Organizational leadership in the recruitment industry
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Transcript of Organizational leadership in the recruitment industry
ORGANIZATIONAL LEADERSHIP IN THE
RECRUITMENT INDUSTRY
CHALLENGES AND OPPORTUNITIES
ODE TO A MARTYR
“HOW CAN A MAN DIE BETTER THAN FACING FEARFUL ODDS, FOR THE ASHES OF HIS FATHER AND THE TEMPLE OF HIS GODS”
LORD MACAULAY
Lt Navdeep Singh, AC
THOSE WHO BUILD GREAT COMPANIES UNDERSTAND THAT THE ULTIMATE THROTTLE ON GROWTH FOR ANY GREAT COMPANY IS NOT MARKETS OR TECHNOLOGY OR COMPETITION, OR PRODUCTS. IT IS ONE THING ABOVE ALL OTHERS: THE ABILITY TO GET AND KEEP ENOUGH OF THE RIGHT PEOPLE.
Jim Collins
OBJECTIVES OF THE SESSION
TO UNDERSTAND THE CONCEPT AND THEORIES OF LEADERSHIP – LEADING IN TIMES OF UNCERTAINTY
TO UNDERSTAND COMPETENCIES AND TRAITS DESIRED IN TODAY’S LEADER.
TO REVIEW LEADERSHIP CHALLENGES CURRENTLY FACING THE RECRUITMENT INDUTRY
TO DEVELOP LEADERSHIP COMPETENCIES, NECESSARY TO FACE THESE CHALLENGES
SESSION PLAN
PART I- WHAT IS LEADERSHIP? PART II- LEADERSHIP THEORIES PART III- ORGANIZATIONAL LEADERSHIP
CHALLENGES PART IV- LEADERSHIP IMPERATIVES
PART I-WHAT IS LEADERSHIP?
WHAT DOES IT MEAN TO YOU?
WHAT DO THE FOLLOWING LEADERS
HAVE IN COMMON?
INDIRA NOOYI-PEPSI CO VIKRAM PANDIT-CITIBANK NARAYANA MURTY-INFOSYS LAKSHMI MITTAL-ARCELOR MITTAL ANSHU JAIN- DEUTSCHEBANK AJIT JAIN- BERKSHIRE HATHAWAY NIKESH ARORA- GOOGLE AJAY BANGA- MASTERCARD SANJAY JHA-MOTOROLA ANAND MAHINDRA- MAHINDRA GROUP
Prentice Hall, 2000 Chapter 10 8
Managers and Leaders1.1. AdministersAdministers
2.2. A copyA copy
3.3. MaintainsMaintains
4.4. Focuses on system and structureFocuses on system and structure
5.5. Relies on controlRelies on control
6.6. Short-range viewShort-range view
7.7. Asks how and whenAsks how and when
8.8. Eye on the bottom lineEye on the bottom line
9.9. ImitatesImitates
10.10. Accepts the status quoAccepts the status quo
11.11. Classic good soldierClassic good soldier
12.12. Does things rightDoes things right
1.1. InnovatesInnovates
2.2. An originalAn original
3.3. DevelopsDevelops
4.4. Focuses on peopleFocuses on people
5.5. Inspires trustInspires trust
6.6. Long-range perspectiveLong-range perspective
7.7. Asks what and whyAsks what and why
8.8. Eye on horizonEye on horizon
9.9. OriginatesOriginates
10.10. Challenges the status quoChallenges the status quo
11.11. Own personOwn person
12.12. Does the right thingDoes the right thing
THE LEADERSHIP JOURNEY INVOLVES----
LEADERSHIP OF SELF- LEADERSHIP OF PEOPLE LEADERSHIP OF TEAMS LEADERSHIP OF COMPANY LEADERSHIP OF SKILLS LEADERSHIP OF CAREER LEADERSHIP OF CULTURE
THE HEDGEHOG CONCEPT OF LEADERSHIP
Foxes vs hedgehogs- the essence of profound insight is simplicity
Intersection of three circles Abilities, not egos determine what one
attempts Understanding what one can be best at (and
cannot be best at)- core competence
WHAT ARE YOU DEEPLY PASSIONATE ABOUT
WHAT DRIVES YOUR ECONOMIC ENGINE
WHAT CAN YOU BE THE BEST
IN THE WORLD AT
THREE CIRCLES OF THE HEDGEHOG CONCEPT
PART II
LEADERSHIP THEORIES
LeadershipLeadershipPerspectivesPerspectives
1- 1- TraitTraitPerspectivePerspective
2-Behavior2-BehaviorPerspectivePerspective
3-Contingency3-ContingencyPerspectivePerspective
5-Romance5-RomancePerspectivePerspective
4-Transformational4-TransformationalPerspectivePerspective
House’s Path-Goal Theory
Employee CharacteristicsEmployee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity
Environmental FactorsEnvironmental Factors- Employee’s task- Authority system- Work group
Leadership StylesLeadership Styles- Directive- Supportive- Participative- Achievement oriented
Employee AttitudesEmployee Attitudes and Behavior and Behavior- Job satisfaction - Acceptance of leader- Motivation
SellingS2
Explain decisions and provide opportunity for
clarification
