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Reporte del estudio global de Liderazgo 2011
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Global Leadership
Forecast 2011
The Talent Management Expert
• Mocha coconut frappuccino• Cupcakes• Lactose free milk• Extra large drinks• Via in French roast & Verona• Electronic delivery of rewards• Free WiFi
?
NO!
Leadership Development Effectiveness 34%
2011 29%2009
33%2006
HR
48%2011
?
NO!
LeadershipQuality
37%
2009
38%
2011
25%HR
32%
2011
?
NO!
18%Future Bench Strength 18%
HR
Leadership Quality Impacts…
Confidenceof Future Business Success
4%4%
66%66%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
Retention 24%24%
70%70%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
Engagement9%9%
50%50%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
The bottom line52%52%
13%13%
Financial performance Financial performance 2.8x2.8x
Customer satisfaction Customer satisfaction 4.6x4.6x
ProductivityProductivity 4.7x4.7x
Quality of servicesQuality of services 4.4x4.4x
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
Passion7%7%
53%53%
Low Leadership QualityLow Leadership Quality
High Leadership QualityHigh Leadership Quality
Performance:Top vs. Average
50%better
Cost of Leadership Performance
AVERAGE HIGHLOW
1 Leader X 10 Direct Reports
X $170,000 Revenue Per EE
$1.7 million
If the difference between an average leader and top-performing leader is 50%
$2.6 million
Time for a (R)evolution!
About the Global
Leadership Forecast
1,897 HR Professionals
12,423 Leaders
2,679 Organizations
74 Countries
Enhanced Business
Impact
Enhanced People
Outcomes
Talent Systems & Practices
Leadership Development
Management Culture
Development Matters
Leadership Development
Talent Systems & Practices
Management Culture
EffectiveDevelopment =
Quality Leadership 13%13%
62%62%
Low Development EffectivenessLow Development Effectiveness
High Development EffectivenessHigh Development Effectiveness
Leadership development:What works today, may
not work tomorrow
Top Five Past
Critical Skills
1. Driving & managing change
2. Executing organizational strategy
3. Coaching & developing others
4. Making difficult decisions
5. Improving employee engagement
Table Activity:
What are the top 5 future critical skills?
1. Driving & managing change
2. Identifying/developing future talent
3. Fostering creativity & innovation
4. Coaching & developing others
5. Executing organizational strategy
Top Five Future
Critical Skills
Top FiveFuture
Critical Skills
1. Driving & managing change
2. Identifying/developing future talent
3. Fostering creativity & innovation
4. Coaching & developing others
5. Executing organizational strategy
Top Five Future
Critical Skills
1. Identifying/developing future talent
2. Driving & managing change
3. Coaching & developing others
4. Fostering creativity & innovation
5. Business/financial acumen
Leadership Skill Effectiveness:
50 / 50 Value Proposition
“Our CEO coined how we need to think about innovation. He said, ‘I’d rather be 8 and 2 than 2 and 0 in terms of willingness
to try out something new’”.
Innovation Important
95%
90%
89%
72%
Budget Increases
80%
82%
73%
49%
Up The Value Chain
Boston Consulting Group 2010
(R)evolution Point 1A Leaders Role in Innovation
Failure to Execute
Innovation Challenges Culture of Innovation
Think Differently
Question Assumptions
Get Things Done
Experiment
Team Members
The Leader’s Role in Innovation
?Inspire Curiosity
Drive Discipline
Leader
Challenge Current Perspectives
Create Freedom
Leadership Development
Methods
• Formal classroom training
• Special projects
• Coaching from your manager
• Moving positions
• Coaching from internal coaches
• Web-based, self-study learning
• Coaching from external coaches
• Virtual classroom
Formal classroom training
Special projects or assignments
Coaching from your manager
Moving positions
Coaching from internal coaches
Web-based learning
Coaching from external coaches
Virtual classroom
Effectiveness of Development Methods
66%
63%
59%
43%
37%
58%
27%
36%
Organizations that have effective programs use
more methods.32%
HR
(R)evolution Point 2Learning: From Event to Journey
10~20~70FORMAL COACHING ON-THE-JOB
= Assessments, Targeted Personal Development Focus
OrientationKick Off
Coaching
Fo
rma
l L
ea
rnin
g
April-June July-September October-December January-March
Action Learning
Ongoing Feedback and Support
Core Curriculum 3Building High-
Performing TeamsDriving Innovation
Supporting Leadership Development
2 days
Action Learning
Action Learning
Coaching Coaching
•Assessment: 360 and personality Inventories
•Prework
•Action Learning Kickoff
DevelopmentPlanningMeetings
(DDI Coach, Boss, Mentor)
Repeat 360 to Assess Behavior Change
DevelopmentPlanningMeetings
(DDI Coach, Boss, Mentor)
= Core Curriculum= Action Learning & Ongoing Development
Job Growth Experiences
Info
rma
l L
ea
rnin
g,
Fe
ed
ba
ck
, a
nd
O
n-t
he
-jo
b E
xp
eri
en
ce
= Learning 2.0 components
Manager/Sr. Leader Kick-Off Webinar
Leader Blog: What leadership means to participant, how they
will use new skills
Wikis: Tying leadership skills to business outcomes – how do they link together?
