodology

The study has been conducted in 2001, 2003, 2005, 2007, and 2009, and the research has provided the foundation for our more comprehensive 2011 global study. In 2011, over 450 companies participated in North America, Europe, Asia-Pacific, and Latin America, each completing a detailed questionnaire. From those submissions, finalists were identified and hundreds of interviews were conducted with senior executives using a consistent methodology and global rollup.

The research enables the comparison of talent management practices of the best companies around the globe on literally thousands of data points. It provides valuable intelligence for all organisations seeking to improve leadership capabilities regardless of sophistication or size. Past participants have said that simply completing the questionnaire was thought provoking and resulted in new ideas and insights. In our analysis, we have found that differences between the Top Companies and the rest can be quite dramatic.

The Top Companies for Leaders study is conducted by Aon Hewitt, the global leader in HR consulting and outsourcing solutions, in partnership with The RBL Group, a strategic HR and leadership systems advisory firm, and FORTUNE.

Eligibility for Regional and Global Top Companies Lists

All organisations were eligible to participate in the survey process. However, global organisations were eligible for the list only in the region in which they’re headquartered. Subsidiaries of publicly traded companies were eligible for the list if they were publicly traded, separate from their parent company. Subsidiaries of non-publicly traded parent companies were eligible only if they had a separate board of directors.

How the Top Companies Were SelectedAon Hewitt and our research partners, FORTUNE and The RBL Group, invited HR executives from around the world to participate in the Top Companies for Leaders Study in early 2011. Study participation was open to organisations of any type (e.g., public, private, non-profit), size (employees and revenue), and location.

From those invitations, 478 companies from around the globe took part in the study. Participating companies completed a detailed 72-item questionnaire examining the factors influencing both the depth and quality of leadership. Aon Hewitt analysed all entries for responses consistent with strong leadership practices and identified 182 global finalists. Each finalist company completed in depth interviews to provide greater clarity and precision around their specific leadership practices. In addition to the HR and senior executive interviews, we

n478 companies around the world participatednDetailed 72-item questionnairen900 CEO, HR and senior executives interviewedn Independent esteemed judges panelnFinancial analysisnReputation analysis

Top Companies for LeadersThe most comprehensive longitudinal study on leadership practices


interviewed CEOs in a majority of the finalist companies. Aon Hewitt scored company survey data by assigning points to questions and responses, yielding both category-specific and overall scores. In addition, Aon Hewitt screened all finalist companies for financial performance relative to their industry.

An esteemed panel of judges—composed of authors, academics, and journalists—convened in each region to select and rank a 2011 Top Companies for Leaders list in Asia-Pacific, Europe, Latin America, and North America. The judges considered many variables in selecting and ranking the lists, including survey and interview data, leadership programmes and practices, culture and values, company reputation, and business performance over a three year period. Finally, a separate judges panel, composed of one representative from each regional panel, considered all regional Top Companies to select and rank the Global Top Companies for Leaders list.

In Europe, 7 organisations have been recognised as Top Companies for Leaders.

2011TopCompaniesforLeaders–EuropeTop7

Europe Judges’ Panel

Herminia Ibarra is the Cora Chaired Professor of Leadership and Learning, Professor of Organisational Behaviour, and Area Chair for the Organisational Behaviour Department at INSEAD. She received her M.A. and PhD from Yale University, where she was a National Science Fellow. Prior to joining INSEAD she served on the Harvard Business School faculty for thirteen years. She is a member of the World Economic Forum Global Agenda Councils and the Visiting Committee of the Harvard Business School.

Stefan Zagelmeyer is Professor of Economics and Human Resource Management at the International University of Applied Sciences at Bad Honnef-Bonn in Germany and Assistant Professor of Human Resource Management at the School of Management and Governance of the University of Twente, the Netherlands. As an active member of several working groups of the Deutsche Gesellschaft für Personalfuehrung (the German branch of the European Association for People Management) and co-coordinator of the HRM Study Group of the International Employment and Industrial Relations Association, he works on topics related to innovation, employee participation, international human resource management and leadership. Stefan has published refereed articles in the International Journal of Human Resource Management, the Journal of Industrial Relations and the International Business Review.

