Embed Size (px)
Citation preview
H E A L T H W E A L T H C A R E E R
R E A L I Z I N G G L O B A L A D V A N T A G E T H R O U G H G L O B A L L E A D E R D E V E L O P M E N T
C A S E S T U D Y :I N S I G H T , D E V E L O P M E N T A N D M O B I L I T Y A T O I L S E A R C H
H E A L T H W E A L T H C A R E E R
KATE BRAVERYGlobal Solutions Leader Talent BusinessMercer
RAELEE HOBSON Organizational Development ManagerOil Search
T: +852 3476 3815
T: +612 82388014
© MERCER 2015 3
T H E S K I L L S S H O R T A G E P U Z Z L EG A I N I N G C O M P E T I T I V E A D V A N T A G E
Jobs People
People Jobs
TALENT SCARCITYISSUE &
PARADOX
“Worldsourcing… where we source talent,
manufacturing, and markets from whichever location in the
world it makes the most sense”
BILL AMELIOCEO of Lenovo
© MERCER 2015 4
T O D A Y ’ S R E A L I T Y R E Q U I R E S L E A D E R S T O T H I N K & A C T G L O B A L L Y R E G A R D L E S S O F L E V E L O R T R A V E L B U D G E T
Geographic expansion
Global mergers, acquisitions, JVs
Global customers and suppliers
Global talent
Thinking style
Ethnicity
Gender
Sexual orientation
Age
Disability
Experience
DEMAND FOR INCREASED CROSS-CULTURAL KNOWLEDGE AND SKILLS TO BE EFFECTIVE
4
© MERCER 2015 5
G L O B A L M I N D S E TH O W T O B U I L D I T I N Y O U R O R G A N I Z A T I O N
STIMULATEINSIGHT
ACCELERATEDEVELOPMENT
MOBILIZETALENT
1
2
3
Identify the criteria for global leadership success, and assess leaders against them
Effective individual and team development interventions linked to business objectives
Set up an infrastructure and culture to grow your talent pipeline
© MERCER 2015 6
1 . S T I M U L A T E I N S I G H T I D E N T I F Y P O T E N T I A L & A S S E S S R E A D I N E S S
Our research shows that to successfully operate in today’s constantly changing and globally connected world, leaders
need a distinct skillset.
Traditional tools are not always effective in assessing dynamic skills such as catalytic
learning and comfort with complexity.
A blend of tools that assess underlying attributes, leadership capabilities, and cross-cultural skills can lead to impactful results.
INTERVIEWS
PERSONALITY
INVENTORIES
360
FEEDBACK
INTERCULTURAL
COMPETENCE
CROSS-CULTURAL
WORKSTYLE
ASSESSMENT
CENTERS
Mercer’s framework outlines 12 criteria for global leadership success.
© MERCER 2015 7
2 . A C C E L E R A T E D E V E L O P M E N T W H A T S W O R K I N G
1 2 3START EARLY INCAREER
IDENTIFY TALENT
NO SUBSTITUTEFOR BEING THERE
CULTURE OF MOBILITY
DEVISE LEARNING IN CONTEXT
REAL-WORLD
COMPLEXITY
4REWARD CULTURAL COMPETENCE
MENTORRECOGNISEPROMOTE
© MERCER 2015 8
Manager of self
Manager of others
Manager of managers
Functional manager
Business manager
Enterprise manager
Group manager Passage five
Passage four
Passage three
Passage one
Passage two
GlobalExecutivePassage
Fullpackage
BaselineAttributes
Global Mindset
Global Mindset
GlobalSkills
Source: Charan, Drotter and Noel, 2000
360 degree feedback
Mentoring
First international assignment
Strategic global projects
Second international assignment
Assessments
Multi-cultural teams
Special projects
Short term assignments
Mentoring
Global region assignment
Executive education
3 . M O B I L I Z E T A L E N T C A R E E R P A T H D E V E L O P M E N T
© MERCER 2015 9Source: Charan, Drotter and Noel, 2000
Manager of self
Manager of others
Manager of managers
Functional manager
Business manager
Enterprise manager
Group manager Passage five
Passage four
Passage three
Passage one
Passage two
GlobalExecutivePassage
Fullpackage
BaselineAttributes
Global Mindset
Global Mindset
GlobalSkills
360 degree feedback
Mentoring
First international assignment
Strategic global projects
Second international assignment
Assessments
Multi-cultural teams
Special projects
Short term assignments
Mentoring
Global region assignment
Executive education
Look for early career opportunities for short-term assignments
First multi-year assignment to develop cultural literacy
A second assignment in a market with a different maturity or growth stage
Assignment with multi-country/regional remit
L I N K M O B I L I T Y S T R AT E G Y T O B U S I N E S S O B J E C T I V E S
Mindset of global
Talent development
Align Metrics to local needs &
individual development
Ring fens roles and support structure
3 . M O B I L I Z E T A L E N T C A R E E R P A T H D E V E L O P M E N T
© MERCER 2015 10
H O W A R E W E D O I N G I N A S I A P A C I F I C ?G L O B A L L E A D E R S H I P P R A C T I C E S S U R V E Y
Only half of companies reported linking assessments of their global leaders to individual development plans.
T H E G O O D N E W S R O O M F O R I M P R O V E M E N T
involve their top executives in identification and review of global leadership talent pools.
of companies have a function dedicated to global leadership talent.
One-third do not identify candidates for global assignments at the manager level, which poses problems for the bench of strong global leaders in the future.
