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Building Your Leadership Pipeline
“If you don’t know where you’re going, you’ll probably end up somewhere else.” David P. Campbell, Author, Senior Fellow, CCL, book title
Goal Getting the right people with the right stuff in the right places at the right time.
Defining the “Right Stuff” Right Stuff = Skills + Aptitudes + Experiences to lead successfully in the future Performance + Potential
Session Agenda • What’s
the Current State?
•Selecting for the Pipeline •Developing Leaders •Additional Resources
A Growing Shortage in the US
Millions
200 190
Labor needed (theoretical)
180
Labor available
170 160 150 140
A theoretical shortage of 10 million workers by the end of the decade
130
2002
2006
2010
2014
2018
2022
2026
2030
U.S. Labor Force vs. Labor Demand Source: Employment Policy Foundation analysis and projections of Census/BLS and BEA data, American Workplace Report 2002. Slide courtesy of Tamara Erickson, The Concours Group
80%
Where’s The Growth in The Workforce?
Percent Growth in U.S. Workforce by Age: 2000-2010
60%
52%
40%
30% 21%
20%
15% 8%
0% -10%
-20% 16-24
25-34
35-44
45-54
55-64
1. Declining number of mid-career workers
Age of Workers
2. Few younger workers entering 3. Rapid growth in the over-55 workforce
Source: U.S. Bureau of Labor Statistics Slide courtesy of Tamara Erickson, The Concours Group
65+
55% of organizations in sample have a succession plan
Source: DDI 2005-2006 Leadership Forecast Average score was 4.6 out of 10
Rated by HR professional survey respondents
Job Positions Covered by Succession Plans Source: DDI 2005-2006 Leadership Forecast
Succession Qualities Most Predictive of Success Based on success rates for newly promoted leaders • Involves the CEO (or most senior leader) • Involves line management to identify and/or develop candidates • Collects objective assessment data regarding current performance and readiness/potential Source: DDI 2005-2006 Leadership Forecast, Figure 18: Qualities of Succession Management Programs
Top Areas Needing Improvement 1. Relies on a computerized system to plan/track progress. (66% need work) 2. Evaluates managers based on their efforts to develop direct reports. (64% need work) 3. Involves a coaching or mentoring program. (55% need work) Source: DDI 2005-2006 Leadership Forecast, Figure 18: Qualities of Succession Management Programs
Session Agenda • What’s
the Current State?
•Selecting for the Pipeline •Developing Leaders •Additional Resources
Where do we start? • Start where the pain is most Ask, “Where are we most at acute. risk?” – Usually senior level – Impending retirements – Identify critical/linchpin – Expanding/new business positions – Critical levers of strategy – Cascade down to include – Highly specialized lower levels expertise
S Human Resource Services Study
The Just-in-Time Approach Select
Recruit
Hire
Promotion & Career Mobility
Program Evaluation
Retain Workforce Planning
Train & Develop Competency Model Performance Management
Knowledge Transfer
Total Rewards
© 2005 S Human Resource Services. All rights reserved.
S Human Resource Services Study
An Integrated Approach to Building the Leadership Pipeline e&
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© 2005 S Human Resource Services. All rights reserved.
nt
o
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er
n te Re
bi Mo n tio
lit
y
e wl o Kn
dg
g na a eM
em
ra og r P
t en
m
a Ev
n tio a lu
S Human Resource Services Study
Research Findings
Who’s in the pipeline?
High Potentials & Replacement Pool for Sr. Managers
1st-line MidSupervisor managers s Technical Specialists
All employee s?
Time © 2005 S Human Resource Services. All rights reserved.
Talent Assessment •
•
• •
Develop and communicate standard competencies and other evaluation criteria to all. Obtain input from multiple sources. (Supervisors, multi-rater , assessment center, simulations, self and peer nominations). Develop talent to meet future demands of organization. Conduct regular talent reviews with senior leaders.
Nine-Box Matrix – One Standard Way to Rank
Typically based on competency-based performance reviews
Performance
Low L o w
Low Performer
M Questionable e Performer d H i g h
Solid Performer
Promotability/Potential Medium High
Questionable Medium Performer Solid Performer
Strong Performer
Source: AQPC, “The Matrix: A Tool for Succession Management”
Solid Performer Strong Performer
Top Performer
Discussion Questions • How objective and inclusive is your process for selection? • What does being in the pipeline mean? • Do they know they are in the pipeline?
Transparency — Do you tell them, or not? Do you… • Tell all potential candidates their ratings • Tell only those who make it into the pipeline • Explain that participation needs to be continuously earned • Don’t tell anyone until ready to make offers
Basic Premise for Transparency “…given that the employee contract is now based on performance — rather than loyalty or seniority—people will contribute more if they know what rung they’re on.” Jay A. Conger, Robert M. Fulmer, “Developing Your Leadership Pipeline, HBR, December 2003, p.6.
