Tomorrow’s engineering leaders - Korn Ferryinfokf.kornferry.com/rs/494-VUC-482/images/Tomorrow's Engineering... · Evaluated primarily through Interview ... (Harvard Business Review)

Tomorrow’s engineering leaders

Selecting and developing yourfuture leaders

© 2016 Korn Ferry. All rights reserved 2

Welcome

Tim Shaw

Principal & EMEA Leader, Infrastructure,

Construction & Services

Korn Ferry Executive Search

Paul Lambert

Senior Client Partner, Industrials Market

Korn Ferry Hay Group

Drew Hill

Managing Principal, Industrials Market



Welcome to Tomorrow’s Engineering Workforce:A three-part webinar series

Today’s webinar:

How to select and develop future leaders whose qualities go beyond technical

proficiency to align, engage and enable the workforce

Coming up:

13 December: What steps can leaders take to bridge the gap between

engineering and project delivery functions for greater project impact

Previously

Today we’ll cover how to attract, retain and engage the right engineering

workforce now and for the future

Past webinar recordings

http://kfemail.kornferry.com/L002CU00e0Ub0VZ000w040D


1 NEW CHAPTER, NEW CHALLENGES

2THREE WAYS TO PREPARE FOR THE

FUTURE

3KEY QUESTIONS FOR YOUR

ORGANISATION

4 YOUR QUESTIONS

5 GET IN TOUCH

What we will cover

New chapter,

new

challenges


The Industrials Market is shifting rapidly

The market has shifted in many ways:

Towards collaboration /

partnership / joint ventures

Global / cross-cultural

working increasingly

the norm

Market and commercial

awareness is important in

decision making


The Technical Environment requires new knowledge and solutions thinking

The technical environment has also shifted in many ways:

Integrating innovation

and digital / automationFocus on delivering whole

systems engineering

solutions and capability to

clients

Need for continuous

learning about

technological advance

and its impact


“Engineers tend to be very technically focused.

The business needs them to mix this with a

commercial outlook and customer-centric

mindset.”

Chief Operating Officer

Rolls-Royce Nuclear

All of this requires a new type of Industrial Leader ….

Three ways to prepare for the future


Three ways to prepare for the future

Leaders in engineering, and those whose job it is to identify and develop them, face a fresh set of

challenges as the industry evolves. We've identified three areas where new industry conditions, require a

new set of answers.

A changing world requires

new leadership

1

Developing great leaders

takes time

3

The potential is there, but

are we spotting it?

2


1. A changing world requires new leadership

Things to consider as we look deeper

What sort of leaders will best deliver

on the long term strategy and how

will you select and develop them?

Understand which leadership roles

are critical to your organization and

make sure you have a clear

succession and development plan in

place.

In light of these shifts in both the market and technical

environment, a new shape of leadership is emerging.

The new breed of leader:

Adopts a truly global, cross-cultural view of the

operating environment

Builds strategic partnerships and collaborates with

clients and colleagues

Focuses on commercially viable, customer

solutions that are enabled by advances in digital

(and other technology)


What makes an effective leader – who they are and what they do …

Competencies Experiences

WHAT THE LEADER

HAS DONE

Traits Drivers

WHO THE LEADER

IS

Evaluated primarily through Interview

Evaluated primarily through diagnostics

Skills and behaviours

required for success that

can be observed

FOR EXAMPLE

Systems engineering,

Strategic thinking, Managing

complexity, Driving results,

Effective team building

Assignments or roles that

prepare a person for

future roles

FOR EXAMPLE

Functional experience,

P&L responsibilities, Business

growth,

Turnarounds, M&A

Global experience

Interactions, aptitudes and

natural tendencies a

person leans toward,

including personality traits

and intellectual capacity

FOR EXAMPLE

Openness to differences,

Resilience, Adaptability, Risk

taking

Values and interests that

influence a person’s

career path, motivation

and engagement

FOR EXAMPLE

Challenge, Achievement,

Creativity, Status,

Structure/security,

Collaboration/community


What makes the difference?

