leadership in universities · barriers to implementing diversity & inclusion strategies –...
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LEADERSHIP IN UNIVERSITIES
OCTOBER 17, 2012
Alison Tickner – Partner; Asia Pacific Head of Leadership, Diversity & LearningRaphaele Nicaud – Principal; Australian Talent Segment Leader
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Churn at the top:new Vice Chancellors
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Think about the specific environment in whichuniversity leaders operate:
Tribal culture: “A university is a collection of warring tribesunited only by the search for a car park”
Tension between consultative and top down decision making
High complexity of stakeholders
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Career paths are influenced by aspiring to those universitieswith higher ranking and status (funneling and limiting theoptions) – at the top there is really limited choice, for bothcandidates and universities
Competing internationally and nationally for talent
Loyalty is localised to the school/faculty/discipline
united only by the search for a car park”
Comprehensive online surveycompleted by the majorityof Australian universities:
From a wealth of data, we willshare seven insights
About Mercer’s 2012 University Leadership PracticesSurvey
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share seven insights
Insight 1:The Australian universitysector is trailing behindon leadership strategy
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on leadership strategy
Insight: 1Leadership strategy
University Sector
38% have defined and agreedleadership developmentstrategies
52% are currently developing a
In
Develop-
ment
No
10%
Yes
38%
InDevelopment
52%
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Australia
The University sector is currentlytrailing behind Australianorganisations in general - 62%already have their strategy
52% are currently developing astrategy
Does your university have a
Leadership Strategy?
ment
52%38% 52%
University Sector
Only 19% universitiesregularly conduct leadershippipeline projections.
Insight: 1How well are the strategies being executed?
81%
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Australia
This was similar acrosscompanies in Australia with22% of the respondentsregularly conductingleadership pipelineprojections.
19%
Yes No
Do you regularly conductleadership pipeline projections?
Insight 2:Universities are leading in theirspecific focus on developingfemale leaders and high
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female leaders and highpotentials
Asia Pac
Australia38%
88%
100%
100%
100%
100%
Our process for managing succession
Middle Level Managers
Competencies required for leadership success
Female Leaders
High Potential Leaders
Processes & methods for developing leaders
Leadership Development strategy articulates/focuses on:
YES
Insight: 2Where’s the focus?
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Australia
13%
25%
25%
38%
38%
38%
38%
Other employee segments
Criteria & processes for assessing leaders
Metrics for tracking progress
Criteria & processes for identifying future leaders
Young leaders
Defined tactics for retaining/engaging leaders
Our process for managing succession
NO
Only 25% universities with a leadership develop strategy in place specificallyaddress leadership assessment (leaders are being developed but notassessed)
Insight 3:There are better outcomes forwomen in universities; theyhold more senior roles than in
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hold more senior roles than inAustralian organisationsgenerally
Insight: 3However 76% of universities acknowledged that therewere barriers to keep women from advancing
24%
24%
29%
33%
43%
No barriers
Not enough investment in women
Leadership style differs from the styledominant among current senior leaders
Impact of career breaks on research output
Unwillingness of women to promote themselves
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5%
10%
10%
14%
14%
14%
19%
24%
Bias on part of managers
Managers unwillingness to take a risk on a non-traditional candidate
Organisation culture doesn’t support or value work/lifebalance
Exclusion from informal networks
Difficulty finding powerful sponsors/mentors
Lack of visibility to senior leaders
Unwillingness of womento request development experiences
No barriers
Unwillingness of women ofto promote themselves and
lack of investment wereconsidered key issues by
both survey groups
One-third of universitiesidentify career breaks as
barriers to success
Insight: 3Barriers to implementing Diversity & InclusionStrategies – what is stopping the progress?
• Senior leaders not walking the talk - too much talking and notenough traction
• Middle managers not understanding the business case andnot experiencing consequences for inaction
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Source: APAC Diversity & InclusionResearch Report, Mercer, 2012
• Business case not being articulated clearly enough
Insight 4:Universities lag behind in theirinvestment in leadershipdevelopment
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development
Insight: 4Issues faced in investing in Leadership Development
30%
42%
38%
62%
67%
Insufficient senior leadership attention
Insufficient funds for development
Not enough time invested in development
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11%
4%
42%
46%
0%
5%
33%
38%
Cannot retain leaders once they havebeen developed
Not sure where to start
Lack of urgency by the organisationaround this issue
Insufficient senior leadership attention
Universities
Australia comparison
33% of Universities spend over $5,000 on their senior leaders’development compared to 41% of Australian companies
Insight: 4How much is the right amount?