1.BBVA

2.L’Oréal

3.Unilever

4.ArcelorMittal

5.SiemensAG

6.RaiffeisenBankInternationalAG

7.Novartis


WhatdifferentiatesTopCompaniesforLeadersinEurope

Top Companies understand and execute the fundamentals of good leadership very well. Placing a high priority on these initiatives, implementing them diligently and being persistent regarding them is what truly differentiates Top Companies from other organisations.

They are:

n Committed to building leaders throughout the organisation- Leadership as a strategic imperative - Thinking long-term

n Comprehensive in their practices and execution- Building a ‘‘talent factory’’ - Individual and personal development circle: Listening, Learning and Leading

n Connected to talent and culture- The ‘‘connection factor’’ - Communication extends Top Companies’ lead in leadership - Fundamental leadership competencies

n Culturally agile and engaged in diversity- Building leaders who act locally but think globally - Engaged in diversity

n Disciplined about measuring

Each of these strategies is examined in more detail below. Data from the 2011 Top Companies for Leaders study is provided, where applicable. The figures in parentheses indicate the percentage of European Top Companies that provided a certain response versus the percentage of other European participants in the study that did not achieve Top Company status.

Committed to building leaders throughout their organisation

Leadershipasastrategicimperative

Top Companies for Leaders perceive the critical importance of leadership. With no exception, they have articulated a clear business case for investing in leadership as a strategic imperative (100% of Top Companies vs. 74% of other participants). Their CEOs declare leadership strategy as an undisputed #1 leadership activity (71% vs. 46%).

Drilling down further, to a very high extent, Top Companies have specific strategies for leadership practices in place (Graph 1).


Graph 1: Specific strategies for leadership practices

Moreover, Top Companies link these leadership strategies to the overall business strategy. (Graph. 2)

Graph 2: Practices linked to business strategy

Top Companies state that their CEO (57% vs. 17%) and Board of Directors (29% vs. 2%) spend a high percentage their time and effort directly on leadership activities like succession planning, coaching and talent reviews. This high involvement has a significant impact, particularly in terms of leadership development. Whilst 38% of other organisations struggle with a lack of accountability for developing leaders, only a small percentage (14%) of Top Companies are facing this issue.

Top Companies are clearly committed to leadership. In fact, 86% of Top Companies hold leaders accountable, through their compensation, for developing their direct reports (vs. 33% at other participating organisations).

100%

86%

100% 100% 100%

86%

100% 100%

85%

63%

74%

85%91%

65%

89%

65%

Selectingleaders fromwithin your

organisation

Selectingleaders fromoutside yourorganisation

Assessingleaders

Developingleaders

Rewardingleaders

Engagingleaders

Identifying highpotential/critical

talent

Retainingleaders

Top Companies Others

57%

67%71%

57%

71%67%

71%

43%

30%

24%

33%

20%

31%34%

25% 23%

Selectingleaders fromwithin your

organisation

Selectingleaders fromoutside yourorganisation

Assessingleaders

Developingleaders

Rewardingleaders

Engagingleaders

Identifying highpotential/critical

talent

Retainingleaders



Thinkinglong-term

Top Companies act in a future-oriented fashion. They have succession plans in place (Graph 3).

Graph 3: Companies with succession plan in place

In addition, they have defined exactly what their succession plans include (Graph 4).

Graph 4: Elements of succession plans

These consistent efforts pay off. Top Companies are able to fill positions with named successors most of the time: senior management (100% vs. 65%), middle management (86% vs. 61%) and front line management (100% vs. 67%). Reward vehicles to differentiate pay also show the future-oriented mindset of Top Companies: 100% use long-term incentive plans, while only 51% of other organisations do so.

100% 100% 100%

74%67%

74%

0%

20%

40%

60%

80%

100%

120%

A specif ic CEO successionplan in place?

An emergency CEOsuccession plan in place?

A formal successionplanning process?


100% 100% 100% 100% 100% 100% 100% 100% 100%98%

85%78%

68%72% 70%

85% 85%

62%

Review of talent atleast once a year

Use ofperformance

ratings

Development ofhigh potential pools

Assessment ofpotential for

advancement

Assessment ofleadership skill

gaps

Clearly identifyw hich jobs/rolesare critical to the

future success ofthe organisation

Internal successorpools (e.g., high

potential)

Preparation ofsuccessor lists for

select positions

Development ofsuccessors for

specif ic positions



Comprehensive in their practices and execution

Buildinga‘‘talentfactory’’

Top Companies are less restrictive than other companies in their definitions of talent and high potential. This openness of mind and broad approach mark a consistent quality of all Top Companies for Leaders. They start with the identification of high potentials: when seeking future leaders, Top Companies do not limit themselves to senior management, but also include middle and front line management.

