Leadership et Talent Management : que l ll ( e ) s corrél él t a i tion( ) s entre performance financière et maturité des groupes?

Transcription

1 Leadership et Talent Management : quelle(s) corrélation(s) entre performance financière et maturité des groupes? Jean-Michel Caye, Directeur Associé senior au BCG 5 octobre 2016

2 Trois corrélations observées 1 Qualité du leadership et des pratiques de gestion des talents <=> Performance économique de l'entreprise 2 3 Leadership <=> "Adaptatif" Qualité du management de proximité Source: analyses BCG; creating people advantage 2015, 2016; <=> Maintien ou gain de position pour les entreprises Promotion de la marque commerciale et employeur au delà des corrélations, quelles causalités? 1

3 Agenda Leadership et talent management, au coeur de la performance de l'entreprise Le Leadership "Adaptatif", source du développement futur de la valeur Le management de proximité, clé de voûte de l'expérience client et talent Copyright by The Boston Co onsulting Group, Inc. All rights reserved. 2

4 Leadership et talent management, au cœur de la performance de l'entreprise % "Laggards" Low Average High High performers performers potentials performers 12.9 "Stars" 14.9 Mean revenue growth % companies % 22.5% 22.5% 22.5% 22.5% 5% 2.2X Source: analyses BCG; creating people advantage 2015, 2016; Revenue growth of "Stars" v/s "Laggards" 1.5X Profit margins of "Stars" v/s "Laggards" Mean profit margin 3

5 Des écarts importants de nombreuses entreprises peuvent faire mieux Laggards High potentials Low performers High performers Average performers Magnets Average L&T scores L&T Strategy & Returns Tracking L&T Model L&T Sourcing & Diversity L&T Development L&T Engagement & Affiliation L&T Culture 1. We always have a clear, long-term plan for our leadership and talent requirements. 2. Our leadership and talent plan is translated into clear and measurable initiatives. 3. We use predictive talent analytics in leadership and talent matters 4. We have clearly defined and agreed upon leadership competencies. 5. Our leadership competencies clearly identify what is expected from management to execute our current and future business strategy. t 6. Our leadership competencies are consistently embedded in our selection, promotion, development and reward processes. 7. Employer value proposition is differentiated according to specific talent pools 8. We actively measure the extent to which our employees are advocates for our company 9. We have a specific strategy to source and manage "contingent talent" 10. The diversity of our top leadership team reflects the diverse nature of our employees and client base 11. Our company has clearly identified internal successors for all its critical roles 12. Our leadership programs are explicitly focused and constantly refined to help execute our business strategy and deliver business result 13. We measure the effectiveness of our programs in terms of changes in the ways people work and business results 14. We implemented a broad spectrum of development tools and seminars. 15. We are developing talent systematically through the right opportunities 16. Performance management is seen as an effective and powerful tool, owned by the line managers 17. Our performance management system is highly meritocratic with adequate differentiation 18. We measure engagement frequently, and leaders act on the feedback to improve results 19. Our talent management processes are transparent, efficient, and enterprise-wide. 20. Our leaders have clear KPIs on talent development with significant impact on their compensation 4

6 La différenciation des meilleurs se fait donc sur quelques dimensions clés... Incentivized i leaders to identify 6 Established clear, uniform and develop talent on their team Talent magnet definitions of talent and Created a "Talent Masterclass" culture performance standards development program Built and nurtured a Ensured significant senior time meritocracy 5 devoted to TM Talent engagement and affiliation Appointed talent managers in critical markets to reinforce local recruiting Developed diverse EVP Leveraged social medias and predictive analytics to excel in recruiting with higher predictability Source: analyses BCG; creating people advantage 2015, 2016; 3 4 Talent sourcing and diversity 2 Leadership model 1 Talent strategy and returns tracking Talent development acceleration Establish talent incubators to help feed pipeline Created opportunity banks for talent development Focused on short term assignments Adapted criterias to 21st century unpredictable environment Applied quantitative modeling pinpointing oversupplies and gaps Adapted consequently career guidelines and business planning (investments) 5

7 ... Et grâce à 4 capacités organisationnelles importantes Screen Talent Buy Talent Leadership et talent management comme avantage compétitif Rent Talent Make Talent 016 by The Boston Co onsulting Group, Inc. All rights reserved. Source: analyses BCG. 6 Copyright 2

