1. Grow Your OwnFinding and Developing Emerging Leaders Live Tweeting the event? #TaleoEvents Follow-up blog posts can be found here: http://www.taleo.com/talent-management-blog http://blogs.ddiworld.com/tmi/ Todays Presenters: 2. AGENDALeadership mattersFrontline leaders are a top priorityDeveloping leaders: what the research shows WHAT Know what you need WHO Know who you have HOW Grow them into leadersThe Leader of Tomorrow 3. WHAT ARE SOME OF YOUR OBJECTIVES IN ATTENDING THIS SESSION? 4. InteractiveWHAT ARE SOME OF THE KEY DRIVERS OF BUSINESS SUCCESS IN YOUR ORGANIZATION? 5. Leadership Quality ImpactsWhy are frontline leaders so important? 6. 50%Engagement 9% Low Leadership Quality High Leadership QualityBETTER LEADERS = BETTER ENGAGEMENT 7. 70% Retention 24% Low Leadership Quality High Leadership QualityBETTER LEADERS = BETTER RETENTION 8. Financial performance 2.8x Customer satisfaction 4.6x Productivity 4.7x Quality of services 4.4x 52%The bottom line 13% Low Leadership Quality High Leadership Quality BETTER LEADERS=BETTER RESULTS 9. 66% Confidenceof Future Business Success 4% Low Leadership Quality High Leadership QualityBETTER LEADERS=MORE CONFIDENCE IN THE FUTURE 10. Leadership Gaps Companies say they are finding they dont 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 JournalBUT COMPANIES ARE NOT FINDING THE MANAGERS TO EXECUTE THESE NEW STRATEGIES 11. Succession 18% Rate Bench Strength StrongIN FACT, VERY FEW HAVE SUFFICIENT BENCH STRENGTH TO ENSURE FUTURE SUCCESS 12. The Numbers are Against Us 65+ 52% Part-time Consulting 30% 55-64 21% Experienced leaders 15% Leadership prime 8% Prepping next gen 35-54 Experience building -10% -2% growth ouch! 25-34 35-44 45-54 55-64 65-74 74+ Pool is way too small age of workershttp://hbr.org/2004/03/its-time-to-retire-retirement/ar/1 13. And We Cant Tap Emerging Markets 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 LEADERShttps://www.mckinseyquarterly.com/Sizing_the_emerging_global_labor_market_1635 14. IF WE CANT FILL TODAYS FRONTLINE LEADERS WHO ARE GOING TO BE OUR FUTURE EXECS? 15. HOW DO WE ACCELERATE DEVELOPMENT OF FRONTLINE LEADERS TO CLOSE GAPS ? 16. Leadership Development ISSUE IN 2010 & 2011 IN THE IC4P STUDY #1 ISSUE FROM 2010-2012 IN HEWITT ASSOCIATES STUDY OF EUROPEAN EXECUTIVES ISSUE IN 2010 & 2011 CHRO STUDIES BY IBMThe 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 17. 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 THERE IS CLEAR BUSINESS RECOGNITION OF THE NEED FOR FRONTLINE LEADERSSource: Talent Edge 2020: Blueprints for the new normal, Deloitte, December 2010 18. DO YOU FEEL THAT WE ARE DOING A GOOD JOB OF PREPARING EMERGING LEADERS? 19. 33% 2006 LeadershipDevelopmentEffectiveness 34% 2011 29% 2009 HR 20. Three Steps to Leadership Development HOW WHO WHAT 21. 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 22. SAMPLE SUCCESS PROFILE: Frontline Sales ManagerWhat people KNOW What people CAN DO Core Product Customer Focus Knowledge Raising the Bar Knows strategic selling principlesWhat people HAVE DONE Who people ARE Led a team of sales Enjoys being associates responsible for achieving difficult Held Budget sales targets Responsibility Continuous Learning 23. Managing Relationships Competency and Key ActionsManaging Relationships. Understanding and meeting the personal needs ofindividuals in order to build trust, encourage two-way communication, andstrengthen relationships. LISTENS AND RESPONDS WITH EMPATHYAcknowledges others feelings and circumstances when they express emotion verbally or nonverbally. MAINTAINS OR ENHANCES SELF-ESTEEMShows others that they are valued by acknowledging their contributions, successes, and skills. ASKS FOR HELP AND ENCOURAGES INVOLVEMENTLeverages others skills and gains their support by asking for their ideas and opinions. 24. 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 25. Three Steps to Leadership Development HOW WHO WHAT 26. Hiring ExternalFailures: 63% 37% 1 in 3 Internal vs 72% 28% 1 in 4 Success FailureWHATS THE BUSINESS IMPACT OF 9% IMPROVEMENT IN LEADERSHIP HIRING? HR 27. 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 SOCIOECONOMIC PRESSURES ARE FORCING ADOPTION OF BEST PRACTICESGrow Your Own CEO, Taleo ResearchIBM Enterprise Business Services StudyRob Cross -- http://www.robcross.org/pdf/roundtable/high_performer_networks_and_traps.pdf 28. Too Many Leaders ExternalVery Few Developed From WithinFinding the First Rung, DDI 29. 62% 42% I felt prepared The transition was easy Source: DDIs Finding the First Rung30 Development Dimensions Intl, Inc., MMXI. All rights reserved. 30. Top 10 Situations New Managers Arent 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: DDIs Finding the First Rung31 Development Dimensions Intl, Inc., MMXI. All rights reserved. 31. Talent Audits: Critical Data in Talent Intelligence 32. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #1Chen needs to lead an experienced, high-performing team.Is he a good fit? 33. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #2Chen needs to lead a team characterized bya history of under performing.Is he a good fit? 34. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #3Chen needs to lead a team in EMEA. Whatelse might you want to know? What if Chens job history showed several years of experience in EMEA? What if Chens profile showed a willingness to relocate? 35. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Scenario #4Chen needs to lead a team where morale islow and disengagement is high. What elsemight you want to know? What if Chens performance review information indicated motivation as a strength? What if Chen had outside experience as a coach or motivational speaker? 36. Managing Guiding Coaching for Coaching for Influencing Relationships Interactions Success Improvement 3 4 4 2 5Final ScenarioChen needs to lead a team with weak politicalties to related departments. What else mightyou 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? 37. 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 38. Translates to Organizational Talent Intelligence Competency/skills gap analysis Top performers with NO career path