Management/Leadership/Industry Focused: Developing High-Potential Employees

Transcription

1 Management/Leadership/Industry Focused: Developing High-Potential Employees Wednesday, August 21, 2013, 1:15 p.m. Joanna Rock, Ph.D., Managing Partner Fisher Rock Consulting New York, N.Y. Joanna Rock is a managing partner at Fisher Rock Consulting and an industrial organizational psychologist with extensive experience and expertise in executive coaching, organizational and executive assessment, leadership development and management, and employee selection. She has assisted companies such as Cisco Systems, Bristol-Myers Squibb, Silver Lake Partners, Thomas H Lee, Summit Partners, UNFCU, Agilent Technologies, Nestle Purina, HealthFirst, and the FBI in personnel selection and development. Her corporate experience has included director, organization, and management development at PepsiCo International, where she was responsible for the organization survey process, performance management, career development, and leadership development. Prior to joining PepsiCo International, Joanna was a senior manager at Aon Consulting, where she designed, implemented, and validated executive assessment, leadership development, selection, performance management, and training programs for a variety of clients in industries such as financial services, travel, technology and computers, medical catalogue sales, and insurance. She conducted executive assessment, leadership development, and training programs internally for Aon staff and externally for clients. Prior to working at Aon, Joanna was an assistant vice president at Chase Manhattan Bank. At Chase, her work areas included the employee survey program, management development programs, and rewards and recognition. Joanna has a doctorate in industrial and organizational psychology from New York University. Session Description: Developing a high-potential employee by putting him or her in a one-year program is common. But what comes next? How do employers keep the momentum going? This session will focus on what to do with high-potential employees once they have been developed. During this interactive session, Joanna Rock, Ph.D., will discuss the different types of leadership development programs that use coaching, mentoring, and action learning as options for developing high potentials. She will also touch on what success looks like and how to measure return on investment from these programs.

2 Top Three Session Ideas Tools or tips you learned from this session and can apply back at the office

3 Management/Leadership/Industry Focused: Developing High- Potential Employees Session Outline Overview Identifying High Potentials Performance Review Talent Review Assessments The 6 Q s of Leadership (Lominger) o IQ Intelligent Quotient o IQ Technical/Operational Quotient o MQ Motivational Quotient o XQ experience Quotient o PQ/EQ People Quotient Hogan Derailiers o LQ Learning Quotient Hogan Reports Sample Syndromes o Leadership o Risk Taking o Empty Suite Succession Planning Cycle Understanding Your Talent Pool How HiPos Fit in Leadership Development Programs Coaching/Mentoring Characteristics of Effective Coaches Action Learning Measuring Success Sample Leadership Development Workshop Development Planning Measuring ROI on Leadership Development Hogan Survey 2013 Q & A

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9 Identification of Key Talent Identification of Key Positions Assessment of Key Talent Talent Review Development of Key Talent 2013 NAMIC HR & Finance Summit - Rock Page 6 of 13

10 Marginal Performers Either just meeting objectives or too often missing objectives Under Performers Current performance reflects an urgent and significant need for improvement Incompatible Values Current behaviour reflects a need to fundamentally and urgently change their approach to work High Performers At Level or with Potential Sustained high performers who we currently believe are either at level or who have the potential to move higher (one or more levels) within 5 years Effective Performers Sustained Effective Performers Performance must be high or better before Potential is considered relevant Future Leaders + Professionals Highest Performers with Potential Sustained highest performers we currently believe have the potential to move higher (one or more levels) within 5 years Current Leaders + Professionals Highest Performers At Level Sustained highest performers who we currently believe will most likely remain at their current level over the next 5 years Key Focus Manage and Resolve Engage and Develop Retain and Grow Sustained Lowest Performers Sustained Highest Performers 2013 NAMIC HR & Finance Summit - Rock Page 7 of 13

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13 Assessments Data Synthesis and Integration Output and Delivery Feedback Delivery Principles Self Other Observations Thomas-Kilmann Inventory Hogan Inventories (HPI, HDS, MVPI) Structured Interview with Participant 1:1 360 Interviews Business Simulation and Action Learning Teams FIRO-B Input for Data Synthesis and Integration Participant Strengths, development needs, and recommendations Career ambitions Potential for what Master Class Collective strengths and development needs Assignment management/ development recommendations 1. Individual Participant 2. HR 3. Coach Individual: In-depth Report Group: Executive Summary Feedback and Coaching 2013 NAMIC HR & Finance Summit - Rock Page 10 of 13

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