2018 hcg talent development benchmark survey results ii

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2018 HCG Talent Development Benchmark Study

WEBINAR

2018 HCG Talent Development Benchmark Survey Results II

Deep Dive

June 2018

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2

Authors

Shreya Sarkar-Barney, Ph.D.

CEO & Founder

Human Capital Growth

Alyssa PerezConsultant


Izabela Widlak, M.S.Sr. Research Consultant


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3

Leadership

Excellence

Talent

Management

Excellence

US India

We help organizations achieve better outcomes through talent using

science, analytics, and empathy.

Drive business impact

through timely talent

actions

Evidence-based solutions

for measurable and

sustained improvements in

leadership

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Pragmatic,

actionable solutions

Environmental

Scanning

Science

Translation

Using knowledge of efficacy

levels we help manage risks and

returns of talent investments.

Science-translation and critical

analysis provides clear

understanding and guidance on

durable solutions.

Environmental scanning reveals

persistent talent challenges of

organizations and trending

practices.

Driving Sustainable Talent Outcomes

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Talent Development Excellence

Learning and Development

CareerDevelopment

LeadershipDevelopment

Current role

Future role Broader role

Survey Goals

• Go beyond existing benchmark studies and annual surveys

• Understand the nuts and bolts of talent development practices

• Assess use of science-backed practices• Degree of integration across talent

development practices

5

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6

MODEL OF INTEGRATED TALENT MANAGEMENT

MANAGE THE

EMPLOYEE

LIFE CYCLE

Foundations of Talent Management

WORKFORCE

STAFFING

Job Analysis & Comp. Modeling

WORKFORCE

DEVELOPMENT

WORKFORCE

MANAGEMENT

ORGANIZATIONAL

EFFECTIVENESS

Talent Acquisition

Employee Selection

Onboarding

Training & Development

Leadership Development

Career Planning

Prog. Evaluation & HR Metrics

Performance Management

Compensation & Total Rewards

Workforce Analytics & Planning

Succession Planning

Org. Culture & Change Mgt.

Team Effectiveness

Employee Engagement

Work Design

Our Comprehensive Talent Management Framework

Focus on what works. Drive better results faster while saving time, money, and resource.

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Certification Tracks for HR

Comprehensive certification for strategic HR Professionals in client partnering roles

Specializations for designers and implementer of talent management systems

Focused certifications on specific talent management practices

Certified Talent

Management

Practitioner

(CTMP)

Certified Talent

Management

Specialist

(CTMS)

Certified in

Workforce

Staffing

(CWS)

Certified in

Workforce

Development

(CWD)

Certified in

Workforce

Management

(CWM)

Certified in

Organizational

Effectiveness

(COE)

Certified in Talent

Acquisition

(CTA)

Certified in

Leadership

Development

(CLD)

Certified in

Workforce

Analytics

(CWA)

Certified in

Workforce

Analytics (CWP)

Certified in Change

Management

(CCM)

Certified in

Employee

Engagement

(CEE)

Our curriculum outline and certification exam are set by our expert panel

https://www.humancapitalgrowth.com/talent-management-practitioner.html



https://www.humancapitalgrowth.com/talent-management-specialist.html



https://www.humancapitalgrowth.com/workforce-staffing.html

https://www.humancapitalgrowth.com/workforce-development.html

https://www.humancapitalgrowth.com/workforce-management.html

https://www.humancapitalgrowth.com/organizational-effectiveness.html

https://www.humancapitalgrowth.com/talent-acquisition.html



https://www.humancapitalgrowth.com/leadership-development1.html

https://www.humancapitalgrowth.com/workforce-analytics.html

https://www.humancapitalgrowth.com/workforce-planning.html

https://www.humancapitalgrowth.com/change-management.html

https://www.humancapitalgrowth.com/employee-engagement.html

https://www.humancapitalgrowth.com/expert_panel.html

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Krista Uggerslev

& metaBUS

Confidential. 8

HCG Expert Panel

Ramzi Baydoun Victoria A. DavisFm

Liberty Munson Eric O’Rourke

Aarti Shyamsunder

Psymantic & Michael Tocci

Neha Singla

Anu Ramesh Frank Bosco

& metaBUS

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Agenda

Study context

Results of the Career Planning Benchmark study

Results of the Leadership Development Benchmark study

Successes and missed opportunities

Q&A

9

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Benchmark Study Participants