Regarding their investment in leaders, all Top Companies state that their organisation is committed to investing in leaders at all levels of the business (vs. 75% of other organisations) and in all geographies in which they operate (vs. 80% of others).

As a result, Top Companies have been able to grow their talent pipelines (Graph 5) to be successful in the future.

Graph 5: Sufficient talent pipeline

In building their leadership pipeline, none of the Top Companies sees a lack of required skills/experience among their existing talent pool—whereas more than a quarter of other organisations do see a lack of skills (26%).

This climate of openness prevalent amongst Top Companies is also apparent in their dealing with high potentials: 71% state that their high potentials are aware of their status (vs. 45% at other companies). Consequently, Top Companies tend to more strongly differentiate pay between high potential and non-high potential employees than it is the case at other organisations (43% vs. 19%).

71%

100% 100% 100%

71%

43%50%

57% 59%

48%

CEO Senior management Middle management Front line management Other critical positions



Individualandpersonaldevelopmentcircle:Listening,LearningandLeading

Leadership (education and development) at Top Companies is not a one-way street, but an interactive process. Top Companies live this attitude right from the beginning of the employment relationship. They have an onboarding process in place for ‘‘new to organisation’’ (100% vs. 67%) and ‘‘new to role’’ (86% vs. 48%) leaders, and set aside enough time for the onboarding process (7 months vs. 4 months).

Whilst other companies focus primarily on formal training for leaders who are new to the organisation (43% at Top Companies vs. 75% at others) and those new to their role (17% vs. 43%), Top Companies follow a more individual and personal approach. They focus on clear expectation setting (100% vs. 67%) and rely heavily on coaching and mentoring (83% vs. 58%).

Leadership education

Regarding leadership education practices, Top Companies again follow a more individual and personal approach throughout all levels of management and appoint their leaders as teachers to a considerable extent (Graph 6).

Graph 6: Leaders as teachers

24%

18%

29%

26%

43%

57%

71%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80%

High Potentials

Front line Mgmt

Middle Mgmt

Senior Mgmt

Others Top CompaniesnTop Companies nOthers


Top Companies differ from other organisations not only in the focus of their education practices but also in the extent of their efforts. When the use of the top two leadership education practices at Top Companies (case studies and customised tracking programme) is compared to other organisations, it is clear that Top Companies deploy them more often with a broader range of employees (Graph 7).

Graph 7: Top two leadership education practices

Leadership development

Practices used for leadership development show a similar picture. Top Companies do more for a broader group of employees (Graph 8).

Graph 8: Developmental assignments

nTop Companies nOthers

38%

40%

32%

51%

71%

71%

57%

100%

0% 20% 40% 60% 80% 100%

Senior Mgmt

Middle Mgmt

Front line Mgmt

High Potentials

nTop Companies nOthers nTop Companies nOthers

Case Studies

24%

23%

16%

38%

43%

71%

57%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Senior Mgmt

Middle Mgmt

Front line Mgmt

High Potentials

Others Top Companies

Customised Training Programme

40%

56%

56%

58%

86%

100%

71%

100%

0% 20% 40% 60% 80% 100% 120%

Senior Mgmt

Middle Mgmt

Front line Mgmt

High Potentials

Others Top Companies


At other companies, special projects are the foremost practice in assignment-based development. Top Companies prefer developmental assignments matched to the specific developmental needs of leaders at all levels of management.

Besides developmental and global assignments, Top Companies regard the first opportunity to move into a key position as the most effective practice in leadership development (50% vs. 9%). And Top Companies start early: they actively drive this developmental step for their high potentials (86% vs. 28%).

With respect to relationship-based development practices, Top Companies are also more active than other companies. These initiatives include coaching and mentoring by internal and external providers, exposure and visibility to the Board and CEO, as well as structured opportunities for networking.

These different approaches to leadership development adopted by Top Companies have a significant impact on their ability to build a robust leadership pipeline: none of the Top Companies is struggling due to inefficient mentoring programmes (vs. 28% of other organisations) or ineffective development of high potentials (vs. 20% of others).