Session Agenda • What’s
the Current State?
•Selecting for the Pipeline
•Developing Leaders •Additional Resources
Developing Your Leadership Pipeline Five Guidelines: 1. Focus on Development 2. Identify Linchpin Positions 3. Make it Transparent 4. Measure Progress Regularly 5. Keep it Flexible Source: Jay A. Conger, Robert M. Fulmer, “Developing Your Leadership Pipeline”, Harvard Business Review, December 2003.
S Human Resource Services Study
What do Future Leaders Need to Learn? 1.
2. 3.
Knowledge & understanding outside employee’s dept. or function Knowledge & understanding at the enterprise level A broad network of relationships
© 2005 S Human Resource Services. All rights reserved.
How are Learning Needs Being Met? • Formal leadership development programs • Action Learning/other projects • Rotational and/or developmental assignments • Data-driven devt. (based on assessments, and other sources) • Senior leaders’ involvement • Structured building of relationships
“Leader Competencies Are Not Enough” •
•
Each level of leadership requires a unique mix of: – Skills – Time Applications – Values (Priorities) Six ages: (“bends in the pipeline”) 1. 2. 3. 4. 5. 6.
Managing self to managing others Managing others to managing managers Managing managers to functional manager Functional manager to business manager Business manager to group manager Group manager to enterprise manager (CEO )
Source: Ram Charan, Stephen Drotter, James Noel, The Leadership Pipeline, JosseyBass, 2001
Common Development Methods On The Job: - Individual Development Plans - Stretch assignments - Rotational assignments - Cross-functional team projects - Performance tools - Cross-functional promotion pathways - Shadowing exec-level processes - Reference ware
Formal Development: - Assessments - Coaching - Mentoring - Formal training - Action Learning - Discussion groups/book clubs
Study on What Works In Leadership Development • Study done with CEO Magazine, looked at 300+ global and regional companies. • Identified 20 best companies for leaders based on quantity and quality. • Identified 6 vital practices from the 40 they studied (ed for 67% of the difference) • The best companies work at 3 levels: organization, team, and individual. Source: “Confronting The Leadership Crisis: What Works, What Doesn’t, What Lies Ahead”, Hay Group & Chief Executive magazine Research into “The Best Companies For Leaders”, 2006
Vital Six Practices 1. 2. 3. 4. 5. 6.
CEO and senior leaders make leadership development a top priority. Leaders at all levels able for creating a climate that motivates employees to perform at their best. Leadership teams receive training and coaching to work together more effectively. Mid-career managers receive job-shadowing opportunities. High-potentials receive objective 360-degree assessments and on their leadership ability early on. Mid-level managers given adequate time for leadership development activities early in their careers.
Source: “Confronting The Leadership Crisis: What Works, What Doesn’t, What Lies Ahead”, Hay Group & Chief Executive mag. Research into “The Best Companies For Leaders”, 2006
Second Level Recommendations If resources permit: • • • • • •
External MBA programs External coaches for senior executives Internal coaches for mid-level managers Specific skill-building for lower-level managers Externally run development programs Job rotations
Source: “Confronting The Leadership Crisis: What Works, What Doesn’t, What Lies Ahead”, Hay Group & Chief Executive magazine Research into “The Best Companies For Leaders”, 2006, www.haygroup.com
Measuring your Success Along the Way • % internal placements • % candidates ready now, ready soon and ready longterm • Retention rates • Success rates of promotions • What were you trying to accomplish in the first place?
Technology As An Enabler… ERP Vendors
Performance Management Vendors
LMS Vendors
•24/7 global access to information •Search based on specific criteria •Integrates with other HCM data •Provides gaps and strengths at a glance •View of talent across geographies/functions
Recommended Resources • Research Study:Building the Leadership Pipeline in Local, State and Federal Government, 2005, www.s.ca.gov • The Leadership Pipeline, Ram Charan, Stephen Drotter and James Noel, Jossey-Bass, 2001 • Growing Your Company’s Leaders, Jay A. Conger, Robert M. Fulmer, Amacom, 2004. • Research Brief: The Best Companies for Leaders,HayGroup, 2006, www.haygroup.com • Research Study: Leadership Forecast 2005/2006, DDI, www.ddiworld.com/thoughtleadership/leadershipforecast.asp • HR.com Webcast archives, “Measuring Leadership Benchstrength: How is it done?” Claude Balthazard, 2006
So, now what?
Thank You!
“ A journey of a thousand miles begins with a single step.” Lao Tzu
“If you don’t know where you’re going, you’ll probably end up somewhere else.” David P. Campbell, Author, Senior Fellow, CCL, book title
Goal Getting the right people with the right stuff in the right places at the right time.