Learning and Development

N=26 (70%)

CareerDevelopment

N=15 (41%)

LeadershipDevelopment

N=21 (41%)

All three areasN=9

(24%)

50 Organizations from across the global

37 usable records

*Minimum 5 responses for inclusion in analyses

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Study highlights

Doing well• Prioritizing and funding talent development

• Perceived success in closing skills gap

• Creating an organizational culture that values learning

• A few well placed investments – e.g. coaching, self awareness, on-the-opportunities for hipos.

• Use of sound design principles in creating learning programs

Opportunities• Current practices equivalent to stashing

money under the mattress

• Missed opportunities to drive 10x to 30x -invest in selecting the right interventions

• Managers and leaders need to step up – the lynch pin to employee growth and engagement

• Investment in career planning lagging –pathway to learning and leadership development

• Absence of focus on human capital development – growing collective capacities

11

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Leader Development

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Leadership Development Scorecard

3 DDI (2018). https://www.ddiworld.com/DDI/media/trend-research/glf2018/global-leadership-forecast-2018_ddi_tr.pdf?ext=.pdf4Kellerman, B. (2012). The End of Leadership. New York : Harper Business

64%$50 Billion

56%

4SHL (2018) http://evalion.gr/articles/pdfs/8/2018%20Global%20Assessment%20Trends%20Report.pdf

Annual spend on leader development4

Developing their “Next Gen” Leaders top C-Suite challenge3

Identification of high-potential talent/emerging

leaders a top priority2

https://www.ddiworld.com/DDI/media/trend-research/glf2018/global-leadership-forecast-2018_ddi_tr.pdf?ext=.pdf

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John’s Leadership Development Journey

Challenged with

• Lack of support from leaders in advancing his leadership

• Favoritism and politics in opportunities and advancement

• A lot of leadership development activities but little to realistically move the needle on effectiveness

Surprised by

• Leaders consistently driving growth and financial success

• Opportunities for job tryouts to demonstrate capacity for higher level roles

• Coaching support to advance leadership

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PREPARE

PRACTICE

PERFORM

DESTINATION JOB

• MULTISOURCE RATING

• PERFORMANCE RATING

• TRAIT MEASURES

(PERSONALITY)

• MOTIVATION TO LEAD

• LEARNING ORIENTATION

• BEHAVIORAL COMPETENCIES

• FUNCTIONAL COMPETENCIES

• ASPIRATION

HIGH POTENTIAL POOL

• ACTION LEARNING• ON-THE-JOB

EXPERIENCES• COACHING• PEER LEARNING

• ASSESSMENT AND FEEDBACK

• LEADERSHIP TRAINING• ROLE PLAYING• LEADER SHADOWING

• JOB ROTATION• SPECIAL PROJECTS• ONBOARDING• GOAL SETTING & FEEDBACK• MENTORING

IDENTIFICATION DEVELOPMENT

IND

IVID

UA

L D

EVEL

OP

MEN

T P

LAN

NIN

G

ASSESSMENT OF LEADERSHIP POTENTIAL

IDEN

TIFY

CR

ITIC

AL

RO

LES

AN

D A

SSES

S B

ENC

H

STR

ENG

TH

PROGRESS TRACKING

PROGRESS TRACKING

PROGRESS TRACKING

CRITICAL ROLES

The IDP Model for Leader Identification and Development

SUPPORTCHALLENGING JOB OPPORTUNITIES

Pla

cem

en

t

PLACEMENT

• ONBOARDING• NETWORKING• COACHING• ROLE CLARITY

TRANSITION SUPPORT

ONGOING FEEDBACK

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Leadership Effectives

56

44

33

33

22

22

11

Leadership is not effective in growing talentfrom within

Leadership is not effective in bringing on changeor adapting to the market

Employees are not satisfied with top leadership

Employees are not satisfied with their managers

Leadership does not drive necessary outcomesfor the organization

Employees are not satisfied with their jobs

Group performance is lacking

89%Performance at or above

expected levels

44% Leaders effective in growing

next generation leaders

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Approaches to Selecting High Potential Employees

75

63

25

25

13

13

Managers use their judgment to identify high-potentialemployees

High-potential employees are identified based on theirpast performance

Employees nominate their peers for inclusion in thehigh-potential pool

Employees complete detailed application forms forinclusion in the leadership development program.Candidates are selected based on their responses.