Feedback

Feedback completes the circle of Listening – Learning – Leading. Top Companies live a more pronounced feedback culture, starting with onboarding. All of the Top Companies use participants’ feedback to measure the effectiveness of their onboarding process, while 77% do so at other organisations. Similarly, all of the Top Companies include “Seek feedback” in their competency model (vs. 77% at others). The majority of Top Companies rate ‘‘Manager feedback’’ as the most important factor to determine strong leadership performance (71% vs. 24%), followed by ‘‘How results are achieved’’ (57% vs. 31%).

Connected to talent and culture

The‘‘connectionfactor’’

There is a palpable connection in these organisations—their leaders walk the talk, they are passionate about their role as leaders of their organisation, and most importantly, they are zealous in their efforts to bring others along to share in their excitement. As the lines between work and home continue to blur in our “always on” culture, a sense of purpose becomes paramount to one’s work. As one CEO stated, “Performance cannot be delivered without purpose and purpose leads to performance.” This connectedness impacts an organisation’s ability to thrive in the changing business landscape. Top Companies understand this and—more importantly—they embrace it.

The “connected factor” is evident in the way leaders coach, mentor, and develop talent. These leaders work to understand who their talents are, what inspires them, and their aspirations. Senior-most leaders in Top Companies are starting to embrace the personal side of leadership. By attending to the emotional aspects of their people, they experience more energised and committed leaders. It’s about fostering trust in people, trust in the culture, and having influence. One CEO talks about the need for individuals to “bring their whole self to work.”

It’s clear that the personal side of leadership is critical to setting the tone for an organisation’s internal culture. Which values hold steadfast and what type of behaviour is expected comes from leaders acting as role models, consistently inspiring their employees, through day-to-day work. Leaders play the primary role in shaping the internal brand—or employer value proposition—that differentiates a culture and drives the attraction and retention of the right leadership talent.


CommunicationextendsTopCompanies’leadinleadership

Top Companies are strongly committed to leadership, live this attitude and do not hesitate to communicate about their commitment. All Top Companies state that they consciously strive to build a reputation for strong leadership (others 57%). See Graph 9 for their five most prevalent activities in this regard.

Graph 9: Efforts to build reputation for leadership

As proof of the effectiveness of their efforts, Top Companies cited media coverage (57% vs. 21%) and participation in benchmarking studies (43% vs. 21%). As a result of their communication efforts, 100% of Top Companies state they are successful or very successful in attracting the quality of leadership talent they need to thrive (others 60%). But Top Companies still see room for improvement in communication: 29% say clarity around career opportunities could be improved in order to attract high quality leaders (others 69%).

Fundamentalleadershipcompetencies

Top Companies believe in the strength of competencies: 100% utilise a defined leadership competency model or other formal description of high performing leadership (vs. 78% at other organisations). They clearly define fundamental leadership competencies (see Graph 10) and include them in their competency model.

86%

100% 100%

86% 86%

52%

62%

73%66%

57%

Media coverage Speeches or teaching atlocal universities

Conferences/professionalspeaking engagements

Targeted communicationwith investors

Senior leadership acting asambassadors



Graph 10: Top leadership competencies

In addition, Top Companies are prepared to invest the resources required to develop these competencies (Graph 11).

Graph 11: Developing leadership competencies well or very well

The integration of leadership competencies into practices is an additional strength of Top Companies. All (100%) have integrated leadership competencies into the following practices either well or very well:

n Recruiting leaders from outside the company (others 48%)nIdentification of high potentials (others 69%)n Placement of identified successors (others 48%)n Education and development of leaders (others 67%).

When assessing leaders for development, 86% of Top Companies use competency-based assessment (vs. 63% at other organisations).

100% 100% 100% 100% 100% 100% 100%

74% 74%

86%

64%60%

95%

71%

Articulate a point-of-view about the

future

Ensureaccountability

Build teams Help peoplemanage their

careers

Find and developnext generation

talent

Deliver results Seek feedback


100% 100% 100%

86%

71%

100%

71%

55%

65%

50%

41%

64%

83%

40%

Articulate a point-of-view about the

future

Ensureaccountability

Build teams Help peoplemanage their

careers

Find and developnext generation

talent

Deliver results Seek feedback



Culturally agile and engaged in diversity

Buildingleaderswhoactlocallybutthinkglobally

Cultural agility is paramount to success. Leaders must think globally, but act locally. The Top Companies know this, and they are actively working to develop these capabilities. Difficulty moving talent across functions and geographic mobility limitations are among the dominant top three challenges organisations face in developing talent.