8 Agenda Leadership et talent management, au coeur de la performance de l'entreprise Le Leadership "Adaptatif", source du développement futur de la valeur Le management de proximité, clé de voûte de l'expérience client et talent Copyright by The Boston Co onsulting Group, Inc. All rights reserved. 7

9 Les entreprises sont confrontées à des turbulences croissantes Demand is becoming more unpredictable position is becoming increasingly unstable companies are facing large changes in profitability and there is increasing volatility in market expectations 5-year firm revenue growth volatility (%) 1 Positional volatility 2 5-year firm EBIT margin volatility (%) 2 5-year firm mkt cap growth volatility (%) % xx % Increase in turbulence over last five decades 1. Weighted average across all firms, based on revenue 2. Weighted average across all firms, based on revenue 3. Weighted average across Russell 3000 index constituents, based on Mcap Note: Based on a sample of 9960 public US companies, unless otherwise specified 8 291% % 2020

10 Les entreprises adaptatives travaillent 5 avantages... Detect, capture, and exploit information patterns 1 Adaptive 2 Improve economics of experimentation Leverage new social and ecological context Position Capability Advantage 4 Systems Advantage Manage & shape systems strategically Set and manage human context t 9

11 ... qui leur permettent de créer de la valeur sur du court et du long terme Adaptability to turbulence pays off in short term CAGR of company Mcap ( ) 1 (%) and in the long term CAGR of company Mcap ( ) 2 (%) R^2=0 R2= (10) (20) 20 R^2 = Adaptive score (%) Adaptive score (%) 016 by The Boston Co onsulting Group, Inc. All rights reserved. 1. Adaptive scores calculated over last six years for 2217 US public companies. Weighted average CAGR of adaptive companies belonging to a particular percentile of adaptive score plotted on Y axis. 2. Adaptive scores calculated over last thirty years for 1209 US public companies. Weighted average CAGR of adaptive companies belonging to a particular percentile of adaptive score plotted on Y axis 10 Copyright 2

12 Les leaders des entreprises adaptatives montrent quatre dimensions nouvelles... N avigate Embrace global uncertainty and chart a clear course Timeless Integrity Vision W in & win Deliver sustainable success to company and stakeholders Timeless characteristics made the success of leaders for the last 2000 years and will remain important t Drive to achieve Courage Judgment Intelligence E S elf-correct Unlearn outdated success models mpathize Achieve influence and authority through network 11

13 ... qui vont bien au-delà des qualités universelles traditionnelles Navigate Monitor environment: anticipate possible downturns Translate signals: correctly interpret information to act quickly Win & win Amplify leadership: deploy influence beyond organization boundaries Foster collaboration: manage to build teaming platforms Achieve sustained results: align social, ecological and economic value flows Shape context: understand the environment and be flexible to changes Share leadership: let it emerge out of the given context Self-Correct Demonstrate courage: get out of well-known patterns Cultivate diversity: challenge points of view inside the organization Promote experimentation: create learning incentives by not punishing failure in experiments Encourage risk-taking: ki allow decisions at lower levels to increase agility Empathize Convey and create a shared purpose: achieve consistency Connect with others: strive to see the world through the eyes of others Encourage autonomy: promote it as a reward for accomplishment Lead by influence: achieve commitment and loyalty 12

14 En France, une adaptabilité variable selon les entreprises Top 3 Bottom 3 "Empathize" is the strongest Self-correct and Win&Win are the weakeast Connect with others Encourage autonomy Lead by influence Encourage Risk Taking Promote experience Achieve sustained results 016 by The Boston Co onsulting Group, Inc. All rights reserved. Source: analyses BCG; adaptive survey Copyright 2

15 Le leadership adaptatif au niveau des équipes de direction One Voice Teamwork Basics Required for Adaptation Distributed Leadership Optimal Talent Mix Sense-and-Respond Capacity Copyright 2016 by The Boston Co onsulting Group, Inc. A All rights reserved. Freedom Within a Framework Clear Charter Mutual Trust Boundary Fluidity Information Processing Source: BCG perspective 5 traits of adaptive leadership teams 14