Discussion Board: Participants seek feedback from BU leaders on ideas,
best practices
Learning Mash-Up
Core Curriculum 1
Challenges of Transitions
Mastering EQ
Influencing
Courage3 days
Core Curriculum 2Cultivating Networks &
Partnerships
Making Change Happen
Learning through Transitions
3 days
Talent Management Matters
Leadership Development
Management Culture
Talent Systems & Practices
Firing on all cylinders
Leadership Succession 77%
Performance Management 77%
Leadership Selection 79%
22%
42%
31%
30%
33%
31%
Programs & learning for mid-level leaders 76%
Programs & learning for senior leaders 74%
Programs & learning for frontline leaders 68%
Future ImportanceFuture Importance
Current EffectivenessCurrent Effectiveness
HR
Firing on all cylinders:
Mexico
Leadership Succession 77%
Performance Management 77%
Leadership Selection 79%
22%
42%
31%
30%
33%
31%
Programs & learning for mid-level leaders 76%
Programs & learning for senior leaders 74%
Programs & learning for frontline leaders 68%
Mexico EffectivenessMexico Effectiveness
Future ImportanceFuture Importance
Global EffectivenessGlobal Effectiveness
44%
65%
23%
30%
30%
35%
HR
Development Can’t Fix Everything
Low• Arrogance
• Inquisitive
• Ambitious
• Volatile
• Learning Orientation
• Results Driven
Moderate• Risk-taker
• Letting go
• Making sounddecisions
High• Customer
focus
• Developingstrong teams
• Executingstrategy
• Building future talent
• Communicating with impact
Select Develop
1/31/3Use Validated ToolsUse Validated Tools
Selection
HR
Hiring Failures:
1 in 3
External
Internal
Success Failure Mexico
HR
29%
25%
81% 81% Tied to corporate goalsTied to corporate goals
69% 69% Balanced between Balanced between “whats” and “hows”“whats” and “hows”
56% 56% Discussions provide Discussions provide clear direction for clear direction for developmentdevelopment
Performance Management
“It gets worse…. After this I have a performance appraisal.”
A new perspective on performance discussions
Atlassian
SuccessionRate Bench Strength StrongRate Bench Strength Strong
18% 18%
HR
64% of leaders made a leadership transition in the past 5 years
26% of organizations have effective programs
to ensure smooth leadership transitions
BUT ONLY
30%
(R)evolution Point 3Get it Right: Identifying Potential
There’s a Difference
Performance
Potential
Readiness
LeadershipPotential
50%39%44%
37%
Identification of High Potentials
Growth of High Potentials
2009
2011
HR
44%37%Leadership
Potential
41%35%
Identification of High Potentials
Growth of High Potentials
2011 Global
2011 Mexico
HR
Best Practices
88%
87%
60%
48%
46%
43%
Organizations with effective talent management systems
Organizations with ineffective talent management systems
19%
19%
13%
8%
3%
3%
HR
Talent Systems & Practices Culture Matters
Leadership Development
Management Culture
“Right now, your company has 21st century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.”
Gary Hamel
Management Culture Killers
• Bureaucracy of management processes
• Values that are not meaningful
• Influence based on position power
• Innovation opportunities for select few
• Decisions are held closely by those in power
• Rigid structure
• Power held by those who value status quo
• Goals only focus on bottom-line growth
Culture Impacts
Passion 29%29%57%57%
81%81%
Low effectiveness of management culture
Medium effectiveness of management culture
High effectiveness of management culture
17%31%
51%
Culture Impacts The bottom line
Low effectiveness
of management culture
Medium effectiveness
of management culture
High effectiveness
of management culture
Management Culture Killers
61%
54%
Decisions are held closely by those in power
Organizations are siloed, rigid, hierarchical
44%
43%
41%
38%
37%
32%
Bureaucracy of management processes
Innovation opportunities for select few
Goals only focus on bottom-line growth
Power to those who value status quo
Influence based on position power
Values that are not meaningful
70%
64%
61%
42%
45%
44%
45%
32%
(R)evolution Point 4Innovating the Way We Manage
Management Culture
Revolutionized
• Management processes are a competitive advantage
• Values are shared and meaningful
• Merit-based influence
• Innovation opportunities for all
• Strategic decisions open for discussion
• Flexible, nimble structure
• Power held by those who value innovation
• Goals of growth, sustainability, and social significance
Enhanced Business
Impact
Enhanced People
Outcomes
Talent Systems & Practices
Leadership Development
Management Culture
68th Percentile Leadership Development Talent Management Management Culture
35th Percentile Leadership Development Talent Management Management Culture
24th Percentile Leadership Development Talent Management Management Culture
The Bottom LineThe Bottom Line