Top Companies not only recognise the importance of building leaders who can think globally but act locally, they also set up development practices and programmes specifically geared toward removing barriers for the movement of talent, providing a variety of development opportunities and a wide portfolio of experiences. They realise that a diverse workforce beyond the traditional elements of gender and ethnicity, one that embraces diversity of thought and experience, allows their leaders to flourish in an ever-growing, ever-changing workforce.

In fact, this type of “think and act differently” innovation drives the diversity of experience that supports the success of multiple cultures coming together in one workforce. In particular, cultural agility is a key driver of success in emerging markets. Leaders who think globally and are driven by their organisational values and culture are more successful at navigating assignments and opportunities in various countries and cultures.

Engagedindiversity

Increasing the diversity of the leadership group is a formal part of the leadership strategy for all Top Companies (100% vs. 70%). They actively take steps to address broader leadership representation and increase representation of leaders from outside the organisation’s headquarter country (100% vs. 47%). Furthermore, Top Companies are successful in increasing the representation of individuals with diverse experience and/or perspective in leadership positions (100% vs. 42%), as well as placing individuals in leadership positions early in their careers, e.g., emerging leaders (71% vs. 34%).

By seeking and building a workforce as diverse as their customer base, global organisations are better positioned to understand the needs of the cultures they support and are strategically positioned to grow. They intuitively focus on areas that support their organisational values and benefit their operational environments. Women are not advancing to the executive ranks fast enough to meet the leadership needs of today or tomorrow. In nearly every developed or developing economy, the shortage of women leaders is critical. Top Companies have recognised that without an adequate supply of capable and experienced women at the top and in the pipeline, they will fail.

Disciplined about measuring: Always challenging their own success

Top Companies could be content with their success in leadership education and development. They have sufficient talent pipelines in place and do not need to make ad hoc decisions when it comes to succession. But it seems to be their inherent nature to always add a question mark to their accomplishments, analysing results to learn from them and become even better. Measurement is a discipline consistently deployed throughout the whole leadership process. All Top Companies have specific criteria to measure their overall effectiveness in achieving strategic leadership objectives (vs. 78% of other organisations).


Top Companies are most likely to use the following three standards to measure strategic leadership progress: achieving overall financial results (100% vs. 83%), meeting financial goals for growth (86% vs. 78%), and strength of leadership pipeline (86% to 52%). This ranking clearly illustrates that efforts with respect to leadership are not considered in isolation; Top Companies link leadership strongly to business results.

Top Companies also use specific metrics to evaluate the effectiveness of their succession management process (100% vs. 52%). The outcome that is regarded as most important to measure (100% vs. 64%) as well as most effective for evaluating the succession management process is the number of job openings filled from the succession pool. Top Companies also cite the attrition rate from the succession pool as an important factor when measuring the effectiveness of the succession management process (71% vs. 25%).

To evaluate the effectiveness of the high potential programme, 71% of Top Companies (others 45%) have specific metrics, with performance ratings (100% vs. 76%) and percentage of high potentials placed in senior management positions (100% vs. 54%) leading the way.

To evaluate the effectiveness of the leadership development process, 71% of Top Companies use specific metrics (others 46%), the most commonly used is participant evaluation of learning programmes (100% vs. 71%), which is rated as the most effective measure (60% vs. 17%).

Conclusion

Even the Top Companies recognise they are nowhere near the finish line and, it is their tenacity and commitment to an evolving leadership system that keep them ever striving, ever succeeding, ever winning. Without this passion to continually raise the bar, their programmes and practices would become stagnant and, worse yet, irrelevant. The needs of people continue to evolve, and there is an ever-increasing desire to feel a connection to their work, their purpose and their future. In an ever changing world, the need to be culturally adaptive to the needs of customers, talent and shareholders will remain a key driver of success. Companies who build programmes and practices that comprehensively evaluate the connection between the current and future needs of the organisation and execute strategically based on these parameters will truly benefit from in returns that absolutely outweigh the risks.