Defining the “Right Stuff” Right Stuff = Skills + Aptitudes + Experiences to lead successfully in the future Performance + Potential
Session Agenda • What’s
the Current State?
•Selecting for the Pipeline •Developing Leaders •Additional Resources
A Growing Shortage in the US
Millions
200 190
Labor needed (theoretical)
180
Labor available
170 160 150 140
A theoretical shortage of 10 million workers by the end of the decade
130
2002
2006
2010
2014
2018
2022
2026
2030
U.S. Labor Force vs. Labor Demand Source: Employment Policy Foundation analysis and projections of Census/BLS and BEA data, American Workplace Report 2002. Slide courtesy of Tamara Erickson, The Concours Group
80%
Where’s The Growth in The Workforce?
Percent Growth in U.S. Workforce by Age: 2000-2010
60%
52%
40%
30% 21%
20%
15% 8%
0% -10%
-20% 16-24
25-34
35-44
45-54
55-64
1. Declining number of mid-career workers
Age of Workers
2. Few younger workers entering 3. Rapid growth in the over-55 workforce
Source: U.S. Bureau of Labor Statistics Slide courtesy of Tamara Erickson, The Concours Group
65+
55% of organizations in sample have a succession plan
Source: DDI 2005-2006 Leadership Forecast Average score was 4.6 out of 10
Rated by HR professional survey respondents
Job Positions Covered by Succession Plans Source: DDI 2005-2006 Leadership Forecast
Succession Qualities Most Predictive of Success Based on success rates for newly promoted leaders • Involves the CEO (or most senior leader) • Involves line management to identify and/or develop candidates • Collects objective assessment data regarding current performance and readiness/potential Source: DDI 2005-2006 Leadership Forecast, Figure 18: Qualities of Succession Management Programs
Top Areas Needing Improvement 1. Relies on a computerized system to plan/track progress. (66% need work) 2. Evaluates managers based on their efforts to develop direct reports. (64% need work) 3. Involves a coaching or mentoring program. (55% need work) Source: DDI 2005-2006 Leadership Forecast, Figure 18: Qualities of Succession Management Programs
Session Agenda • What’s
the Current State?
•Selecting for the Pipeline •Developing Leaders •Additional Resources
Where do we start? • Start where the pain is most Ask, “Where are we most at acute. risk?” – Usually senior level – Impending retirements – Identify critical/linchpin – Expanding/new business positions – Critical levers of strategy – Cascade down to include – Highly specialized lower levels expertise
S Human Resource Services Study
The Just-in-Time Approach Select
Recruit
Hire
Promotion & Career Mobility
Program Evaluation
Retain Workforce Planning
Train & Develop Competency Model Performance Management
Knowledge Transfer
Total Rewards
© 2005 S Human Resource Services. All rights reserved.
S Human Resource Services Study
An Integrated Approach to Building the Leadership Pipeline e&
c or k f ng r i o W a nn Pl
cc Su
es
n s io
mp o C
nc e t e
e od M y
l
n tio c e l
g rin i ,H
e t, S n e g& tm i n i u cr a in Re Tr
lo ve e D
pm
e
om Pr
© 2005 S Human Resource Services. All rights reserved.
nt
o
n tio
&
re Ca
er
n te Re
bi Mo n tio
lit
y
e wl o Kn
dg
g na a eM
em
ra og r P
t en
m
a Ev
n tio a lu
S Human Resource Services Study
Research Findings
Who’s in the pipeline?
High Potentials & Replacement Pool for Sr. Managers
1st-line MidSupervisor managers s Technical Specialists
All employee s?
Time © 2005 S Human Resource Services. All rights reserved.
Talent Assessment •
•
• •
Develop and communicate standard competencies and other evaluation criteria to all. Obtain input from multiple sources. (Supervisors, multi-rater , assessment center, simulations, self and peer nominations). Develop talent to meet future demands of organization. Conduct regular talent reviews with senior leaders.
Nine-Box Matrix – One Standard Way to Rank
Typically based on competency-based performance reviews
Performance
Low L o w
Low Performer
M Questionable e Performer d H i g h
Solid Performer
Promotability/Potential Medium High
Questionable Medium Performer Solid Performer
Strong Performer
Source: AQPC, “The Matrix: A Tool for Succession Management”
Solid Performer Strong Performer
Top Performer
Discussion Questions • How objective and inclusive is your process for selection? • What does being in the pipeline mean? • Do they know they are in the pipeline?
