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Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
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Where are
tomorrow‟s
leaders today ?
Marc Timmerman, in associationwith Hudson EuropeCIPD EE Conference Nov 26th 2010 Dublin
Copyright of Marc Timmerman, 2010
The
Mosquito &
the Nudist
Colony
Anno 2009
What kept our Leaders awake in 2009 ?
Engaging & Retaining Talent while Right-Sizing
Source : Hudson Research, 2009
Anni 2010-
2011
A Tsunami of peopleleaving …
“Economic Battle Fatigue”©
o 1 out of 3 key performers is considering leaving their employer in 2010. (Source : The Grapevine, Feb 2010)
o 1 out of 4 high potentials is considering leaving their employer. (Source : HBR, May 2010)
o This year staff attrition could cost the UK economy in excess of £1 billion. (Source : The Grapevine, Feb 2010)
o The Hudson Talent Engagement Survey Results indicate an average of ‘weak’ contracts between 30 & 50% in Europe in H1 2010. (Source : Hudson)
o Multiple external surveys in Europe indicate that there could be an employee turnover as high as between 40-60% in 2010 as economies slowly recover.
Copyright of Marc Timmerman, 2010
Ready to play Musical Chairs ?
Focussed HR Issues in 2010
Separate Schools of Thought
o Two Main Schools of Thought :• Individual Entry Point : Talent Engagement & Retention
• Organisation Entry Point : Business Strategy & Workforce Planning
• Hybrid : Succession Planning
o Many focussing on increasing volume of Talent Pool• Microsoft moving from 4-6 % to 10% of first Tier Top Talents
– Anticipating Retention Risk ?
– Investing towards Future Growth ?
– Gaining Competitive Advantage ?
o More focus on employer branding as part of commercial branding• If people like us as an employer, we must be good as a company !
• Re-inventing the Brand to come to a multi-facetted appeal for many
• The Employer Value Proposition
Copyright of Marc Timmerman, 2010
Should I Stay or Should I Go ?(The Clash, 1982)
PsychologicalContract
Make
ChangeStay
Buyvs
vs
Employee
Employer
The Business Case for
Employee Engagement
2. HIGH PERFORMANCE
& RETENTION
4. POSITIVE SHAREHOLER
RETURNS
1. ENGAGED &MOTIVATED EMPLOYEES
3. POSITIVE CUSTOMER EXPERIENCE
EASIER SAID THAN DONE
Factors affecting Engagement
Research carried out by Purcell et al (2003) established that the key policy and practice factors influencing levels of
employee engagement were:
– received training last year;
– are satisfied with career opportunities;
– are satisfied with the performance appraisal system;
– think managers are good in people management (leadership);
– find their work challenging;
– think their firm helps them achieve a work-life balance;
– are satisfied with communication on company performance
Source: A handbook of HRM Practice by M. Armstrong (2003)
What are the New Leadershiprequirements ?
Leadershipoldstyle ?
Organizations
o ‘are social arrangements for the controlled performance of collective goals’ (Huczynski& Buchanan 1991)
o ‘As the basic unit of an organization is the role rather than the person in it, the organization is maintained in existence, sometimes over a long period of time, despite many changes of members’ (Statt, 1991)
oA Company Culture is Shared Values and Beliefs that underlie a company’s identity.
“The story of the Monkeys& the Banana tree”
Socio-Cultural influences
Technological influences
Political - Legal influences
Economical influences
Ecological influences
The formal subsystem :• Management• Structure• Operations
The informal subsystem :• Leadership• Culture• Politics
The Organisation
A systemic view on an organisation
Developing the Leaders of the Future
& the Box of Pandora
Maximum deployment of resources required for attracting,
selecting, developing and retaining talent. “Mapping” of in-house talent (in all layers of
the organisation) based on current performance and
potential growth.
Identify and develop in house talentwith the potential to grow
into a leadership role into the type of leadership needed in the
future, going on the organisation’s strategy.
Develop future leaders by mapping out which succesful managers qualify for which
growth path, and by grooming them towards this function in
order to assure success in assuming the role.
Talent ManagementHipo ManagementSuccession
Management
Combination of both practices
Think Long-Term at the Crossroads of Succession & Talent Management
Copyright of Marc Timmerman, 2010
The biggest injustice is the equal treatment
of people who are not the same
How do most Executives recognize Future Talent ?