High potential employees are identified based onpsychological assessments

High potential employees are identified utilizingassessment center data (e.g., psychological assessment,

business case analysis, interviews)

75%Rely on manager’s

judgement to identify hipos

Potential source of bias contributing to lack of

diversity

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Measured Leadership Attributes

63

50

50

50

50

50

38

38

25

25

25

25

25

13

Self-awareness

Conflict style

Decision making style

Emotional Intelligence

Learning agility

Personality

Growth mindset

Negotiation style

Developmental efficacy

Implicit biases

Intelligence

Learning style

Meta-cognitive ability

Leader complexity

Underinvestment in high value high return measures

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Learning Agility

Utility of learning agility in predicting leadership success –unconfirmed

19

Unrelated to peer ratings of performance

Related to manager ratings of performance

Unrelated to promotions

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Metacognitive Ability

• Metacognition refers to “thinking about thinking”.

• Metacognition contributes to neural plasticity—the brain's capacity to change and grow and function smarter.

• It is the ability to be aware of one’s prior understanding and reevaluating that understanding in light of new information.

• Requires choosing and planning what to do and monitoring what is being done.

20

6% - 22% of leader effectiveness

explained by metacognition

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Leadership Capabilities Prioritized for Development

88

88

63

50

50

38

38

13

Grow capability to manage and lead employees

Grow capability to lead change and organizationaltransformation

Advance one's strengths

Grow capability to develop future talent

Grow capability to vision, strategize and inspire

Grow capability for execution excellence

Grow capability to lead in a global economy

Grow capability to lead digital transformation

Leading people

& leading change

Most valued leadership capabilities

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Mismatch in Priorities

22

https://www.conference-board.org/blog/postdetail.cfm?post=6713&blogid=10

66%Dig

ital

Tr

ansf

orm

atio

n

2/3 of CEOs believe that digital

transformation is a significant enabler

for their sustainability strategy

13%

Gro

w c

apab

ility

to

le

ad d

igit

al

tran

sfo

rmat

ion

Vast majority of organizations are not

looking to grow from within the capability

to lead digital transformation

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Leadership Development Program Features

100

75

75

63

63

50

38

38

38

38

38

25

25

Coaching

Workshop-based training (vendor led)

360-degree feedback

Assessments and feedback

Action learning

Workshop-based training (internally developed)

Development support through organizational sponsors

Executive education programs (university)

Multiple in-person meetings for structured learning

Stretch roles/special projects

Business simulations and case study analysis

eLearning/ augmented reality training

Outbound activities and team building experiences

3-25%Improvements in leadership

attributable to coaching

0-15% Improvements in leadership attributable to 360 degree

feedback

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Leadership Models

50

50

38

38

25

13

13

0

Company specific competencies

Leader behaviors (e.g. 7 habits of highly effectivepeople)

Situational leadership

Strength-based leadership

Servant leadership

Authentic leadership

Transformational leadership

Charismatic leadership

Underinvestment in high value high return measures

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Evidence from Science

25

Transformational LeadershipSituational Leadership

LeadershipLeadership Effectiveness

14%2%

Ken Blanchard’s One Minute ManagerSteven Covey’s Seven HabitsSpencer Johnson’s Who Moved My Cheese

Popular Leadership Behaviors

“While popular…lacks theoretical underpinnings or research back-up”

Fred LuthansDistinguished Professor of Management

University of Nebraska

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Hipo Placement

75

38

25

13

13

Hipos have some practice in handling the target roles'job responsibilities before being placed into the role

