090915_succession matters for your future workforce
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HCI #HCIwebcast
Succession Matters for YourFuture Workforce
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HCI #HCIwebcast
Todays Moderator
@AndyWebcast
Andrew Bateman
https://twitter.com/AndyWebcasthttps://www.facebook.com/humancapitalhttp://www.linkedin.com/company/human-capital-institute-hcihttps://twitter.com/Human_Capitalhttps://twitter.com/AndyWebcasthttps://twitter.com/AndyWebcast -
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HCI #HCIwebcast
THANK YOUwww.kornferry.com
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HCI #HCIwebcast
This presentation contains polls, to participateplease use the polling widget to the side of theplayer.
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For a PDF copyof the slides usedduring thiswebcast
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2015 Korn Ferry. ALL RIGHTS RESERVED.
Succession Matters for yourFuture Workforce
HCI webcast
September 9, 2015
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Korn Ferry 2015. ALL RIGHTS RESERVED. 5
Our speakers
James Peters
Senior Partner, Global Lead
for Succession Management,
Korn Ferry
Ronny Vansteenkiste
Senior Vice President, Group
Head Talent Management and
Organizational Development,
Willis Group Holdings
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Korn Ferry 2015. ALL RIGHTS RESERVED. 6
What does One have to do with succession?
One is the loneliest number that youll ever do
Two can be as bad as oneIts the loneliest number since the number one
Succession management should offer line executives choicesideally three.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 7
Our agenda
Three questions to drive succession.
Identification of potential.
Right leadership capabilities.
1
2
3
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What the
research says
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Korn Ferry 2015. ALL RIGHTS RESERVED. 9
Succession Matters key findings
Korn Ferry Succession Matters survey, 2014.
Dissatisfaction with the status quo.1
Too much talent bought not built.
2
Succession planning does not go deep enough.3
Confusion about potential vs. performance.4
Not enough ready now talent.5
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Korn Ferry 2015. ALL RIGHTS RESERVED. 10
The perception of succession programs
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Korn Ferry 2015. ALL RIGHTS RESERVED. 11
Build vs. buy
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Korn Ferry 2015. ALL RIGHTS RESERVED. 12
Depth of succession management programs
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Korn Ferry 2015. ALL RIGHTS RESERVED. 13
How potential is being measured
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Korn Ferry 2015. ALL RIGHTS RESERVED. 14
Potential for key roles
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Korn Ferry 2015. ALL RIGHTS RESERVED. 16
To build the necessary talent capabilities, organizations
need effective succession and talent management
What leadershiptalent do we need?
What leadershiptalent do we have?
How do we closethe gaps?
Increased value to the organization.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 17
What talent do you need?
Answer:
Align talent and business
strategies.
Prioritize criticalroles andtalent pools.
Create success profiles.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 18
What talent do you have?
Answer:
Assess your talent for
current and future
capabilities. Review and segment
your talent.
Drive decision making on
talent deployment throughtalent analytics.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 19
How do you close the gaps?
Answer:
Build: Throughdevelopment of individualsand talent pools.
Buy: By benchmarkingand attracting externaltalent.
Deploy: Ensure that keytalent is at the right placeat the right time.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 20
Do we have the
leadership talent we needto execute our strategy?
Who do we promoteor select?
Who has leadershippotential?
What is our leadership
bench strength?
Where is my talent?
How do the groups in myorganization differ?
How does my talentcompare to my
competitors?
Using analytics to inform better talent decisions
Where should we invest
in development? How should we focus our
recruiting?
How does my talentcompare to mycompetitors?
What does great
look like? In our industry
Most innovative companies
For our strategy
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Korn Ferry 2015. ALL RIGHTS RESERVED. 21
Leveraging comparative analytics
Talent and business
strategies.
Group comparisons
and benchmarking.
Predicting outcomes
and impact.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 22
Talent and business strategies
What talent is needed for innovation strategy?
Korn Ferry Four Dimensions of Leadership and Talent (KF4D)
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Korn Ferry 2015. ALL RIGHTS RESERVED. 23
Talent and business strategies
Do we have the talent we need? Where should we invest in development?
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Korn Ferry 2015. ALL RIGHTS RESERVED. 24
Multiple group comparisons and benchmarking
Where is my talent? How do my organizations groups differ?
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Korn Ferry 2015. ALL RIGHTS RESERVED. 25
Multiple group comparisons and benchmarking
How does my talent compare to competitors?
Client XYZ Competitors
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Korn Ferry 2015. ALL RIGHTS RESERVED. 26
Predicting outcomes and impact
Organizations that use data for development outperform those who dont.
Source: Aberdeen 2011 Survey: Follow-up after high stakes assessment impacts results.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 27
Predicting outcomes and impact
Correlating assessment and outcome data gives insight into performance drivers.
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An individuals capacity
and interest to develop the
qualities required for
effective performance in a
significantly more
challenging leadership role.
Leadership potential
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Korn Ferry 2015. ALL RIGHTS RESERVED. 29
Seven signposts
Experience
Learning agility
Leadership traits
Drivers
Awareness
Capacity
Derailment risksManagedderailment risks.
