PRESENTED BY: RICH WELLINS, Ph.D, SVP, DDI Development Dimensions Int l, Inc., 2015. All rights reserved.
Means for 2014 Participant 6 5 4 3 2 1 3.87 Average Ratings for 2014 5.0 5.0 5.0 5.0 5.0 3.93 3.74 3.42 3.76 0 Strategy Innovation Talent CSR Average Global= Development Dimensions Int l, Inc., 2015. All rights reserved.
Means for 2014 Participant 6 5 4 3 2 1 3.87 Average Ratings for 2014 5.0 5.0 5.0 5.0 5.0 3.93 3.74 3.42 3.76 0 Strategy Innovation Talent CSR Average Global= Astra= Development Dimensions Int l, Inc., 2015. All rights reserved.
Asian Leading Company Development Dimensions Int l, Inc., 2015. All rights reserved.
$5,000
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Outcomes That Count Leader engagement and retention Effectiveness of leadership development programs Current quality, future bench strength Composite financials: profitability, earnings per share, 5-year rate of return to investors, and stockholder equity? SO WHAT 8
5 Key Insights 1 2 3 THE {new} ROLE OF HR ENGENDERING DIVERSITY LEADERSHIP PIPELINE 4 5 THE HI-PO TALENT POOL ANALYTICS: FROM SIGHT TO FORESIGHT 9
THE {new} ROLE OF HR 10
What Role Does HR Play? Reactor Develops and administrates policy Ensures compliance Source of HR expertise when asked Partner Embedded in business Resolves talent issues Supports rollout of talent management initiatives Anticipator Align talent capabilities with business strategy End-to-end talent management architecture Interpret talent trends and translate into opportunities 11 HR
What Role Does HR Play? Reactor Partner Anticipator 22% 60% 18% Develops and administrates policy Ensures compliance Source of HR expertise when asked Embedded in business Resolves talent issues Supports rollout of talent management initiatives Align talent capabilities with business strategy End-to-end talent management architecture Interpret talent trends and translate into opportunities 12 HR
What Role Does HR Play? LEADER 43% 37% 20% HR Reactor 22% Partner 60% Anticipator 18% Develops and administrates policy Ensures compliance Source of HR expertise when asked Embedded in business Resolves talent issues Supports rollout of talent management initiatives Align talent capabilities with business strategy End-to-end talent management architecture Interpret talent trends and translate into opportunities 13 HR
Talent Planning Intersection with Strategic Planning STRATEGIC PLANNING PROCESS Early/Strong Connection Moderate/Late Connection Weak/No Connection 5% Reactor 26% Partner 43% Anticipator
Talent + Strategy Boosts Financial Performance Top 20% Bottom 20% 6.2x 15
ENGENDERING DIVERSITY 16
Women in senior management: 24% in 2007, 24% in 2013 Women in Fortune 500 CEO positions: 14.4 percent in 2010, 14.6 percent in 2013 Wage gap has not closed in 15 years; Women expect to make less 17
Skill Gap Fallacy 18
Skill Gap Fallacy # WHAT NOW 19
Where Are the Gaps? Focusing on Development More International Assignments More Confident # WHAT NOW 20
21
Source: Global Leadership Forecast 2014 19% of All Leaders Are Women 37% of All Leaders Are Women 22
Source: Global Leadership Forecast 2014 16% of Hi-Po Leaders Are Women 28% of Hi-Po Leaders Are Women All High-Potential Leaders Percent High-Potential Women 23
LEADERSHIP PIPELINE 24
Leadership Pipeline 25
Leadership Pipeline Purposeful transitions Multi-level role mastery Common language Consistent approach to driving business goals 26
Pipeline Impact 1 Level Quality of Leadership Future Bench Strength Financial Performance 39% 40% 40% All Levels 74% 89% 63% 27
THE HI-PO TALENT POOL 28
66% HAVE HI-PO PROGRAMS 74% NOT VERY EFFECTIVE # WHAT NOW 29
Drivers of high potential program quality 1. Objective assessment data on hi-po s capability/potential 2. Mentoring/coaching programs for hi-pos 3. Hi-po leaders performance in developmental assignments is evaluated 4. Measure the effectiveness of programs for developing hi-pos 5. Identities of leaders identified as hi-pos are well-known in the organization 6. Includes all levels of leadership for hi-po programs not just senior managers 30
