leadership development is not leadership...
TRANSCRIPT
Copyright © 2006 Bersin & Associates. All rights reserved.
Leadership Development is Not
Leadership Training:An Organizational Maturity Model
for Leadership Development
July 20, 2006
Kim Lamoureux
Senior Analyst
Copyright © 2006 Bersin & Associates. All rights reserved. Page 2
Who We Are
• Industry’s primary research firm focusedon What Works® in enterprise learningand talent management
Research Areas
• Planning & Strategy
• Content Development
• Learning Programs
• Learning Technology
• Analytics & Measurement
• Talent Management
Offerings
• In-Depth Studies and Reports
• Research Memberships
• Workshops
• Benchmarking
• Advisory Consulting
Bersin & Associates
Copyright © 2006 Bersin & Associates. All rights reserved. Page 3
Agenda
Why Leadership Development?
Research Objectives
Leadership Development Maturity Model
6 Best Practices of High Impact Leadership Development
Case Studies
Moving up the Maturity Model
Copyright © 2006 Bersin & Associates. All rights reserved. Page 4
Today’s Demographics Affect HR
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
20-24 25-34 35-44 45-54 55-64 65+
2004
2014
10%
Decline50%
Growth
30%
Decline
Employed Workforce Demographics (BLS data) © Bersin & Associates
Copyright © 2006 Bersin & Associates. All rights reserved. Page 5
Workforce Demographics
25-34 35-44 45-54 55-64 65+
Succession Planning
Identification of Key Leaders
Management & Leadership
Development
At-Risk Industries
Government
Energy
Oil & Gas
Telecommunications
Manufacturing
Recruiting
New Hire Training
Onboarding
Critical Talent Management
Capturing and Sharing
Knowledge
Mentoring
Copyright © 2006 Bersin & Associates. All rights reserved. Page 6
Skills &
Competency
Management Succession
PlanningPerformance
ManagementLeadership
Development Learning
Management
0%
10%
20%
30%
40%
50%
60%
70%
80%
What are the HR functional areas which you feel need most
focus and improvement? (up to two answers)
Top HR Areas of Focus
Talent Management Related Issues are now
top on the minds of HR Managers
Source: Performance Management 2006, Bersin & Associates
Copyright © 2006 Bersin & Associates. All rights reserved. Page 7
Job Roles
Job Descriptions
Competency Models
Workforce
planning
Recruiting
OnBoarding
1
2
3
Performance
management
Training &
performance
support
4
5
Critical skills
gap analysis
8
Succession
planning
6
Compensation
and benefits7
Learning Content
The Talent Management Process
11
88HRMHRM
Business
Plan
© Bersin & Associates: Performance Management 2006: Market Analysis, Trends, Best Practices and Case studies, available at www.bersin.com/perfmgt
Copyright © 2006 Bersin & Associates. All rights reserved. Page 8
Leadership Development is not
Leadership Training
Copyright © 2006 Bersin & Associates. All rights reserved. Page 9
Agenda
Why Leadership Development?
Research Objectives
Leadership Development Maturity Model
6 Best Practices of High Impact Leadership Development
Case Studies
Moving up the Maturity Model
Copyright © 2006 Bersin & Associates. All rights reserved. Page 10
Research Objectives
Understand the importance
Determine the key components
Establish best practices
Uncover challenges
Develop an organizational maturity model
Copyright © 2006 Bersin & Associates. All rights reserved. Page 11
Participating Organizations
AlcatelEnterprise Rent-A-Car
MercerSaskTel
AetnaNewell Rubbermaid
Textron Inc.SBC Communications
American Red CrossGoldman Sachs
CernerSyntel Inc.
UnisysAmerican Heart Association
Mellon FinancialTI Automotive
CiscoMercantile Bank
Intermountain Health CareGlaxoSmithKline
Copyright © 2006 Bersin & Associates. All rights reserved. Page 12
Agenda
Why Leadership Development?