Aptitude forlogic andreasoning.
Self-awareness ofstrengths anddevelopmentalneeds.
The drive andmotivation toserve as aleader.
Leadershiptraits associated
with advancement.
The ability to
learn fromexperience.
A track recordof formative
experiences.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 30
Performance and potential matrix summary
H
L
M
M H
Potential
Performance(ove
rtime)
A valuable tracking tool
that is useful for
differentiating talent and
managing human
capital.
Its not enough to
differentiate in
assessmentyou must
apply differentialdevelopment!
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Korn Ferry 2015. ALL RIGHTS RESERVED. 31
Talent calibration: performance and potentialA research-based, validated, and repeatable process that provides a clear view of your talentplaced into 9 cells, with associated development plans unique to their cell placement.
Benefits to the organization
Develops the ability within yourleaders to objectively and
accurately assess performanceand potential.
Emphasizes the creation ofpragmatic and meaningful
development assignments.
Reinforces a culture where
talent and potential are valued. Leaders learn how to have
discussions about talent and
how to take action to develop it.
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Is potentialimmutable?
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Korn Ferry 2015. ALL RIGHTS RESERVED. 33
Is potential immutable?
Michael Oher
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Korn Ferry 2015. ALL RIGHTS RESERVED. 34
On leadership potential
Leadership potential is mutable it can be developed.
Assessing leadership potential allows you to determinealtitude, velocity, and path.
Being a high potential is not forever potential can and does change.
Being a high potential is a responsibility and not a right.
Leadership potential is about the high potentials and the high professionals.
Companies over focus their attention on high potentials.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 35
The right leadership capabilities
The Einstein quadrant.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 36
With roots dating to 1828, Willis operates today on every continent, with more than 18,000employees in over 400 offices.
Across geographies, industries and specialties, Willis provides its local and multinationalclients with resilience for a risky world.
Willis is known for its market-leading products and professional services in risk managementand risk transfer.
Willis experts rank among the worlds leading authorities on analytics, modelling andmitigation strategies at the intersection of global commerce and extreme events.
Leading global risk advisor, insurance and reinsurance broker.
WillisGlobalFranchise
Willis Subsidiaries and Associates
2014 Commissions and Fees by Segment
2014 C&F: $3.8 billion
NorthAmerica
38%
International29%
Global
33%
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Korn Ferry 2015. ALL RIGHTS RESERVED. 37
Focusing on subject matter experts...
Nature of your businessa high-potential or a high-professional
organization.
Talent management is more than high-potential development.
Many of the most critical roles require deep mastery.
Have known this since the Renaissancemaster crafters and explorers.
The last decade has called for a more balanced view on talent.
Increasing emphasis on big data and analytics calls for deep specialization.
Increasing requirement for true top performers who are also true masters.
Talent management too often too concentrated at top of the organization.
Succession management does not go deep enough.
As you go deeper, you deal with more craftmanship.
Some are in most important leadership positions.
Hence focus on the Einstein quadrant keepers of your core competence.
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Korn Ferry 2015. ALL RIGHTS RESERVED. 38
Mastery or learning agility?
Going deep vs. going broad.
Recognized functional, technical expert: unique
knowledge, skill and expertise which is rare, and
therefore difficult to replace or buy.
Know curent job extremely well so can be counted
on, especially in tough times.
Superior performers year after year.
Work independently with little or no supervision.
Love wht they do, may not aspire to broader
management.
Have depth of organisational knowledge.
Excellent at developing people.
Trusted resources within the organisation.
Hate to lose as difficult to replace in kind.
Widely recognised outside the company.
Easily learns and applies new ways, new
technologies, and new functions.
Clever problem solvers.
Think strategically.
Perform well under new, tough conditions.
Change behaviour or approach easily.
Have wide interests (highly curious).
Deal well with ambiguity & complexity.
Promotable outside their areas, especially into
general management and senior leader roles.
Like to try different approaches.
Impatient, dont accept the status quo, therefore
sometimes low tolerance for marginal processes or
behavior of people.
Both are considered consistently high performers in their given context.
Depth: High mastery,high professional
Breadth: High learning agility,high potential
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Korn Ferry 2015. ALL RIGHTS RESERVED. 39
Top experts in their field, expertise area, and professional services.
Our global growth capabilitiesall mastersto create competitiveadvantage.
Risk analytics.
Global client advocates.
Placement specialists. Industry specialists.
Shift from traditional insurance broker to the risk advisor.
The analytical broker.
The (global) client advocate.
Deep dive in the sales function. Field sales leaders.
The farmers vs. the hunters.
examples
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Korn Ferry 2015. ALL RIGHTS RESERVED. 40
Any questions? kornferry.com/contact-us
James Peters
Senior Partner, Global Lead
for Succession Management,
Korn Ferry
Ronny Vansteenkiste
Senior Vice President, Group
Head Talent Management and
Organizational Development,
Willis Group Holdings
http://www.kornferry.com/contact-ushttp://www.kornferry.com/contact-ushttp://www.kornferry.com/contact-ushttp://www.kornferry.com/contact-us -
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