Organizations With Hi-Po Programs Are: Top 20% Bottom 20% 3.6x 4.4X 4.9X? SO WHAT 31
ANALYTICS: FROM SIGHT TO FORESIGHT 32
#1 CEO HOT Button BIG DATA CEO Challenge Conference Board 2014 Human Capital Analytics 19 out of 22 CEO Challenge Human Capital Strategies Conference Board 2014 33
Analytics Use and Effectiveness Not done at all Done effectively Benchmarking externally Gathering business impact metrics Data to design/optimize TM programs Using data to forecast future talent needs Gathering results metrics Benchmarking internally Gathering efficiency/reactions metrics 66% 13% 49% 21% 46% 22% 45% 23% 44% 24% 43% 27% 38% 30% # WHAT NOW 34 HR
Impact of Leadership Analytics 30% 27%! NOW WHAT 35 HR
Impact of Leadership Analytics 30% 24% 23% 27% 21%! NOW WHAT 36 HR
What Happens When You Get It Right? 37
Financial Impact 11x + 4x 4.4x 2014 2014? SO WHAT 38
Financial Impact 11x + 4x 4.4x 5x 2014 2014 39
Financial Impact 8.8x + 6x 7.4x 2011 2014? SO WHAT 40
Financial Impact 8.8x + 6x 7.4x 9x 2011 2014 41
PRESENTED BY: RAINIER TURANGAN Development Dimensions Int l, Inc., 2015. All rights reserved.
Critical Leadership Skills Integrate oneself into intercultural or foreign environment Leading across countries and culture
Critical Leadership Skills Intercultural communication within international business environments Leading across countries and culture
ASIA 7238 Leaders 867 HR 47
CEOs Rank Top Four Challenges * Human Capital Customer Relationships 27% 45% 22% 40% Innovation Operational Excellence 26% 33% 23% 41% Leaders who are very prepared to meet these challenges. *Sources: 1 The Conference Board, 2014; 2 Self-reported leader readiness to address these challenges; Global Leadership Forecast 2014 2015 48
Quality of Leadership 35% 35% Leader Rating 19% 38% 2011 22% 40% 2014 HR Rating 25% 2011 25% 2014 49
Critical Positions That Can Be Immediately Filled 47% 46% 50
Ready-Now Leaders for the Future 20% 18% 2011 15% 2014 15% 51
Countries Included in our Numbers PRESENTED BY: HATTA TRIANGGA 52
INTRAPERSONAL SKILLS: Driving for Result INTERPERSONAL SKILLS: Building Trust Developing Strategic Relationships STRATEGIC LEADER COMPETENCY PROFILE LEADERSHIP SKILLS: Change Leadership Coaching and Developing Others Selling the Vision BUSINESS SKILLS: Customer Orientation Entrepreneurship Commercial Acumen Establishing Strategic Direction
Effective
C-Level Group Result Cluster / Domain Analysis Intrapersonal Skills 2.81 Leadership Skills 2.15 Driving for Result 2.81 Change Leadership 2.20 Coaching & Developing Others 2.30 Selling the Vision 1.97 Interpersonal Skills 2.81 Business Skills 2.38 Building Trust Developing Strategic Relationships 2.99 2.62 Customer Orientation Entrepreneurship Commercial Acumen 2.58 1.84 2.73 Establishing Strategic Direction 2.36
Comparison between SOE vs POE C-Level Executives n 2.82 2.79 2.22 2.12 2.31 2.26 1.96 1.94 2.98 2.99 2.62 2.61 2.73 2.76 2.60 2.60 1.76 2.03 2.37 2.37 Avg
Profile of Indonesian Strategic Leaders (C-Level Executive) assessed against Global Executive competencies Comparison between Industries (Average Rating) Avg
1. Talent management is not a democracy 2. Start with the end in mind talent strategy must be tightly aligned with business strategy 3. You must know what you re looking for comprehensive success profile 4. Potential, Performance and Readiness are NOT the same thing 5. The talent pipeline is only as strong as its weakest link
Drivers of high potential program quality 1. Objective assessment data on hi-po s capability/potential 2. Mentoring/coaching programs for hi-pos 3. Hi-po leaders performance in developmental assignments is evaluated 4. Measure the effectiveness of programs for developing hi-pos 5. Identities of leaders identified as hi-pos are well-known in the organization 6. Includes all levels of leadership for hi-po programs not just senior managers 64
Countries Included in our Numbers 65