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16% of Universities spend over $3,000 on their middle levelleaders’ development compared to 38% of Australian companies
Insight 5:Leaders and managers are notheld accountable fordeveloping leadership talent
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developing leadership talent
To a moderate
extent
10%
Not at all
To a great
extent, 0%
To a
considerable
extent 5%
Insight: 5Developing our future leaders
76% of Universities saythey do not hold linemanagers accountablefor developing futureleaders at all or do so toa small extent.
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Are Managers held accountable for
developing future leaders?
To a small
extent, 38%
Not at all
38%a small extent.
Most universitiesresponded that leadersin universities typicallyspend less than 10% oftheir time on developingleadership talent.
Insight 6:Critical leadershipcompetencies differ from thebroader market
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broader market
Insight: 6Top five competencies ranked as critical for leaders tomaster over next three to five years:University Results
Strategic Drives innovation 38%
Strategic Creates strategy 33%
Personal Adaptability 29%
People Coaches and Develops Others 29%
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People Coaches and Develops Others 29%
Operations Drives Performance 24%
Source: APAC Leadership Practices Survey, Mercer, 2012
Australia Results
Strategic Creates strategy 34%
People Optimises talent 34%
Strategic Drives innovation 32%
Operations Drives results 27%
Personal Adaptability 21%
Insight: 6
The quality of leadership isone of the top three factors
driving motivation and
Source: Mercer survey - What’s Working:Inside Employees’ Minds
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driving motivation andengagement at work.
Insight 7:There is a strong “say and do”culture. Universities aregenerally utilising the
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generally utilising theleadership developmentpractices which they considerto be most effective.
Insight: 7
Universities
Most Effective* Most Used
1. Leadership coaching delivered byexternal coaches
1. Individualised development plans
2. Mentoring 2. Mentoring
3. Individualised development plans& stretch assignments
3. Leadership coaching delivered byexternal coaches
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Australian Companies
Most Effective* Most Used
1. Challenging developmentopportunities
1. Challenging developmentopportunities
2. Action Learning Program 2. Classroom training
3. Defined career paths fordeveloping leaders
3. MBA or other university programs/ overseas assignments
& stretch assignments external coaches
* As rated by respondents
What is the blueprintfor building
extraordinary leaders
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extraordinary leaders
Evaluating the bench
• Individual assessment
• Leadership bench
strength
• Risk and gap analysis
on the size,
performance,
engagement and
capability of the pipeline
Evaluating the bench
• Individual assessment
• Leadership bench
strength
• Risk and gap analysis
on the size,
performance,
engagement and
capability of the pipeline
Clarify organisation
objectives
• Senior Executive
agenda
• Long-term business
needs
• Talent strategy
Clarify organisation
objectives
• Senior Executive
agenda
• Long-term business
needs
• Talent strategy
Defining leadership
requirements
• Leadership strategy
and tactics
• Success profile
• Critical roles
Defining leadership
requirements
• Leadership strategy
and tactics
• Success profile
• Critical roles
THINK SYSTEMICALLY:
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capability of the pipelinecapability of the pipeline
Building leadershipcapability
• Leadership skills,
knowledge, and
behaviour
• Blended learning
• Development roadmaps
and interventions
Building leadershipcapability
• Leadership skills,
knowledge, and
behaviour
• Blended learning
• Development roadmaps
and interventions
Managing pipelines
• Goal setting and
performance
evaluation
• Executive and
management
compensation
• Key role succession
Managing pipelines
• Goal setting and
performance
evaluation
• Executive and
management
compensation
• Key role succession
Measure success
• Strategy executed
• Organisation results
delivered
• Evidence-based
analytics to prove it
Measure success
• Strategy executed
• Organisation results
delivered
• Evidence-based
analytics to prove it