In their research report entitled Global Human Capital Trends 2013, Deloitte surveyed over 1,300 human resources executives from 59 countries. Among the research findings released earlier this year was that 55% of global human capital leaders report problems with their leadership pipeline as one of the three most critical obstacles to growth. A specific area of concern is not having enough leaders that can individually and collaboratively operate across different environments and adapt to change and uncertainty.
Current and Future Leaders—Take Note
Lately, I have been immersed in a new research project on leadership skills. What types of leadership competencies do organizations need to succeed? How are current trends such as technology and globalization affecting leadership?
Human capital is the defining long-term asset to drive success in a competitive global economy. How can the firm best align its strategic workforce plan with talent acquisition plans, and employee engagement? How can firms take their talent sourcing from reactive to proactive, developing a sustainable talent pipeline for the future? Nicole Guiet, Director of Talent Acquisition at CH2M HILL, debated these issues today at the 2013 HCI Global Talent Management Summit and discussed what her firm has been doing to address the global talent crisis and the role social media has played so far.
What does globalization mean for leaders? Does the definition change depending on one’s culture? Jennie Walker Ph.D., Director of Global Learning and Market Development of the Najafi Global Mindset Institute at the Thunderbird School of Global Management, presented on the essential attributes of global leadership today at the 2013 HCI Global Talent Management Summit. These leadership attributes, dubbed the Global Mindset, are the results of an extensive research project including data from over 14,000 managers from firms located around the world moving past simple cross cultural intelligence to maneuver efficiently in differing institutional, legal and social contexts.
Many firms possess leadership development processes, but few are as well known as General Electric’s program. GE’s proven techniques and strategies for developing an internal pipeline of future leaders has provided for continued success for the firm and spawned leaders poached by the competition. Day two of the 2013 HCI Global Talent Management Summit saw Jeffrey Barnes, Leader of the Crotonville Campus at GE share some of the lessons learned by the firm through their experience what the company has planned for the future.
For top tier firms in the marketplace, leadership development has to be one of the central focuses of the company’s human resources department. With ever increasing globalization, the rapid development and application of technologies, and the ebb and flow of the market, developing an agile organizational leadership training program can be a significant challenge. Attendees at the 2013 HCI Global Talent Management Summit were treated to a presentation by Dr. Zahir Uddin, Head of the Targeted Leadership Development Programs Group in the Leadership Development Centre at Sudia Aramco. Dr. Uddin shared his experiences with the challenges of transformation and the lessons learned.
The market has been hearing a lot about Talent Mobility (TM) lately, a workforce who is both highly skilled and able to move into new roles quickly. TM keeps an organization agile and ready to respond to whatever changing demands are pressed upon the firm. Kristen Leverone, Senior Vice President and Global Talent Development Practice Leader at Lee Hecht Harrison (LHH) discussed the results of a recent research survey conducted jointly by LHH and HCI today at the 2013 HCI Global Talent Management Summit.
With an increasingly competitive global market, firms must compete in an ever changing environment with a talent gap projected to worsen as time passes. Distinguishing a company from its rivals with a superior employer brand, stronger engagement of the workforce, or better customer relations can drive success, but which path should the business take? Michael Ehret, Vice President of Leadership, Development and Learning at Johnson & Johnson, shared his firm’s new Leadership Model today at the 2013 HCI Global Talent Management Summit.
Let me suggest a small but effective ploy for stirring up trouble among a group of talent management professionals. When discussing branding in the human capital space, ask which terms are most appropriate: (a) Employer brand/ing or (b) Employment brand/ing? A quick search of both sets of terms at Google.com shows a respectable 296,000 hits for the terms employment brand/ing but a whopping 2.7 million hits for the terms employer brand/ing. Despite a near internet consensus of using the employer branding term, I’d like to suggest that talent professionals have it all wrong – the proper term is employment branding. And the difference is critical.
The question isn't at what age I want to retire, it's at what income. George Foreman
The market has been hearing stories about the coming retirement boom for years now. Many boomers have been holding off their retirement due to the global recession brought on by a liquidity crisis and the bursting of the U.S housing bubble. The recession wiped out large portions of many boomers’ retirement investments and created an incentive for boomers to stay in the job market longer than originally planned. Now that the economy is seeing continued growth in the finance sector, the housing market, and increased hiring, boomers are starting to extricate themselves as soon as finances permit.
Henry Chesbrough is generally credited with coining the term open innovation from his book Open Innovation: The New Imperative for Creating and Profiting from Technology. Open innovation differed from the previous method of closed innovation where individual firms manage their own in-house R&D departments. Open innovation seeks to use the results of the market at large finding new purposes and more effective applications of current technologies creating both spin ons and spin offs.
It is the holy grail of managing leaders. If good leaders are born, then succession planning is really a selection issue. Once you identify key leadership characteristics, evaluate candidates on them, make your choices and then you are done. This makes leadership identification a very cost-effective process.
The way we work is changing. Economic, social and demographic shifts are continually impacting business goals and talent requirements. Is your workforce prepared and ready to meet evolving needs?
Have you ever purchased a pre-owned vehicle only to discover that it requires four new tires and additional maintenance? All that time you spent researching the car seems like a waste when you find out there is more to the story. It feels like you fell for some kind of scam, right?
It happened again yesterday. A friend and I were talking about leadership over lunch when he commented, “What the world needs is more people like Steve Jobs.” I almost gagged on my soup.
LinkedIn recently released the results of a survey detailing some of the top trends in Talent Acquisition for 2013 and comparing how those statistics vary between the United States and the rest of the globe. Exploring some of the key takeaways, we see an increased focus on developing the employer brand, social networks playing multiple roles in the process, and more firms seeking passive candidates.
July 1, 2013 witnessed the end of Google’s popular Google Reader RSS feed. Google says it cancelled its service due to declining usage and a need to focus on other products, creating a vacuum of competitors looking to fill the void like Feedly, Digg Reader, or apps like Flipboard. The evolution of technology reminds firms of the constant need for innovation.
The Big Data fad has really caught on as a hot topic in Human Resources analytics, largely due to HR being one of the last corporate functions to really embrace the idea that loads of data can inform strategic decisions. Providers and users of talent assessment and performance management are now jumping at the opportunity to showcase how “big data” can solve big business challenges.
With apologies to William Shakespeare, that truly is THE question. In the realm of leadership, the single most important question to be asked by and answered for potential followers is “what’s in it for me.” To many, this is a selfish perspective and one to be avoided or at least heavily masked. But is such a perspective really selfish?
Research at the Metrus Institute* shows that while the immediate manager accounts for perhaps 50-70% of performance results, senior leaders and the policies they institute are also crucial to optimizing talent and performance. Organizations — and their senior leaders — need to consider the impact these individuals have on the rest of the workforce population, while also implementing ways to ensure senior leaders are held accountable for helping drive employee performance.