Hersey and Blanchard’s Hersey and Blanchard’s Situational Leadership TheorySituational Leadership Theory
ParticipatingS3
Share ideas andfacilitate in
decision making
Follower-Directed Leader-DirectedFollower-Directed Leader-Directed
LowLow
LowLow
HighHigh
HighHigh
Leader BehaviorLeader Behavior
Task BehaviorTask Behavior
Follower ReadinessFollower ReadinessHighHigh Moderate Moderate LowLow R4 R4 R3 R3 R2 R2
R1R1
Rela
tion
sh
ip B
eh
avio
rR
ela
tion
sh
ip B
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avio
r(s
up
port
ive b
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avio
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DelegatingS4
Turn overresponsibility for
decisions andimplementation
TellingS1
Provide specificinstructions and closelysupervise performance
Chapter 15: PowerPoint 15.17
Situational Leadership® Model:Situational Contingency
Readiness: a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them
Readiness level of followers influenced by:
Not a fixed characteristic of followers—depends on the task
training received commitment to the organization technical expertise experience with the specific task and so on
Chapter 15: PowerPoint 15.18
Situational Leadership® Model:Changing a Leadership Style
Telling style: leader provides clear instructions, give specific directions, and supervises the work closely
Use when followers are low in readiness (R1)
Selling style: leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower
Use when followers are somewhat moderatein readiness (R2)
(continued)
Chapter 15: PowerPoint 15.19
Situational Leadership® Model:Changing a Leadership Style (cont’d)
Participating style: leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates
Use when followers are moderate in readiness (R3)
Delegating style: leader turns over responsibility for making and implementing decisions to followers
Use when followers are high in readiness (R4)
TransformationalTransformationalLeadershipLeadership
CreatingCreatinga Visiona Vision
CommunicatingCommunicatingthe Visionthe Vision
BuildingBuildingCommitmentCommitment
ModelingModelingthe Visionthe Vision
Transformational Leadership Elements
Prentice Hall, 2000 Chapter 10 22
Extendthe Vision
Livethe Vision
Expressthe Vision
Visionary Visionary LeadershipLeadership
Prentice Hall, 2000 Chapter 10 23
Charismatic Leadership
Self-confidence
A compelling vision
Strong convictions
Extraordinary behavior
Image as a change agent
Prentice Hall, 2000 Chapter 10 25
Goals That AreGoals That AreFormalized orFormalized or
Rules That Are RigidRules That Are Rigid
Goals That AreGoals That AreFormalized orFormalized or
Rules That Are RigidRules That Are Rigid
Jobs That Are Jobs That Are Unambiguous orUnambiguous orHighly SatisfyingHighly Satisfying
Jobs That Are Jobs That Are Unambiguous orUnambiguous orHighly SatisfyingHighly Satisfying
WorkgroupsWorkgroupsThat Are CohesiveThat Are Cohesive
WorkgroupsWorkgroupsThat Are CohesiveThat Are Cohesive
Workers That AreWorkers That AreExperienced orExperienced orHighly-TrainedHighly-Trained
Workers That AreWorkers That AreExperienced orExperienced orHighly-TrainedHighly-Trained
Is LeadershipIs LeadershipAlways Relevant?Always Relevant?
Is LeadershipIs LeadershipAlways Relevant?Always Relevant?
IF YOU ARE NOT CONTENT WITH SOMETHING IN YOUR CAREER AS A LEADER OR SOMETHING IN YOUR LIFE DO SOMETHING ABOUT IT. AND IF ACTION DOES NOT WORK,THEN DO SOMETHING ELSE, KEEP TAKING ACTION TILL YOU ACHIEVE THE RESULTS YOU DESIRE--- WHETHER IT IS STAFF MORALE,RELATIONSHIPS, MONEY----TALKING MOANING AND FEELING BAD COUNTS FOR NOTHING. CONSISTENT AND RELENTLESS ACTION IS EVERYTHING.
DAVID TAYLOR
PART III
ORGANIZATIONAL LEADERSHIP AND ITS
CHALLENGES
SOME FACTS(TJ Survey 2012)
73% employers consider leadership and management experience as most important for the leadership position.
