CENTRE FOR EXECUTIVE EDUCATION PTE LTD

Executive Development Division of IPMA Asia Pacific

Figure 1 – Results-Based Leadership Framework

• KPIs • Profitability

• ROI • Cost Optimisation

• Customer Satisfaction/Loyalty • Market Share

• Service Value/Relationship • Customer Wallet Share

• Employee Satisfaction • Employee Turnover Rate

• Employee Loyalty • Employee Engagement Measures

• Company Culture/Policies • Employer Branding

• Rewards and Flexibility • Employee Value Proposition

• EQ/EI Competencies • Ontological Humility

• Leadership Styles • Servant Leadership/Level 5

Organisations need to deliver service value and build good customer relationships in order to generate sustainable results through their satis�ed and loyal customers. Employees being at the forefront of the service delivery chain hold the key to building this satis�ed and loyal customer base

Employees who are engaged and motivated are instrumental in delivering the service experience for the client which will results in customer engagement. The level of employee engagement is dependent on the “Organisational Climate” which here simply refers to “how employees feel about working in the organisation/business unit/department/division. Organisational climate is the process of quantifying the “culture” of an organisation. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in in�uencing employee behaviour and engagement.

We know that leaders create, transform and manage organisational cultures. The leader’s values, beliefs and leadership styles will impact the organisation’s climate. We need “Level 5 Leaders” who demonstrate ontological humility and possess emotional mastery. Flexible leadership, however, involves being able to adapt your leadership style according to the situation and the state of the team - e.g.: taking charge when a team is forming but playing the role of coach when a team is managing itself well .

Hour to hour, day to day, week to week, executives must play their leadership styles like a pro—using the right one at just the right time and in the right measure. The payoff is in achieving ORGANISATIONAL RESULTS (See Figure 1 above).

CEE FRAMEWORK ON “RESULTS-BASED LEADERSHIP”

Organisational Results

Employee/Talent Engagement

Organisational Climate

Leadership Effectiveness

Customer Engagement

111 North Bridge Road, #08-09 Peninsula Plaza, Singapore 179098

Tel: (65) 6789 0977 • Fax: (65) 6789 0911 • Email: sattar.bawany@ipma.com.sg • Website: www.ipma.com.sg/cee.php

Figure 2 –Talent Management Framework

Talent Management Process:

1. Talent Acquisition: Proactively recruiting world-class, diverse leadership talent and providing on-boarding support for them to accelerate their assimilation into their roles.

2. Talent Development: Developing and executing learning and development programs, processes & assessment tools to grow current and future leaders

3. Performance Management: The process of creating a work environment in which people can perform to the best of their abilities.

4. Succession Planning: towards developing a leadership pipeline or assuring near-term leadership continuity by thoughtful consideration of the availability, readiness, and development of internal talent (including High Potentials) to assume critical “priority” leadership roles.

5. Talent Engagement: Identifying the level of engagement of employees to optimize their contribution and reduce attrition as well as to enhance retention.

CEE FRAMEWORK ON “INTEGRATED TALENT MANAGEMENT”

Talent Acquisition Organisational Results

Vision, Mission, Strategy and ValuesTalent Management Strategy

Competency Framework

SucessionPlanning

PerformanceManagement

TalentDevelopment