generation next: preparing tomorrow’s leaders today€¦ · generation next: preparing...

Generation Next:

Preparing Tomorrow’s Leaders Today

Tuesday, April 29, 2008

10:55 AM - 12:05 PM

Milken Institute

Global Conference 2008

-5 0 5 10 15 20

Expected changes in major

U.S. occupational groups

Source: Bureau of Labor Statistics.

Professional occupations

Service occupations

Sales

Management, business, financial

Construction and extraction

Installation, maintenance, repair

Transportation material moving

Office and administrative support

Farming, fishing, forestry

Production

Percent

U.S. occupational groups to

experience biggest gains

Nursing aides, orderlies

Retail salespeople

Janitors and cleaners

Registered nurses

Postsecondary teachers

Bookkeeping, accounting clerks

Personal and home-care aides

Office clerks, general

Food prep and service workers

Customer service representatives

Source: Bureau of Labor Statistics.

Thousands

0 200 400 600 800

U.S. occupational groups to

experience biggest drops

Cutting punching machine setters

Cashiers, except gaming

Electronic equipment assembly

Stock clerks and order fillers

Sewing machine operators

Telemarketers

Order clerks

Farmers and ranchers

File clerks

Hand packers and packagers

Source: Bureau of Labor Statistics.

Thousands

-150 -100 -50 0

U.S. GDP annual growth to slow Percent changes, annual rate per year

2.22.53.0= Real GDPgrowth rate

1.821.821.82+ Productivity(GDP per capita)

-0.40-0.25-0.03+ Labor forceparticipation rate

0.830.911.24Populationgrowth rate

2018—20282007—20171990—2006

Source: Federal Reserve Bank of St. Louis.

Developed countries outspend

rest of world on education

Source: Online Computer Library Center, 2003.

Ten most populous countries

Source: CIA Factbook.

Millions of people

0

200

400

600

800

1,000

1,200

1,400Chin

a

India

Unite

d Sta

tes

Indones

ia

Bra

zil

Pak

ista

nBan

glades

h

Russ

ia

Nig

eria

Japan

Fertility rates of most populous

countries

Source: CIA Factbook

Births per woman

0

1

2

3

4

5

6

Chin

a

India

Unite

d Sta

tes

Indones

ia

Bra

zil

Pak

ista

nBan

glades

h

Russ

ia

Nig

eria

Japan

World replacement rate: 2.33

United States still spending

the most on its students 2007

Sources: CIA Factbook, UNESCO, October 2007.

0

5

10

15

20

25

30

Bra

zil

Italy

France

Unite

d Kin

gdom

Ger

man

y

India

Japan

Chin

aUnite

d Sta

tes

Percentage of global public

education spending

Percentage of world’s

school-age children

Percentage of

world GDP

Panelists’ Slides

Anne Ruddy

President

World at Work

Needs of the future

work force

Source: WorldatWork.

Eight predictions for industry’s

future

1. The successful organization of the future will excel at acquiring,organizing and strategically deploying global resources.

2. There will be increased global connectivity, integration andinterdependence in the economic, social, technological, cultural andpolitical spheres.

3. Technology will advance at an even more rapid pace than inprevious decades.

4. There will be continuous, dramatic changes in the labor force.5. Human capital will become an even greater source of value.6. The way work is organized and performed will evolve and change

continuously.7. Outsourcing will increase.8. Self-paced, self-directed individualized virtual learning will dominate

business training.

Peter Searle

CEO

Spring Group

Contents

Spring Group overviewWhy is talent so important?

What is today’s talent looking for?

Talent planning

Talent attraction

Questions

Spring Group overview

• Incorporated in1985

• 74 officesworldwide

• 1100employees

• $900 millionturnover in2007

• Foundingmember ofSupplierDiversityEurope

• 9000Associates/Contractorsworldwide

General

Staffing

Spring

Engineering

Spring Direct

Spring Personnel

Elizabeth Hunt

Buchanan Scott

Technology

Staffing

Glotel

Best

Spring

Technology

Corporate

Solutions

IT Solutions

hy-phen

Why is talent so important?

• Jim Collins: “People are not your mostimportant asset. The RIGHT people are.”

• Why?• But how do you define and identify talent?

(Fig.1)• Why is this so important now?

– Ageing population – more exiting thanentering the workforce

– Globalization – emerging labour markets– Greater diversity and differing motivations

within workforce– Organizational uncertainty– Gaining competitive advantage is critical in

today’s climate– The threat of a slowdown means a veritable

war will take place to spot, attract andcritically, retain talent.

