Chris Wood, Santos; Talent management & leadership development
21
SEAAOC Chris Wood Manager, Human Resources Contingent Workforce
-
Upload
hr-leaders-resources-summit -
Category
Business
-
view
689 -
download
0
description
• Identifying critical capabilities from a leadership perspective to recruit the right talent and deliver on business strategy • Integrating robust and objective data into existing talent management / succession planning processes • Assessing and supporting key capabilities of high potential or future talent for leadership development • Implementing a multifaceted leadership development strategy that contributes to overcoming succession hiccups
Transcript of Chris Wood, Santos; Talent management & leadership development
SEAAOC
Chris Wood Manager, Human Resources
Contingent Workforce
Human Capital Development Framework
Pote
nti
al
Performance
VP
Name / PhotoRating: H/H
Successor 1 & 2
Name / PhotoRating: M/H
Successor 1 & 2
Name/PhotoRating: L/M
Successor 1 & 2
Name / PhotoRating: H/H
Successor 1 & 2
Leadership Capabilities
Trust ConversationsRelationship
s
“I rely on my
manager to deliver”
“I trust my team to perform”
Do we, do they…….
talk, listen, ask ?
Civility, empathy, honesty & visibility
Transformational Leadership
(coping with change, giving focus, energy &
direction)
(coping with complexity, giving order and predictability)
Set DirectionAlign People
Motivate& Energising
Performance ConversationsPlans / BudgetsControlling &
Problem SolvingRisk Mgt
= Engagement . .
Source: J. Kotter (2001) “What Leaders Really Do” Harvard Business Review: Dec 2001
Leadership Development Options
Training
Job Experiences
Business Forums
Projects
Job Placement/Secondments
Volunteer Work
Competency Framework
Peer Sharing
360 Feedback
Leader/ManagerCoach/Mentor
1:1’s
10%
20%
70%
Acting Positions
Rotations
Committees
Networking
Professional Associations
Self Study
• Formal Learning• Learning from Others• On the Job learning
Investing in Leadership
Leadership Development program
March 2013
Leaders catalyse others towards exceptional performance through ongoing conversations – coaching
for success…..
Outputs =Focussed collaborationClarity Shared understanding Ongoing, frequent conversations
Phase 2 Building Leadership Capability
Phase 1 Building shared meaning & purpose
Phase 3 Maintaining Momentum / Celebrating Success
1.Team Performance Plans created
2.Leaders 1:1 Development Plan
3.Mindset + Behaviours captured = common language
Outputs
March
April
July/Aug
Leadership MindsetLeadership Mindset
Performance Mindset
Performance Mindset
Leader as Coach
Leader as Coach
Leader Assimilatio
n
Leader Assimilatio
n
Objective Setting
Development Planning
Objective Setting
Development Planning
Leader Reconnect
Leader Reconnect
Story Telling
Celebrating Success
Story Telling
Celebrating Success
Leader as Coach
• Growth vs. Fixed Mindset
• Situational Leadership
• Engagement
• Coaching skills practice
• Conversation framework
Leader Assimilation
Six questions-What do we know?-What do we want to know?-What is Dave doing that helps us reach our maximum potential as leaders?-What would you like to see Dave do less of?-What challenges will Dave be facing?-What is missing in our team and if it was present, would make a difference?
Leader Reconnect
A & D: Measuring Our Success
Traffic light image
Nicole/ AR to insert table based on discussion with Dave
Chris Wood Manager, Human Resources
Contingent Workforce