Research Objectives
Leadership Development Maturity Model
6 Best Practices of High Impact Leadership Development
Case Studies
Moving up the Maturity Model
Copyright © 2006 Bersin & Associates. All rights reserved. Page 13
Strategic Leadership Development Championed by Executives, Talent Management integration
Focused Leadership DevelopmentCulture setting, Future focused, Developing organization
4 Stages of Leadership Development
Structured Leadership TrainingCore competencies, Well defined curriculum, Developing individuals
Inconsistent Management TrainingContent available, No development process, Benefit to employees
Copyright © 2006 Bersin & Associates. All rights reserved. Page 14
4 Stages of Leadership Development
Key Attributes
• Senior management is not involved
• A catalog of courses, no development process
• Managers have to figure out what to do on their own
• Perceived as a benefit to the employee
Strategic Leadership Development Championed by Executives, Talent Management integration
Focused Leadership DevelopmentCulture setting, Future focused, Developing organization
Structured Leadership TrainingCore competencies, Well defined curriculum, Developing individuals
Inconsistent Management TrainingContent available, No development process, Benefit to employees
Copyright © 2006 Bersin & Associates. All rights reserved. Page 15
4 Stages of Leadership Development
Key Attributes
• Well defined curriculum for different levels
• Training is required and monitored
• Core leadership competencies are defined
• Individual leaders are developed
Strategic Leadership Development Championed by Executives, Talent Management integration
Focused Leadership DevelopmentCulture setting, Future focused, Developing organization
Structured Leadership TrainingCore competencies, Well defined curriculum, Developing individuals
Inconsistent Management TrainingContent available, No development process, Benefit to employees
Copyright © 2006 Bersin & Associates. All rights reserved. Page 16
4 Stages of Leadership Development
Key Attributes
• Culture Setting
• Future Looking
• Focus on high potentials
• Developing the organization
Strategic Leadership Development Championed by Executives, Talent Management integration
Focused Leadership DevelopmentCulture setting, Future focused, Developing organization
Structured Leadership TrainingCore competencies, Well defined curriculum, Developing individuals
Inconsistent Management TrainingContent available, No development process, Benefit to employees
Copyright © 2006 Bersin & Associates. All rights reserved. Page 17
4 Stages of Leadership Development
Key Attributes
• Senior management champions process
• Talent management integration
• Learning culture is engrained
Strategic Leadership Development Championed by Executives, Talent Management integration
Focused Leadership DevelopmentCulture setting, Future focused, Developing organization
Structured Leadership TrainingCore competencies, Well defined curriculum, Developing individuals
Inconsistent Management TrainingContent available, No development process, Benefit to employees
Copyright © 2006 Bersin & Associates. All rights reserved. Page 18
Poll Question
Given what you have just heard, at what maturity level
would you place your organization?
1. Inconsistent Management Training
2. Structured Leadership Training
3. Focused Leadership Development
4. Strategic Leadership Development
Copyright © 2006 Bersin & Associates. All rights reserved. Page 19
4 Stages of Leadership Development
Strategic Leadership Development Championed by Executives, Talent Management integration
Focused Leadership DevelopmentCulture setting, Future focused, Developing organization
Structured Leadership TrainingCore competencies, Well defined curriculum, Developing individuals
Inconsistent Management TrainingContent available, No development process, Benefit to employees
25%
25%
20%
30%
Copyright © 2006 Bersin & Associates. All rights reserved. Page 20
Agenda
Why Leadership Development?
Research Objectives
Leadership Development Maturity Model
6 Best Practices of High Impact Leadership Development
Case Studies
Moving up the Maturity Model
Copyright © 2006 Bersin & Associates. All rights reserved. Page 21
6 Best Practices of High Impact
Leadership Development
Applied a Blended Learning Strategy
Defined a Set of Leadership Competencies
Established Programs for Multiple Levels of
Management
Aligned Content with Business Strategy
Received Strong Senior Management Support
Integrated Talent Management Processes
Copyright © 2006 Bersin & Associates. All rights reserved. Page 22
Poll Question
Do your leadership development programs include a
blended learning strategy? For example, an e-learning
course as a pre-requisite for classroom session or a group
project assignment following a course.
• Yes, All
• Yes, some programs
• No, none
Copyright © 2006 Bersin & Associates. All rights reserved. Page 23
1. Blended Learning Strategy
Blended Delivery often refers to a combination of
classroom and e-learning
Other options for learning that work very effectively forleadership development include:
• Group Project Assignments
• Individual Project Assignments
• Coaching/Mentoring
• 360 Feedback
• Leadership/Personality Assessments
• Job Rotation
• Simulations
Copyright © 2006 Bersin & Associates. All rights reserved. Page 24
Job Roles
Job Descriptions
Competency Models
Workforce
planning
Recruiting
OnBoarding
1
2
3
Performance
management
Training &
performance
support
4
5
Critical skills
gap analysis
8
Succession
planning
6
Compensation
and benefits7
Learning Content
The Talent Management Process
11
88HRMHRM
Business
Plan
© Bersin & Associates: Performance Management 2006: Market Analysis, Trends, Best Practices and Case studies, available at www.bersin.com/perfmgt
Copyright © 2006 Bersin & Associates. All rights reserved. Page 25
2. Leadership Competencies
Competencies are behaviors that become associated
with how an organization perceives effective leaders
Customized competencies should be researched,
defined and validated
Competencies can be selected from an off-the-shelf
library, such as Lominger or Personnel Decisions
International (PDI)
Copyright © 2006 Bersin & Associates. All rights reserved. Page 26
Poll Question
Does your company provide leadership development
programs for every level of management/leadership?