Fig.1: Identify and nurturetalent

Performance

Po

te

ntia

l

Poor Emerging Strong Exceptional

Low

M

odera

te

H

igh

What is today’s talent

looking for?• The talent pool is in

short supply andcomplex in itsformation but quitestraightforward inwhat it is looking for

• Key drivers foremployment:– Reputation– Opportunity– Package– Word of mouth

• Green policy andsocial responsibilityare still not maindrivers

550 students from 10 business schools across the world

8

12

10

16

27

24

35

43

38

26

36

39

42

46

51

49

41

48

3758

0 20 40 60 80 100

Environmental "Green" policy

Brand and marketing message

Social responsibility and community

involvement

Strong corporate governance and ethics

Firms financial performance and growth

potential

Quality of company products and

services

Employee compensation and benefits

package

Employee satisfaction, i.e., what people

who work there say

Corporate culture and working

environment

Employee career opportunities

Extremely important

Very important

Talent planning

• A good recruiter will providean organisation with marketinformation, identifying likelyindustry trends and skillsshortages in the marketplace.

• Working closely with clients,recruiters build informationregarding forthcomingrequirements and highlightpending roles with skill setsthat are likely to be in shortsupply.

• Market information +knowledge of our clients’future requirements =proactive, skills resource andtraining plan.

• Be prepared - Forward training program

• 300 top graduates

• 8-stage interview process

• Top 50 sent on a 3 month trainingacademy

• Course graduates mentored by seniors for2 months

• Example: Best & IBM, SIEBEL helpdeskproject

• Build on potential - Recruit2Train

• Training skilled candidates to the specificrequirements of a client

• Example: Recruiting skilled IT Developersand provide cross training to MicrosoftDNA e-based technologies for HBOS

Talent attraction

• Talent is in short supply and everybody is trying to attract andretain!– A survey covering 600 UK businesses with over 1000

employees conducted by Cisco, found that IT Directors had“recruiting and retaining talent” as their biggest challenge

• Branding is key– It is emerging that branding is a collaborative strategic

marketing and HR initiative– All candidate advertising needs to adhere to the strict quality

controls used for new business– Focus on differentiators

• People like working with good people– Use existing staff case studies to put staff forward for industry

award nominations and use PR and thought leadershiptechniques to profile rising stars

– Encourage existing leaders and talent to participate in a staffreferral program

Talent attraction

• Spread a wide net– Use overseas partners to source talent in the event of a skills

shortage. For example, Spring recruited a team of 50 fromSouth Africa for Royal Bank of Scotland

– Engage academia and college students to extend the talentpipeline. For example, Spring conducts regular interviewpreparation seminars at leading universities.

• Have a good interview process– Just the same as a candidate, the company also needs to make

a good first impression

There is no silver bullet!

The war for talent is fought hand to handand the most creative, tightly messaged,culturally aligned, people-focusedorganizations will win in terms of attractingtalent and of retaining it over the long term.

- Questions -

Jeffrey Cohn

New York Practice Leader

Spencer Steward

Identifying the next generation

of leaders

The most powerful approach

to assessment

Executive intelligence –

a definition

Executive Intelligence is an executive’s aptitude formaking good leadership decisions

1. Cognitive ability, “horsepower” and “DNA” for doingexecutive work

2. A key driver of executive performance and futurepotential

3. A real ability vs. softer, subjective factors like leadershipstyle, motivation or cultural fit

Focus of executive intelligence

Solving problems

– Practical intelligence

Navigating interactions

– Social intelligence

Self-evaluating andadjusting

– Emotional intelligence

Executive intelligence skills

• Questioning underlying assumptions

• Anticipating unintended consequences

• Differentiating primary objectives fromsecondary concerns

• Appropriately defining a problem

Practical intelligence –Managing information andsolving problems

Executive intelligence skills

• Recognizing underlyingagendas

• Understanding multipleperspectives

• Anticipating likely emotionalreactions

• Identifying core issues within aconflict

Social intelligence –Navigating interactions

Executive intelligence skills

• Recognizing personal biases

• Pursuing constructive criticism

• Recognizing flaws in own ideasand actions

• Recognizing when to resistobjections and stand your ground

Emotional intelligence-Self evaluating and adjusting

• Conducted in a 1.5-hour “case study” interview; executivesdemonstrate aptitudes vs. talking about past accomplishments

• Structured, interactive and analytically rigorous session

• Measures ability to cope real-time with novel business situations

• Results are benchmarked against thousands of data points in ourglobal database – across industries, cultures and genders

• ExI validity has been independently verified by empirical research.

• Executives find it engaging, relevant and fun

Measuring executive intelligence

with ExI

“I’ve been aware of my Achilles’ heel for years, yet you identified it

in the first 20 minutes … how did you know that?”

Identifying opportunitiesHelping organizations make critical talent

decisions at key turning points in their life cycles

Succession

planning

Mergers &

acquisitionsC

EO

tran

sition

Strat

egy

imple

men

tatio

n/

reorg

aniz

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