(e.g. special projects)

Hipos are placed in leadership positions with no priordevelopment

Hipos have plenty of opportunities to practice thetarget roles' job responsibilies in safe settings (e.g. jobrotations) before being placed into their target roles

Leadership roles are filled based on tenure or non-performance related factors

Hipos are placed into their target roles with somedevelopment but no practice in handling the job

responsibilities

Practice before

placementA healthy sign of growing

talent from within

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Leadership Succession Effectiveness

75

38

25

There is some history of growing andpromoting talent internally

Internally grown talent is consistentlypromoted to their target leadership roles

across a broad set of positions

There is a robust practice of growing andpromoting talent to a few leadership

positions

Organizations leaning on succession plans for

candidates

A healthy sign of growing talent from within

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Sponsors of Leadership Development Efforts

75%Leadership development is led by HR

38%

Leadership development efforts jointly led by HR and business leaders

25%

Leaders actively sponsor leadership development efforts

HR is the primary driver of leadership development efforts. Opportunity for leaders to take the lead in growing talent from within. This requires a shift in focus from talent development to human capital development.

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How does your L&D team allocate their time across these activities?

Scanning for business needs for training 5%-20%

Conducting a needs analysis for an identified learning need 5%-25%

Developing content 15%-50%

Planning for deployment 5%-30%

Personalizing the learning experience 0-5%

Stakeholder management BEFORE learning begins (get managers and business unit leaders to support learning of their employees) 5%-13%

Stakeholder management DURING the learning period(influence managers to actively support employee participation in learning) 2%-10%

Stakeholder management AFTER the learning period (ensure employees have opportunities to practice) 0%-10%

Evaluating learning outcomes2%-10%

How L&D Spends Their Time

29

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Career Planning and Development

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Career Planning and Development Scorecard

59% 42%

3CEB (2018). The CEO 20 Pulse on the Future of Work. 2018 Benchmark Report

2Deloitte (2018) https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/human-capital/deloitte-uk-human-capital-trends-2018.pd

55%

4SHL (2018) http://evalion.gr/articles/pdfs/8/2018%20Global%20Assessment%20Trends%20Report.pdf

Selected career development as a top priority in 2018 compared to

42% in 20144

Internal mobility and career path – if significantly changed can

drive growth in the next 3 years3

not effectiveat empowering people to manage their

own careers2

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Jill’s Career Journey

Surprised by

Freedom to explore career options within and outside the function

Freedom to progress on a technical track or a management track

Freedom to leave the organization for better opportunities and return

Encouragement to seek out mentors

Challenged with

Negligible personalized career support

Limited leader support

Ad-hoc approach to career management

Promotions still based on seniority

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A validated Model of Career Management

Career success (subjective and

objective)Org. commitment Worklife balanceEmployability

Career insights

Encouraging a protean career

attitudeSelf exploration Career self-mgt

behaviors

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Individualized Career Plan Design

1. Employee Assessment

2. Career Counseling

4. Plan Execution3. Career plan Creation

5. Progress Tracking

Purpose:Self-exploration of career interests and aspirations;

Assess values and interests; identify career stage

Activities: Interviews Psychological

assessments

Purpose:Interpret assessment scores

Provide guidance on career and development options

Activities: Interviews Counseling

workshops

Purpose:Using assessment interview data design a plan to prepare for the destination role/career

Activities: Counseling

workshop Self service tool

Purpose:Ensure adequate allocation of time and effort to complete the CM plan.

Activities: Various career

development activities such as training, role playing, job shadowing

Purpose:Provide feedback on progress; determine continued investment of organizational resource.