Transparency — Do you tell them, or not? Do you… • Tell all potential candidates their ratings • Tell only those who make it into the pipeline • Explain that participation needs to be continuously earned • Don’t tell anyone until ready to make offers
Basic Premise for Transparency “…given that the employee contract is now based on performance — rather than loyalty or seniority—people will contribute more if they know what rung they’re on.” Jay A. Conger, Robert M. Fulmer, “Developing Your Leadership Pipeline, HBR, December 2003, p.6.
Session Agenda • What’s
the Current State?
•Selecting for the Pipeline
•Developing Leaders •Additional Resources
Developing Your Leadership Pipeline Five Guidelines: 1. Focus on Development 2. Identify Linchpin Positions 3. Make it Transparent 4. Measure Progress Regularly 5. Keep it Flexible Source: Jay A. Conger, Robert M. Fulmer, “Developing Your Leadership Pipeline”, Harvard Business Review, December 2003.
S Human Resource Services Study
What do Future Leaders Need to Learn? 1.
2. 3.
Knowledge & understanding outside employee’s dept. or function Knowledge & understanding at the enterprise level A broad network of relationships
© 2005 S Human Resource Services. All rights reserved.
How are Learning Needs Being Met? • Formal leadership development programs • Action Learning/other projects • Rotational and/or developmental assignments • Data-driven devt. (based on assessments, and other sources) • Senior leaders’ involvement • Structured building of relationships
“Leader Competencies Are Not Enough” •
•
Each level of leadership requires a unique mix of: – Skills – Time Applications – Values (Priorities) Six ages: (“bends in the pipeline”) 1. 2. 3. 4. 5. 6.
Managing self to managing others Managing others to managing managers Managing managers to functional manager Functional manager to business manager Business manager to group manager Group manager to enterprise manager (CEO )
Source: Ram Charan, Stephen Drotter, James Noel, The Leadership Pipeline, JosseyBass, 2001
Common Development Methods On The Job: - Individual Development Plans - Stretch assignments - Rotational assignments - Cross-functional team projects - Performance tools - Cross-functional promotion pathways - Shadowing exec-level processes - Reference ware
Formal Development: - Assessments - Coaching - Mentoring - Formal training - Action Learning - Discussion groups/book clubs
Study on What Works In Leadership Development • Study done with CEO Magazine, looked at 300+ global and regional companies. • Identified 20 best companies for leaders based on quantity and quality. • Identified 6 vital practices from the 40 they studied (ed for 67% of the difference) • The best companies work at 3 levels: organization, team, and individual. Source: “Confronting The Leadership Crisis: What Works, What Doesn’t, What Lies Ahead”, Hay Group & Chief Executive magazine Research into “The Best Companies For Leaders”, 2006
Vital Six Practices 1. 2. 3. 4. 5. 6.
CEO and senior leaders make leadership development a top priority. Leaders at all levels able for creating a climate that motivates employees to perform at their best. Leadership teams receive training and coaching to work together more effectively. Mid-career managers receive job-shadowing opportunities. High-potentials receive objective 360-degree assessments and on their leadership ability early on. Mid-level managers given adequate time for leadership development activities early in their careers.
Source: “Confronting The Leadership Crisis: What Works, What Doesn’t, What Lies Ahead”, Hay Group & Chief Executive mag. Research into “The Best Companies For Leaders”, 2006
Second Level Recommendations If resources permit: • • • • • •
External MBA programs External coaches for senior executives Internal coaches for mid-level managers Specific skill-building for lower-level managers Externally run development programs Job rotations
Source: “Confronting The Leadership Crisis: What Works, What Doesn’t, What Lies Ahead”, Hay Group & Chief Executive magazine Research into “The Best Companies For Leaders”, 2006, www.haygroup.com
Measuring your Success Along the Way • % internal placements • % candidates ready now, ready soon and ready longterm • Retention rates • Success rates of promotions • What were you trying to accomplish in the first place?
Technology As An Enabler… ERP Vendors
Performance Management Vendors
LMS Vendors
•24/7 global access to information •Search based on specific criteria •Integrates with other HCM data •Provides gaps and strengths at a glance •View of talent across geographies/functions
Recommended Resources • Research Study:Building the Leadership Pipeline in Local, State and Federal Government, 2005, www.s.ca.gov • The Leadership Pipeline, Ram Charan, Stephen Drotter and James Noel, Jossey-Bass, 2001 • Growing Your Company’s Leaders, Jay A. Conger, Robert M. Fulmer, Amacom, 2004. • Research Brief: The Best Companies for Leaders,HayGroup, 2006, www.haygroup.com • Research Study: Leadership Forecast 2005/2006, DDI, www.ddiworld.com/thoughtleadership/leadershipforecast.asp • HR.com Webcast archives, “Measuring Leadership Benchstrength: How is it done?” Claude Balthazard, 2006
So, now what?
Thank You!
“ A journey of a thousand miles begins with a single step.” Lao Tzu
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