16 5 actions pour développer des leaders adaptatifs 1 Assess individual leaders against 2 Identify how and with whom 21st century leadership and leaders should be spending time business-specific differentiators Enhance extent to which leaders exhibit differentiating attitudes and behaviors Facilitate optimal stakeholder navigation, both internally and externally 3 Build adaptive, high performing 4 Design strategy-based, integrated distributed leadership teams learning experiences with metrics Differentiated on five key traits of adaptive, Leverage holistic learning to link strategy, high performing leadership teams paradigms, leadership behaviors & value creation beyond the leadership team basics 5 Measure impact of leadership appointments, t including quality and quantity of leadership pipeline Maximize financial impact by identifying drivers of outperformance on "hard" measures (e.g. TSR, revenue generation) and "soft" measures (e.g., 360 o feedback) 15

17 Agenda Leadership et talent management, au coeur de la performance de l'entreprise Le Leadership "Adaptatif", source du développement futur de la valeur Le management de proximité, clé de voûte de l'expérience client et talent Copyright by The Boston Co onsulting Group, Inc. All rights reserved. 16

18 Le management de proximité, clé de voûte de l'expérience client et talent Leverage & impact Where the customer is Capability gaps Changes to the way FLMs work impact daily operations Directly influence many employees (up to 70% of workforce) Strength or weakness on the frontline impacts the customer faster Often a neglected group, promoted on technical strength Copyright by The Boston Co onsulting Group, Inc. All rights reserved. 17

19 Quel est le coût d'un dun management de proximité défaillant? In a survey conducted on the impact of frontline leadership: ~60% respondents believe poor front-line leadership resulted in higher attrition ~70% say it caused lower employee engagement rates 65% believe it caused a drop in productivity up to 9% higher attrition The difference between average (11%) and high-attrition (20%) companies 16-22% profitability 18-21% productivity 10-15% in customer loyalty Underperformance of bottom quartile engagement vs. top quartile Front-line leaders manage ~70% of the workforce and impact employee experience, customer satisfaction and overall performance 18

20 Et quelques exemples de bénéfices obtenus suite à des programmes de développement managérial massif Examples from client C-suite Senior leadership Front line leaders Rest of organization 5,000+ grocery managers coaching store associates and empowering them to solve shoppers' problems 6,000+ field managers at a mining i company asking teams for the first time for feedback on being more effective 1,000+ investment services managers eliminating wasted work and creating teams vs. silos Copyright by The Boston Co onsulting Group, Inc. All rights reserved. 19

21 La montée en compétences du management de proximité dépend de plusieurs paramètres... Designed for adoption Co-created with the business Cascaded rollout Business-leader & peer led Holistic approach, educating those around target cohort Building daily habits Grounded in deep understanding of the job / day Focused on the few capabilities to truly drive business goals Continuous improvement Measurement e e of results Reinforcement of Unlock Refinement of Unlock 20

22 Impactant de manière significative la performance de l'entreprise par exemple, chez un retailer client Employee Customer feedback Market share Sales up 150bps engagement up best in company up 200bps over vs. rest of more than double history past year enterprise YoY Improvement in Employee Engagement Rest of Enterprise 10 Test Stores Customer Feedback Change in Market Share (bps) Test Stores Transformation 200 Rollout 100 Test Stores Comparable Sales (%) 5 Test Stores Rest of 80 Rest of 0 Enterprise Enterprise Rest of Enterprise Q3 Q4 Q1 Q2 Q Long-term benefits: Reduced turnover Increased customer Greater market-share Sustainable sales and More productive loyalty and advocacy and share of wallet EBITDA impact Employer of choice Stronger brand Sustainable "Funding the journey" Stronger talent pool competitive advantage for further investment Source: BCG Case Experience 21

23 Pour aller plus loin Global Leadership and Adaptive Leadership Talent Team Adaptive Advantage Copyright 2 All rights reserved. onsulting Group, Inc. A 016 by The Boston Co 22

24 Pour évaluer le profil de votre entreprise Core HR Trends Index & and Capability Index What are your people priorities? How do they compare to market? Practices & tools Strategy & return tracking 3 Company score vs. top / bottom perf HR Digital Readiness Index How digital ready is you HR function? Global Leadership & Talent Index How mature / sophisticated are your company L&T practices? L&T model Sourcing & diversity Development Engagement & affiliation L&T culture 23