Activities: Track progress

against plan Gather metrics Share feedback

on progress

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Career Planning Effectiveness

100

100

80

80

80

60

60

0

Most internal promotions are based on seniority in org

Most internal promotions are based on seniority in role

Employees free to take multiple pathways to advance career

Former employees (boomerangs) welcomed back

Employees free to apply for internal roles within function

Dual career ladder for careers in technical or management track

Employees free to apply for internal roles outside function

Fixed career paths, employees prepare for next role sequentially

Seniority still the best way to get ahead in organizations

Growing acceptance of protean careers

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Outcomes of Careers Management

60%20%

20%

Average tenure of employees

4-8 years8-15 yearsgreater than 15 years

20%

40%

40%

Promotions from within

5-10%21-40%greater than 40%

Greater than 60% of employees have access to career development opportunities

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Career Development Options Provided by Organizations

100

100

100

75

75

75

75

50

25

25

25

25

Career paths

Training and Development Activities

Career discussion with HR or Manager

Internal job postings

Self-exploration and assessments activities

Tuition reimbursement

Job rotation

Career discussion with HR or Manager

Career planning workshop

Formal mentoring

Retirement preparation

Outplacement consulting

Career management practices yet to mature

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Career Development Elements

80

60

60

60

60

40

20

Informal mentoring programs

Psychological assessments of interests and preferences

Training and development for future roles

Defined career paths supported by job descriptions

Internal job posting system

Career development counselors, mentors, and coaches

Formal mentoring programs

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Climate for Career Planning

100

100

80

60

40

Employees are encouraged to visualize a long-term career within theorganization

Our organization has well-defined career paths for several job families

Internal employees are considered first when filling an open position

All job openings are first posted internally

There are resources for anyone looking to advance their career within theorganization

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Challenges Impacting Career Management Effectiveness

60

60

20

0

0

Lack of sponsorship by organizational leaders

Lack of technology to store and retrievecareer interest information

Lack of documented career paths

Lack of funding

Lack of expertise in running careerdevelopment programs

$Not the challenge

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Integrated Talent Management

41

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2018 HCG Talent Development Benchmark StudyRelationship between Career and Workforce Planning

Future role

interest

Integrated TM System

Career

planning

Business

Strategy

Workforce

planning

Employee

Organization

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Integrated Talent ManagementTalent management practices leverage the career planning data

100

100

75

75

50

0

Learning and development

Leadership development

Succession planning

Performance management

Talent acquisition

Workforce planning

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04Begin small, experiment, iterate, and expand

03Design integrated talent solutions to manage the employee experience

02Ask “how might we drive those outcomes?”, Look at the scientific evidence for “what works”

01Question everything, break away from the past. Start with “what outcomes are most important?”

A Roadmap to Transforming Talent Development

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45

Want to Benchmark your organization’s talent development

practices?

[email protected]

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New!Member platform and community

Curated high-quality content on evidence-based talent management

Tools and resources

Mini workshops on evidence-based practices such as “how to build a learning plan”, “how to measure leadership potential”

Community Discussion Boards

Live Small Group Discussions with academic and industry experts

and more

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If you found value in this webinar, you may also be interested in our webinar on digital leadership and our curriculum on talent development.

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Growing Leaders who Thrive

in the Digital Age

WEBINAR

Elevate your expertise in

evidence-based talent

development

LEARNING + CERTIFICATION

https://www.humancapitalgrowth.com/growing-leaders-who-thrive-in-the-digital-age.html




https://www.humancapitalgrowth.com/academy.html




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https://www.linkedin.com/in/sarkarbarney/

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Thank You!For more information contact

Shreya Sarkar-Barney, Ph.D.

www.linkedin.com/company/human-capital-growth

@hcgtm

[email protected]

707.317. 7644

www.Humancapitalgrowth.com

Follow us

[email protected]

@sarkarbarney

http://www.linkedin.com/company/human-capital-growth

http://www.linkedin.com/company/human-capital-growth

https://twitter.com/hcgtm

https://twitter.com/hcgtm

mailto:[email protected]?subject=Connecting from the 2017 CAHR conference

mailto:[email protected]?subject=Connecting from the 2017 CAHR conference

http://www.humancapitalgrowth.com/

http://www.humancapitalgrowth.com/



https://twitter.com/sarkarbarney

https://twitter.com/sarkarbarney

mailto:[email protected]?subject=Connecting from 2017 CAHR conference

mailto:[email protected]?subject=Connecting from 2017 CAHR conference