AonHewittLeadershipSolutions:Plan,Assess,Develop

Aon Hewitt partners with some of the most powerful organisations in the world to create strong leadership and talent management strategies. We help them identify the competencies their leaders need to effectively drive their business, we assess incumbent and high potential candidates and design programmes to develop leaders at all levels.

Aon Hewitt Solutions

Talent and Leadership Strategy n Leadership and Key Talent Strategyn Succession Planning & Talent Reviewsn Top Companies for Leaders Benchmarks and Reportsn Leadership Competency Modeling n Leader & Talent Pulse Surveys

Leadership Assessment n Executive & Leadership Assessment n High Potential Identification and Assessmentn Emerging Leader Assessment n Assessment of Talent in M&A Situations

Leadership Development n High Potential Programsn On-Boarding Critical New Talentn Executive CoachingnLeadership Development ProcessesnExecutive Team Facilitation


AonHewitt’sPartnersintheTopCompaniesforLeaders2011Study

Aon Hewitt partnered with The RBL group to conduct the Top Companies for Leaders research. The RBL Group is a strategic HR and leadership advisory firm. For over 25 years, its principals have collaborated with leading global organisations to strategically align corporate and business strategy to ensure sustainable high performance through the integration of theory, applied research, and practice. The RBL Group has trained and redesigned some of the best-managed companies in the world, helping them achieve significant improvements in bottom-line results. It is recognised internationally for innovative research and publications on Leadership, Intangible Assets and Strategic HR, including hundreds of articles, more than 400,000 books sold, numerous industry awards, and recognition as outstanding educators and advisors by leading business publications. For additional information about The RBL Group, its principals and expertise, visit www.rbl.net.

Our publishing partner was FORTUNE magazine. FORTUNE magazine is a global leader in business journalism with a domestic circulation of over 850,000 and a global leadership of nearly 5 million, and major franchises including the FORTUNE 500 and the FORTUNE 100 Best Companies to Work For. FORTUNE Live Media extends the brand’s mission into live events, hosting a wide range of annual conferences, including FORTUNE’s Most Powerful Women and the FORTUNE Global Forum. FORTUNE publishes English-language editions in Europe and Asia, and local-language editions in China, Turkey, South Korea, Indonesia, India and Greece. FORTUNE magazine’s online home is CNNMoney.com. CNNMoney.com averages more than 13 million unique visitors a month.

AonHewittContacts

TopCompanies for Leaders Team

Shelli GreensladeGlobal Project Lead, 2011 Top Companies for [email protected]

Bernhard StiegerEuropean Leadership Consulting Practice Lead [email protected]

Austria, Germany, SwitzerlandBernhard Stieger [email protected] +43 1 712 99 81 40

BelgiumAn van der Weken [email protected] +32 2 743 86 11

Czech Republic, SlovakiaKarel Palata [email protected] +420 271 001 370

Denmark, Finland, Norway, SwedenMagnus Persson [email protected] +46 8 505 559 38

FranceEmmanuel Guihard [email protected] +33 6 23 02 23 15

GreeceAlexandra Eleftheriou [email protected] +30 210 747 2760

HungaryEva Virag [email protected] +36 1 801 8093

ItalyDaniel Seacombe [email protected] +39 06 42 272 241

Middle East Sahiba Singh [email protected] + 911 2441 55731

Poland & RussiaRenata Sienkiewich [email protected] +48 22 696 8555

South AfricaJaco Kok [email protected] +27 11 944 7441

SpainJorge Jimenez Urizar [email protected] +34 91 340 54 89

The NetherlandsGordon Busch [email protected] +31 20 430 5023

United KingdomJenny Merry [email protected] +44 1 727 888395

About Aon Hewitt

Aon Hewitt is the global leader in human resource solutions. The company partners with organisations to solve their most complex benefits, talent and related financial challenges, and improve business performance. Aon Hewitt designs, implements, communicates and administers a wide range of human capital, retirement, investment management, health care, compensation and talent management strategies. With more than 29,000 professionals in 90 countries, Aon Hewitt makes the world a better place to work for clients and their employees.

For more information on Aon Hewitt, please visit www.aonhewitt.com

© 2012 Aon Corp.

Documents

Top Companies for Leaders - Health | · PDF fileHerminia Ibarra is the Cora Chaired Professor of Leadership and ... This high involvement has a significant impact, ... A specific CEO