77%
80%
51%
30%
© MERCER 2015 11
© MERCER 2015 11
INS IGHT, DEVELOPMENT, MOBIL ITY
ONE COMPANY’S STORY
© MERCER 2015 12
I N S I G H T , D E V E L O P M E N T , M O B I L I T YO N E C O M P A N Y ’ S S T O R Y
WHO ARE WE• Oil & gas exploration and development company based in Papua New Guinea since 1929. • Most assets located in PNG, where we hold a spread of production / exploration licences.• We have a 29% interest in LNG Project, the largest development ever undertaken in PNG. • One of our core objectives is to leave a positive legacy in all areas that we operate.
© MERCER 2015 13
I N S I G H T , D E V E L O P M E N T , M O B I L I T YO N E C O M P A N Y ’ S S T O R Y
A C C E L E R AT E D D E V E L O P M E N T P R O G R A M
O B J E C T I V E S
B U S I N E S S C O N T E X T F O R D E V E L O P M E N T I N I T I AT I V E
I N 2 0 1 4
TALENT AGENDA
© MERCER 2015 14
A C C E L E R AT E D D E V E L O P M E N T P R O G R A M
O B J E C T I V E S
B U S I N E S S C O N T E X T F O R D E V E L O P M E N T I N I T I AT I V E
I N 2 0 1 4
I N S I G H T , D E V E L O P M E N T , M O B I L I T YO N E C O M P A N Y ’ S S T O R Y
• Increase % of High Criticality Roles with “ready now” successors
• To validate talent pools and provide targeted development opportunities
• To understand our culture and how this might impact strategic success
• Change in the strategic agenda requiring more / different talent
• Lack of local talent moving up
• No clear definition of “good” leaders
• Mobility of leaders limited
© MERCER 2015 15
O I L S E A R C HL E A D E R S H I P F R A M E W O R K
W E W I L L B E S U C C E S S F U LW H E N E V E R Y O N E AT O I L S E A R C H I S :
S U C C E S S P R O F I L E S T OM E A S U R E P O T E N T I A L
Framework and success profiles are both level-based.
© MERCER 2015 16
A C C E L E R A T E D D E V E L O P M E N T 2 0 1 5 P R O G R A M M E
AprilBusiness/function leaders nominate ADP candidates
MayConduct nomination assessmentsand select ADP 2015 participants
JulyPrepare individual reports and group analysis
JulyConduct individualfeedback sessions
July 29-30Development Day
JuneConduct insight assessments
© MERCER 2015 17
A D P 2 0 1 5A S S E S S M E N T S
Mercer Online 360
Behavioral Interview
Virtual Assessment Centre
INS
IGH
T A
SS
ES
SM
EN
TS
(1
7 se
lect
ed A
DP
par
ticip
ants
)
NO
MIN
AT
ION
A
SS
ES
SM
EN
TS
(3
3 pa
rtic
ipa
nts)
Culture Calculator (RW3)
Abstract Reasoning
Global Leadership Profile
© MERCER 2015 18
A D P 2 0 1 5D E V E L O P M E N T D A Y
T O O L K I T M O D U L E S O N T O P I C S S U C H A S :
L e a d e r s h i p t r a n s i t i o n s P e r s o n a l / l e a d e r s h i p b r a n d M a k i n g t h e m o s t o f y o u r m e n t o r W o r k i n g c r o s s - c u l t u r a l l y F u t u r e l e a d e r s a t O i l S e a r c h
P R E S E N T A T I O N O N W H E R E Y O U W I L L B E I N F I V E Y E A R S
T W O T R A C K S ( S E N I O R & E M E R G I N G L E A D E R S )
L O T S O F N E T W O R K I N G T I M E
O B J E C T I V E : C O M P L E T E I N D I V I D U A L D E V E L O P M E N T P L A N One-on-one feedback sessions with
participants & coaches took place before Development Day.
© MERCER 2015 19
A D P 2 0 1 5W H A T W E D I S C O V E R E D
© MERCER 2015 20
A D P 2 0 1 5W H A T W E D I S C O V E R E D
• Virtual Assessment Centre simulations were more discriminating in terms of how people thought and operated than cognitive ability tests in PNG
• ‘Accountability’ was perceived differently at different levels in the organization whilst influencing senior stakeholders was a specific challenge to PNG nationals
• Although there is an awareness that cultural differences exist, leaders needed more help to understand how these nuanced differences impact work practices and how to readily adapt their style accordingly.
• Organisational culture may impact decision making, change & adaptability, and strategy execution as the dominant culture is highly formal and hierarchical
© MERCER 2015 21
A D P 2 0 1 5O N G O I N G L E A R N I N G & R O I
© MERCER 2015 22
A C C E L E R A T E D D E V E L O P M E N TO R G A N I S A T I O N A L I M P L I C A T I O N S
T H E O R G A N I S AT I O N A L D E V E L O P M E N T I N I T I AT I V E S T H AT
H AV E TA K E N P L A C E S I N C E 2 0 1 3 , I N C L U D I N G T H E A D P, H AV E
L E D T O S I G N I F I C A N T C H A N G E S I N O U R :
Succession planning
methodology
Recruitment practices
Performance management
processesMobility function
© MERCER 2015 23
F I N A L C O M M E N T
DEVELOPING A GLOBAL MINDSET
Building a global mindset must be an organizational pursuit with c-level sponsorship, infrastructure to support mobility and the culture to promote in-role development.
Global Leadership simulations, cross cultural teaming and overseas experiences provide critical contextual learning experiences. The new bread of assessment tools can help you move quickly from ‘insight’ into development activity.
IMMERSIVE DEVELOPMENT EXPERIENCES
Development interventions linked to business strategy are most impactful. Ensuring the talent / mobility agenda are discussed with business strategy can help ensure development has relevance, momentum and visibility.
SUSTAINABLE LEADERSHIP STRATEGIES
© MERCER 2015 24