Traits

Adaptability, Risk Taking, Tolerance of Ambiguity, Curiosity, Need for Achievement. Affiliation, Influence, Persistence

Drivers

Challenge, Independence, Collaboration

Competences

Behavioural – Persuades, Global Perspective, Strategic Vision, Innovation, Aligns Execution, Engages and Inspires, Develops Talent, Nimble Learning

Technical – more environmentally specific

Source: KF Analytics Database


More collaborative, visionary, supportive leadership styles

We identify 6 styles of leadership:

− Directive (“Command and Control”)

− Visionary (“Picture of Future”)

− Affiliative (“Know the People”)

− Participative (“Democratic”)

− Pacesetting (“Follow My Example”)

− Coaching (“How are you getting on?”

Our research shows the importance of being able

to use broader / full range of leadership styles

It also demonstrates the sustainable value from

long term leadership styles

Measurable using our styles and climate

diagnostics

Broader, more collaborative leadership profiles


Case study:

Co-developed global competency framework for a major aerospace and defence firm.

The framework sets out standards for how leaders and managers across the business should enable the company to deliver its strategy.

It enables company to assess the capabilities and potential of the clients leaders against a company specified KPI.

Based on this analysis, successors for firm’s leaders are identified – by building on strengths and addressing development needs.

Case study: Leadership development in changing times

“We now have a clear process to help us ensure that we have

visibility of the leadership pipeline. This process is amongst the best

I have seen in my experience as a board member.”

Chairman, Global aerospace and defense business


2. The potential is there but are we spotting it?

Some things to consider:

When identifying and developing

engineering leaders, examine non-

business leadership ability as

carefully as their technical ability.

How effective are they at engaging,

interacting partnering with and

managing people?

Potential includes:

Learning Agility - the ability to build on past experience and

learn rapidly.

Right drivers – motivation to tackle larger challenges and

commitment to organisation

Self-awareness – strengths, weaknesses and derailers

Building on existing competences

Engineering leaders have traditionally led from the front, with a focus on operational delivery and modelling

success for their teams. Today’s leaders need to be more strategic, skill agnostic and focused in their

leadership and development of others. The key is to spot potential early.


Case Study - Benchmarking Rail Leader Capability

Rail Leader

Standard

1

Psychometric

Assessment of

Leadership Potential

• Learning

Agility

• Decision

Styles

4

Feedback

2

Leadership Interview

To benchmark behaviours

Market Interview

3

To benchmark experience

against the market place

Our assessment approach is anchored in your strategy, benchmarked against global industry research

and provides the basis for understanding future talent needs across Rail Business.


Learning Agility – what is it?

Those with greater learning agility are more successful after

they are promoted than others

Learning agility is a much stronger predictor of performance

than IQ or key personality factors

Research demonstrates that:

Learning Agility is the ability to learn from experience, and subsequently apply that learning to perform

successfully under first-time, highly complex and ambiguous conditions.

An online, self-assessed method of measuring 5

factors of Learning Agility using 116 questions

covering bio data, personality and behaviour, and

situational judgement. Takes 25-30mins to complete.


Decision Styles™

Successful engineering leaders have markedly different leadership and thinking styles

Managers DirectorsSupervisors

Action/

Focused Flexible

Complex

Creative

Thinking Styles

1

5

6

2

3

4

7

2

3

4

5

6

7

1

Ambiguity

Composure

Empathy

Energy

Emotional Competencies

HumilityConfidence

Leadership Style

31

%

Task/

Focused Social

Intellectual

Team

Leadership Styles

5

6

1

2

3

4

7

“The observed patterns

come as close to statistical

fact as we have ever seen”

(Harvard Business Review).

1. Data on over 1m executives across industries, functions and levels

2. 120,000 executives in Transport, Rail and Infrastructure divided into 5 management

levels

3. Identified top 20% performers based on earnings, organisation size and speed of

career progression


3. Developing great leaders takes time

Things to consider: Spot potential leaders as early as

possible.

Highlight career development paths that

will support technical, programme and

business leaders

Allow specialists and generalists to thrive

Ensure your junior engineers participate

in broad leadership, business and

technical development activities.

Our experience shows that consideration of leadership

potential is often left too late.

Unsurprisingly, this has a negative impact on both the

individual and the organization. This can lead to senior

engineering / industrial leaders failing to meet their

increasing leadership responsibilities.

It can also lead to organisations failing to thrive in a fast

changing market.