Sources: Organizational Dynamics (1986), Human Resource Management, (1998), National Productivity Review (1989), Journal of Management Development (2003)
• Has a unique perception of occupation
• Is very time conscious
• Shows independence
• Has a high level of commitment
• Has a phenomenal amount of energy
• Shows a vibrant sense of creativity
• Strives for continuous improvement
• Gives sharp remarks
• Shows willpower
• Varying interest in teamwork
• Gives a demanding impression
• Puts the job before everything
• High intelligence
• Has a broad thinking style
• Is part of the dominant coalition
Avoid Creating your own Louis XIV
Initiative IntrospectionProblem solving
Derailment is often caused by:
• Cold heartedness
• Arrogance
• Self-glorification
Negotiation skills Sensitivity to others
Team builder Strong relationships Interpersonal skills
Good reputation
EQ
Assertiveness Thoughtfulness Energy
Early
Career
characteristics High performance & IQ
Mid Career
characteristics
Copyright of Marc Timmerman, 2010
IQ + EQ + LQ =
Top Talent
Copyright of Marc Timmerman, 2010
Clusters of Critical HiPo CompetenciesResearch done by the Free University of Brussels, 2004-2005
Through Principal Factor Analysis a cluster of three Meta-competencies was detected explaining 70% of variance
Source: The Journal of Management Development (2003)
Performance Strategic Change
Competency Competency Competency
Teamwork .854
Performance Motivation .669
Delegation .690
Leadership .680
Impact .596
Creativeness .515
Company Identification .861
Flexibility .743
Vision .693
Cultural Awareness .803
Risk Taking .755
Feedback (searching for and using) .689
The Critical Competencies for Future Executives
Prof Paul Evans (InSead) :
The Leadership style of the Future : “The Understated Leader”
Prof Manfred Kets De Vries (InSead) :
The Leader of the Future has the ability to create a company culture and being theglue of the team:
– Community: creating an environment of mutual support, respect and collaboration
– Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous learning, creativity, excitement and humor
– Meaning: providing a meaning for the society as a whole: putting things in perspective
Thus creating the possibility of growing a Sense of Belonging
Source: Journal of Human Resource Management (2003)
The Pixar Story
Pixar’sOperatingPrinciplescanbedistilled down to 3 principles.
1. Everyonemust have the freedom to communicatewithanyone.
2. Itmust be safe foreveryone to offer ideas.
3. We must stay close to innovations happening in the academiccommunity.
Ed Catmull, President of Pixar
o "We thinkthatlastingrelationships matter and we sharesomebasicbeliefs: Talent is rare. Management's job is not to prevent risk, but to build the capability to recoverwhenfailuresoccur. We must constantlychallenge all of ourassumptions and search for the flawsthatcoulddestroyour culture.
o "Equallytough is gettingtalentedpeople to workeffectivelywithoneanother. Thattakes trust and respect, which we managers can'tmandate; they must beearned over time. What we can do is construct an environment thatnurture'strusting and respectfulrelationships and unleasheseveryone'screativity.”
o “Ittaughtusan important lesson in the primacy of people over ideas: Ifyougive a goodidea to a mediocre team, they’llscrewit up; butifyougive a mediocre idea to a great team, theywilleitherfixitorthrowitaway and come up withsomethingthatworks.”
o “Don’tpunishpassion. Be criticalabout the idea, not the creator. And Ifyouhave to consistentlymicro-managethenyou’rehired the wrong talent orhaven'tinvested in mentoringthem.”
A feeling of obligation to serve the company and to work hard
A feeling of necessity to remain working for the company as changing jobs would cost too much (economic, effort, social)
PERFORMANCE
RET
ENTI
ON
Continuance Commitment
Normative Commitment
Affective Commitment
A feeling of attachment to the company and its values (belonging, solidarity, and affiliation)
Meyer & Allen
Organisations are People-Based
ENGAGED EMPLOYEED ARE HIGHER PERFORMING & LONGER TENURED
Leaders are made
The Leadership Gap
Does HR need to fill the gap ?
o On average 28 to 32% of your managers are fully
competent in :o leading people
o leading a complex and changing business
o steering towards the future
o Some of the leadership gaps HR is expected to fill :o Listen to the voice of your Talent, give them practical growth
opportunities, take a risk with them.
o Create an atmosphere at the top that offers protection and allows
people to make mistakes.
