Identifying and Developing Talent in a Technology Business EPSE Class of 2016 November 3, 2015.
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Transcript of Identifying and Developing Talent in a Technology Business EPSE Class of 2016 November 3, 2015.
Identifying and Developing Talent in a Technology Business
EPSE Class of 2016November 3, 2015
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
John Quincy Adams, 6th President of the United States
• Holistic approach
• Empower
people
• Challenging
tasks
• Formal
training
But how to find & develop leaders?
We Consulted Widely to Identify Key Findings
• Literature
• Surveys
• Interviews
• Analysis
• Competencie
s
• Identificatio
n
• Development
• Good
practice
Six groups, seven weeks, intensive seminar series,
27 people from 11 San Diego companies
How can we best bring success to our organization through effective leadership development?
Key Competencies(Kevin Andrew)
Leadership vs Management
• Key competencies to focus on,
best to start with a good
foundation
• The building blocks of a good
or great leader
Communication Ties itAll Together
Without effective communication,
our teams are:
“Communication is the
real workhorse of
leadership” – Nitin Nohria,
Dean of Harvard Business
School
Conflict Management
• Conflict is inevitable
• Managers have to
encourage “beneficial”
conflict
• Leaders embrace it
• Active Listening
• Focus on issues, not people
• Facilitate discussion
• Preserve relationships
Creating Leaders
• Starts with character
qualities and builds from
there
• Necessary to identify
individuals with drive and
an entrepreneurial spirit
Identifying Future Leaders (Tony Hamel)
Are we using consistent methods of identification?What primary method do you use when identifying high potential
employees? 1 Combination of formal and informal assessments 9 / 39%2 Informal assessments 8 / 35%3 Recommendation of peers and managers 5 / 22%4 Formal systematic assessments 1 / 4%5 Performance ratings 0 / 0%
Do you feel the company does enough to identify and develop high potential employees?“…needs more consistency.”“There’s always more that companies could do …”“We can always do better. ““No, we can always do more. ““…we need to spend more time doing it… “
0 10 20 30 40 50
Other
360 Assessment
Ranking
Nomination
Peer Assessment
Succession Planning
Annual Performance Review
What tools do organizations use to
identify high potential candidates?
Do you believe the company has formal management trainingand/or succession planning that look at employees within?
only 29 percent of respondents reported being “very satisfied” or “satisfied” with their organization’s current process for identifying high-potential employees
Formal identification methods
• Personality and leadership evaluation tools
• Subjective assessments and rankings
Annual Reviews 360° feedbackDiscretionaryCompensatio
n
SuccessionPlanning
What are the most effective methods?
“To an extent, leadership is like
beauty:It's hard to define, butyou know it when you see it.”
– Warren Bennis
HighPerformance
ChallengingAssignments
Curiosityand Drive
EmotionalIntelligence
Developing Leadership(Peter McInerney)
Developing Future Leaders
• Genius vs. leader – development requires different model
• Mixed approach for leadership development
• Practical (challenging!)
• Coaching (mentorship!)
• Training (tailored!)
Developing Future Leaders
• Non-structured vs. structured development in an organizationo Better odds
o Alignment with organization’s goals
OR
OR
Common Themes and Learning (Raul Munguia)
Common Themes and High Points
High potential candidates represent only 3% to 5% of the total talent pool
Common factors of high potentials
a) drive to excel
b) catalytic learning capability
c) enterprising spirit
d) dynamic sensors
Having structured/formalized programs for identification and development of potential managers/leaders is best practice
Does an organization inform the high potential of their status?
Common Themes and High Points
Recommendations(Valerie Uzzell)
• In a hurry
• Peter principle
• Technical
ability
• Longevity
How NOT to Identify Future Leaders
• In a hurry
• Peter principle
• Technical
ability
• Longevity
How NOT to Identify Future Leaders
How BEST to IdentifyFuture Leaders
• Careful planning
• Growth Potential
• Interpersonal Skills
• Record of Success
• Provide Opportunity
How NOT to DevelopFuture Leaders
• Ad hoc
• Low priority
• Restrict
opportunity
• Ad hoc
• Low priority
• Restrict
opportunity
How NOT to DevelopFuture Leaders
How BEST to DevelopFuture Leaders
• Formal program
• High priority
• Stretch goals
• Cross-training
• Mentorship
Acknowledgments: EPSE class of 2015