• Yes
• No
• I don’t know
Copyright © 2006 Bersin & Associates. All rights reserved. Page 27
3. Programs for Multiple Levels
Performance expectations vary from one level to another
Different competencies, knowledge and experience are
needed at different levels
Specific developmental opportunities geared towards
different levels of leadership
The sophistication of the program topics have to change
Copyright © 2006 Bersin & Associates. All rights reserved. Page 28
Leadership Development Curriculum
First Line
Manager
Mid-level
Manager
Executive Senior
Executive
Management
(Operational,
Budgeting, staffing)
Leadership
(Communication,
Team-building, etc)
Business Strategy
(Strategy, Product,
Financial, etc)
Copyright © 2006 Bersin & Associates. All rights reserved. Page 29
4. Alignment with Business Strategy
Critical for building skills, knowledge and experiences
that are relevant and essential to the company
Strategic alignment also refers to culture, vision, mission
and values
Programs should not be generic; they must drive skill
sets critical and specific to your own company
Ways to ensure alignment:
• Quarterly Executive Meetings
• Core Leadership competencies
• Focus on Growth
Copyright © 2006 Bersin & Associates. All rights reserved. Page 30
Poll Question
Do you believe senior executives provide enough support
for leadership development in your company?
• Yes
• No
• I don’t know
Copyright © 2006 Bersin & Associates. All rights reserved. Page 31
5. Strong Senior Management Support
When senior management is involved, programs are
typically more dynamic, target more leaders, and are
adopted more quickly.
When senior management is not involved,
• Learning leaders struggle with developing relevant training
programs
• Programs are not as closely aligned to the business strategy
• Programs are not as well received by leaders; there is a “push”
for them to attend
Copyright © 2006 Bersin & Associates. All rights reserved. Page 32
6. Talent Management Integration
Leadership Development is part of the overall talent
management system
Processes for assessing and developing leaders need to
feed one another
Performance Management – helps to identify leader skill
gaps and participants for leadership programs
Succession Management – leaders are assessed
against skill sets for future positions
Copyright © 2006 Bersin & Associates. All rights reserved. Page 33
Agenda
Why Leadership Development?
Research Objectives
Leadership Development Maturity Model
6 Best Practices of High Impact Leadership Development
Case Studies
Moving up the Maturity Model
Copyright © 2006 Bersin & Associates. All rights reserved. Page 34
Case Study
Inconsistent Management Training
Industry: Computer & Software Services
Employees: over 5,000
Summary:
Offer e-learning but not in a blended format
In process of defining core competencies.
They focus primarily on new employees and first-level
manager, then it is sink or swim.
Senior management is supportive of the fundamentals of
training but do not understand leadership development.
No formal governance. Managers “grow their own.”
Level 1
Copyright © 2006 Bersin & Associates. All rights reserved. Page 35
Case Study
Structured Leadership Training
Industry: Telecommunications
Size: over 50,000
Summary:
Use e-learning but not in a blended format.
Programs for all levels of management.
Encourage BU's not to develop training on their own.
Management supports training, but they do not make it a
priority.
Consistent Performance management process.
Succession Planning process is evolving.
Level 2
Copyright © 2006 Bersin & Associates. All rights reserved. Page 36
Case Study
Focused Leadership Development
Industry: Health Products & Services (Aetna)
Employees: 27,000
Summary:
Use a blended approach, primarily e-learning as pre-
requisite to a classroom-based course
Core competencies defined and programs are built to
support them
Programs target all levels of management
Great executive support
Moving from a best practice performance management
culture to a next practice talent management culture
Level 3
Copyright © 2006 Bersin & Associates. All rights reserved. Page 37
Case Study
Strategic Leadership Development
Industry: Financial Services (Mellon Financial)
Employees: 19,000
Summary:
Blended learning approach is strong
Core competencies are defined and approved byexecutives
Programs target all levels of management
Outstanding senior management support
A Leader Advisory Committee is in place
Performance management and succession planningalignment
Level 4
Copyright © 2006 Bersin & Associates. All rights reserved. Page 38
Agenda
Why Leadership Development?
Research Objectives
Leadership Development Maturity Model
6 Best Practices of High Impact Leadership Development
Case Studies
Moving up the Maturity Model
Copyright © 2006 Bersin & Associates. All rights reserved. Page 39
Moving up the Maturity Model
Applying a blended learning format
Incorporating non-traditional learning activities
Providing opportunities for learners to apply new skills
Allowing leaders time away from work
Making programs relevant and aligning content with
business strategy
Creating programs that target all levels of leadership
Some things that you can do to move your organization
up the maturity model include:
Copyright © 2006 Bersin & Associates. All rights reserved. Page 40
Getting the right people in the right programs
Evaluating programs to ensure they are meeting
objectives
Acquiring Senior Management Support
Holding people accountable for their own development
Allocating sufficient resources to develop and manage
programs
Moving up the Maturity Model
Some things that you can do to move your organization
up the maturity model include:
Copyright © 2006 Bersin & Associates. All rights reserved. Page 41
What’s Next
Research Report – 30-45 days
Case Studies
Industry Study – December/January
Kim Lamoureux
Senior Analyst
505-821-6631
Copyright © 2006 Bersin & Associates. All rights reserved.
Leadership Development is Not
Leadership Training:An Organizational Maturity Model
for Leadership Development
July 20, 2006
Kim Lamoureux
Senior Analyst