o Create possibilities for Baby Boomers to understand Generation Y
o To Walk the Talk !Copyright of Marc Timmerman, 2010
Preferred Leadership Style
Age Groups Global 25-30 31-37 >38
Participation 4.32 4.33 4.31 4.36
Coaching 3.92 4.18 3.77 3.99
Informing 3.81 3.98 3.74 3.8
Interaction 3.26 3.34 3.17 3.38
ParticipationA leader’s use of team members’ information and input in making
decisions
Coaching Educating team members and help them to become self-reliant
Informing A leader’s dissemination of company wide information
Interaction Strong focus on interfacing with the team as a whole
Source : Hudson / Vlerick Hipo Research Study, 2006
Offering Of Development Practices For HiPo‟s
Top 5 regarding “Perceived Effectiveness”:
1. Starting-up new projects
2. Mentoring & Receiving opportunities to make mistakes
3. Having a high degree of autonomy
4. Having a talented boss
5. Learning from talented people
Source : Hudson / Vlerick Hipo Research Study, 2006
The Functions Of Mentoring
Career Functions :
Sponsorship
Coaching
Protection
Challenging Assignments
Exposure and visibility
Psycho-Social Functions :
Role modeling
Counseling
Acceptance and Confirmation
Friendship
“The most conspicuous difference between star and nonstar women is access to a supportive mentor.”
Source: Kathy Kram, Mentoring at Work
Dilemma in Developmental Actions
o Intrinsic motivators make HiPo’s give high added value to :
mentoring, job rotation, 360 fb
• Discovering one’s own limits
• Raising the bar for themselves
o Organizations however need better leaders as this is a main
retention issue for keeping people inside the company.
• Strong need for internal management trainings in order to secure
and improve the needed leadership potential inside an organization.
Copyright of Marc Timmerman, 2010
Career Management
T
E
S
T
I
N
G
ExperiencedExternal
Influx
Zero-MeasurementPeriodEntry Level
ControlledZigZagManagementPeriod
Junior &Mid Career
Senior MgmtCareerTrack
Top ExecTrack
Final AdmissionAssessment
Senior MgmtDevelopment Centre
Junior MgmtDevelopment Centre
Young Graduate Assessment
BUYING SUPERSTARS 80 / 20 rule
Developing the NextGeneration of Leaders
The potential effect of increasing
women‟s employment
Percentage of women on boards in top 300
European companies
• There are still significant differences within
Europe, especially between Northern and
Southern Europe
• The number of women in executive
roles overall is – slowly – growing:
• 8% in 2004
• 8.5% in 2006
• 9.7% in 2008
(European Professionals Women Network, 2008)
C-Level Men and Women: two of a kind?
o Compared to C-Level men, women tend to focus less on immediate results; take the bigger picture into account and take a more autonomous stand. They keep a distance from the concrete details and day-to-day issues, have a conceptual view and appear more open to change.
o They also pay more attention to open communication in the organisation and adopt a more ‘human’ approach with room for co-operation, mutual support and sociability.
Source: Hudson, Could the right Man on the right place be a Woman ? 2008
o Younger feminine leaders score higher onaltruism: people-oriented, helpful and socially confident. They also are more change oriented and organised than younger male leaders.
o Younger male leaders focus more on emotional stability (relaxed, stress-resistant and decisive),they score more strongly on leadingability and persuasiveness and differentiate themselves by their ambition, result-orientation and strategic thinking.
Young Men and Women leaders (under 40 )Source: Hudson, Could the right Man on the right place be a Woman ? 2008
And whatabout …
Employer Value propositionLeadership delivering on „Promises‟ is KEY
‘The organization delivers on the promises it makes to employees’
How does it manifest itself with current and potential employees:
o I’m clear on what it means to work in my organisation– common clarity on the “psychological” or “social” contract
o What you told me it was going to be like to work here is like it really is; and
o It aligns with what I’m looking for from an employer
One of Our Biggest Challenges on a short term
is that we will have to be
many things to many individuals.
Copyright of Marc Timmerman, 2010
The Meaning of Leadership
o The Leader has a determining impact on Company Culture
o Leaders serve and sacrifice themselves
o The Best Leaders develop others
o “We all need loving critics”
o Making mistakes is human
o “You can’t plan to be courageous, but you can choose it”
Management is DOING THINGS RIGHTLeadership is DOING THE RIGHT THINGS
Copyright of Marc Timmerman, 2010
The relational side of Leadership
o Leadership is personal
o “Leaders should want to be liked”
o Try to understand others
o Trust is not an evidence !
o Provide clarity
o “Let your people go”
Copyright of Marc Timmerman, 2010
Curtains !
Thankyouforyourattention
“The certainty of misery is better
than the misery of uncertainty”