42% of employers use assessment based on records for screening CXO position candidate
41% of surveyed employers consider level of responsibility for fixing CXO salary
34% of employers consider personal interaction with previous boss as an important hiring factor
HIRING PATTERNS
43% prefer hiring senior management from outside company but within industry
16% prefer hiring prefer hiring from within company
11% prefer hiring from outside industry.
ORGANIZATIONAL LEADERSHIP INVOLVES-----
SETTING TONE AND DIRECTION FOR THE ORGANIZATION
ORGANIZATIONAL PERFORMANCE MANAGEMENT
CHANGE MANAGEMENT
Rainbow of Organizational Excellence
Organizational
Organizational InnovationInnovation
Business Results
Strategic A
lignment
Strategic A
lignment
LeadershipLeadership
Partnership developm
entP
artnership development
Hum
an Resources F
ocus
Process
Process
Managem
entM
anagement
Custom
er Focus
Custom
er Focus
CHALLENGES BEFORE MANAGERS
COMPETITIVE ENVIRONMENT TECHNOLOGY UPGRADATION QUALITY OF DELIVERY DEMANDING CLIENTS SLOWDOWN IN CERTAIN SECTORS WITH
REGARD TO HIRING OUTLOOK STAFF TURNOVER IN HOUSE RECRUITMENT BY
COMPANIES
FACING THE CHALLENGES WIDENING RANGE OF SERVICES VALUE ADDITION TO CLIENTS LEVERAGING EXPERTISE/CORE COMPETENCIES WIDENING CANDIDATE BASE THROUGH REFERRALS AND
SOCIAL NETWORKING SITES INTERFACE WITH ACADEMIA AND WITH PROFESSIONAL
BODIES FOCUS ON THE HUMAN ASPECTS OF RECRUITMENT MOTIVATING AND RETAINING OWN EMPLOYEES- CAREER
PLANNING AND COMPETENCY BUILDING KEEPING PACE WITH THE LATEST TECHNOLOGY AND ITS
APPLICATIONS IN RECRUITMENT MANAGE FOR RESULTS
PART IV
LEADERSHIP IMPERATIVES
LEADERSHIP IMPERATIVES
THREE “ MAHAVAKYAS “ OF
LEADERSHIP TO BE TO KNOW TO DO
TO BE---
A GREAT MOTIVATOR A THOUGHT LEADER VISIBLE AND APPROACHABLE PROACTIVE AND A GOOD CHANGE AGENT RESULT ORIENTED A GREAT LEARNER A VISIONARY A STRATEGIST HANDS ON
TO KNOW---
THE ENVIRONMENT THE PEOPLE WHO WORK FOR YOU,
THEIR ABILITIES AND ATTITUDES THE CLIENTS YOU SERVICE ORGANIZATIONAL AND DEVELOPMENT
NEEDS THE CORRIDORS OF POWER TRANSFORMATIONAL FACTORS
TO DO INVEST IN NEW SKILLS ESPECIALLY MENTORING AND
COACHING SKILLS FOSTER INNOVATION MOTIVATE AND EXERCISE PERSONAL INFLUENCE OVER
ORGANIZATION AND ITS PEOPLE USHER IN, OBTAIN SUPPORT AND MANAGE CHANGE DEVELOP SUBORDINATES MANAGE EXPECTATIONS MANAGE PERFORMANCE THINK STRATEGICALLY
IntegrityIntegrity
DriveDrive
• Truthfulness• Translates words into deeds
• Inner motivation to pursue goals• Need for achievement, quest to learn
Leadership Leadership MotivationMotivation
• High need for socialized power to accomplish team’s or firm’s goals
Emotional Emotional IntelligenceIntelligence
• Perceiving, assimilating, understanding, and regulating emotions
Seven Leadership Competencies
more
COMPETENCIES--- CONTD
COGNITIVE
ABILITIES/SKILLS Analytical abilities, problem solving etc
INTERPERSONAL
SKILLS Communicating, influencing, negotiating
CHANGE ORIENTATION Change mgt, adaptability, flexibility, creativity etc
NAVIGATING FOR SUCCESS
KNOW WHERE YOU WANT TO GO KNOW WHERE YOU ARE NOW KNOW WHAT YOU HAVE TO DO TO GET
TO WHERE YOU WANT TO GO DO IT
The Five Ps of Leadership
Pay attention to what’s important
Praise what you want to continue
Punish what you want to stop
Pay for the results you want
Promote those people who deliver those results
Good to great companies do not say ” OK folks lets get passionate about what we do!” Sensibly , they went the other way entirely: We should do only those things we can get passionate about
JIM COLLINS
THANK YOU
GOOD LUCK