Describing career progression with CPD – Charlie

Role Family

Cluster

Role Family Systems

Engineering

Project

Engineering

Systems Specialist

Engineering

Civil

Construction

Engineering

Electronic

Construction

Engineering

Electrical and

Mechanical

Construction

Engineering

Role Family Type

Level

Technical/

Managerial

Technical/

Managerial

Technical Technical

(Branch)

Managerial

(Branch)

Technical

(Branch)

Managerial

(Branch)

Technical

(Branch)

Managerial

(Branch)

Technical

(Branch)

Managerial

(Branch)

Technical/

Managerial

Technical/

Managerial

Technical/

Managerial

G

F

Head of

Engineering

Profession / SEM

PEM

Head of

Engineering

Profession

Design

Engineering

Lead

Head of

Engineering

Profession

Design

Engineering

Lead

Head of

Engineering

Profession

Design

Engineering

Lead

Head of

Engineering

Profession

Design

Engineering

Lead

Head of

Engineering

Construction

Head of

Engineering

Construction

Head of

Engineering

Construction

EPrincipal

EngineerPrincipal Engineer Principal Engineer

Principal

Engineer

Design

Engineering

Manager

Principal

Engineer

Design

Engineering

Manager

Principal

Engineer

Design

Engineering

Manager

Principal

Engineer

Design

Engineering

Manager

Principal

Engineer/

Manager

Principal

Engineer/

Manager

Principal

Engineer/

Manager

D Senior Engineer Senior Engineer Senior EngineerSenior

EngineerTeam Leader

Senior

EngineerTeam Leader

Senior

EngineerTeam Leader

Senior

EngineerTeam Leader

Senior

Engineer/ Team

Leader

Senior

Engineer/ Team

Leader

Senior

Engineer/ Team

Leader

C Engineer Engineer Engineer Engineer Engineer/TIC Engineer/TIC

BAssistant

Engineer

Assistant

EngineerAssistant Engineer

Assistant

Engineer/Senior

Inspector

Assistant

Engineer/Senior

Tester

Assistant

Engineer/Senior

Tester

AWorks

Inspector

Works

Inspector

Works

Inspector

Graduates & Apprentices

Engineer

Assistant Engineer

Technician Engineer

Engineer

Assistant Engineer

Technician Engineer

Engineer

Assistant Engineer

Technician Engineer

Engineer

Assistant Engineer

Technician Engineer

Head of Engineering

Systems and Project Engineering (3) Design Engineering and Management (4) Construction Engineering (3)

Civil Engineering Electronic Engineering Electrical & Mechanical

Engineering

Architecture

Charlie

Role: Design Engineering

Manager

Career Path from technician

Progresses from

team leader to

manager level

Decides to pursue

an engineering

management focus

Entry through

technician

scheme

After initial training,

moves on technical

design engineering

path


Case study:

Large transport engineering firm

Challenge: Lack of mobility, career progression and resource sharing across several thousand engineers.

Solution: Developing a shared career framework. Online assessment platform helped managers make decisions, supplemented with career guide providing staff with a clear professional development path.

Case study: Professional development journeys

Key Questions


Your future leadership – questions to consider?

1. How well do we understand what makes a good

leader in your organisation (today and tomorrow)?

How can we make this clearer?

2. How do we spot potential? How early?

3. Do we recognise the differences between current

performance and future potential?

4. How well do we highlight leadership career paths in

your organisation?

5. Do we show opportunities for all – technical,

programme and business leaders?

6. How do we develop breadth and depth by, for

example, rotating them across the business to

broaden their perspective and experience?

7. What should we prioritise?

Questions?


Find out more

We have published a set of viewpoints and a research report to go with this series of

webinars. We will send you these reports after each webinar.

Three engineering workforce viewpoints The Gathering Storm research report

15 senior leader

interviews

100+ survey

responses


Get In Touch

Tim Shaw

Principal & EMEA Leader, Infrastructure,

Construction & Services

Korn Ferry Executive Search

[email protected]

Paul Lambert

Senior Client Partner, Industrials Market


[email protected]

Drew Hill

Managing Principal, Industrials Market


[email protected]

Thank you

Documents

Tomorrow’s engineering leaders - Korn Ferryinfokf.kornferry.com/rs/494-VUC-482/images/Tomorrow's Engineering... · Evaluated primarily through Interview ... (Harvard Business Review)