Recent studies have shown that a significant number of global organizations lack the necessary talent for critical leadership positions. When this is combined with increasing globalization and historic demographic shifts in the workforce, organizations struggle to build a robust pipeline of diverse candidates for their senior-level roles. This webinar will show how organizations can incorporate their commitment to diversity and inclusion into the assessment and development of managerial talent to build a diverse talent pipeline for senior management positions in the 21st century.

1. Charting a New Course in Leadership Assessment
You can listen to today’s webinar using your computer’s
speakers or you may dial into the teleconference.
If you would like to join the teleconference,
please dial 1.408.600.3600 and enter access code: 926 920 514 #
You will be on hold until the seminar begins.
#TMwebinar

2. Charting a New Course in Leadership Assessment
Speakers: Dr. Kathleen Kappy Lundquist
President & CEO
APTMetrics
Dr. John C. Scott
COO
APTMetrics
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar

3. Tools You Can Use
• Q&A
– Click on the Q&A icon
on your floating toolbar
in the bottom right
corner.
– Type in your question in
the space at the
bottom.
– Click on “Send.”
#TMwebinar

4. Tools You Can Use
• Polling
– Polling question will
appear in the
“Polling” panel.
– Select your
response and click
on “Submit.”
#TMwebinar

5. Frequently Asked Questions
1. Will I receive a copy of the slides after the webinar?
YES
2. Will I receive a copy of the recording after the webinar?
YES
Please allow up to 2 business days to receive these materials.
#TMwebinar

6. Charting a New Course in Leadership Assessment
Kellye Whitney
Managing Editor
Talent Management magazine
#TMwebinar

7. Charting a New Course in Leadership Assessment
Dr. Kathleen Kappy Lundquist
President & CEO
APTMetrics
Dr. John C. Scott
COO
APTMetrics
#TMwebinar

8. Charting a New Course
in Leadership Assessment
July 24, 2012
Presented by :
Dr. Kathleen Kappy Lundquist, CEO
and Dr. John C. Scott, COO
 2012 APTMetrics, Inc.

9. A New Course
People travel to wonder
at the height of the mountains,
at the huge waves of the seas,
at the long course of the rivers,
at the vast compass of the ocean,
at the circular motion of the stars,
… and yet they pass by themselves without wondering.
--St. Augustine
8

10. Identifying, Developing and Retaining Potential
C-suite
Leaders
Checkpoint #4:
C-suite Assessment
Senior
Leaders
Checkpoint #3:
Leader Assessment
Executives
Checkpoint #2: Early
Confirmation of
Potential
Mid-level Managers
Checkpoint #1:
Initial Segmentation
Front-line Supervisors/
Pivotal Roles
9 CONFIDENTIAL

11. Workforce Trends
10

12. Global Race For Talent – Smaller Pools to Tap Into
Global demand for talent is higher than ever...
• 58% multinational companies lack talent for critical
leadership positions
...but there is just not enough talent to go around
• Emerging markets: Only 25% of talent
is employable
– Uneven quality of education systems
– Lack of employee mobility
• Developed markets: 75M baby boomers nearing
retirement, but only 30M Generation X to fill role
11

13. The Talent Continuity Conundrum
Recession resulted in higher retention of talent
• Companies 'tightened belts'
– Recruiting less from the outside
– Focusing on building pipeline
• Slowdown of voluntary attrition; older workers
delaying retirement
– Minimizing personal financial risk
Pendulum seems to have swung too far
• Limits opportunity for diverse talent coming up
the ranks
– Advancement pathways for key emerging talents blocked
• Increases risk of mass exodus of knowledge/capability in
5–10 years
– Spike in retirement will result in insufficient talent pipeline
12

14. Cultural Competence and Diversity
• Globalization and Demographic Shifts make Cultural
Competence a Leadership Imperative
• Cultural competence:
effectively operating in
different cultural contexts
and altering behaviors to
reach different cultural
groups
• Cultural competence is
BOTH individual AND
organizational
13

15. Aspects of Cultural Competence
• Organizational Cultural Competence requires:
• Defined values, policies and behaviors that facilitate effective cross
cultural efforts
• Incorporating diversity and inclusion into the fabric of managing the
business
• Individual Cultural Competence requires:
• Capacity to value diversity
• Manage the dynamics of difference
• Acquire and institutionalize cultural knowledge
• Adapt to cultural contexts of the customer communities served
14

16. Question 1
Does your organization currently evaluate cultural
competence in the assessment of leaders?
a. Yes
b. No
c. Considering it
15

17. Building the Diverse Leadership Pipeline
• Provides a unique
opportunity to leverage
cultural differences to
build organizational
cultural competence
• Powers an innovative
culture
• Leads to sustainable
success
• Not just “the right thing
to do”
16

18. Not Just the “Right Thing to Do”
17

19. Diversity is Itself Diverse
• The diversity skill set for
leaders varies based on
where the organization is
along the diversity
continuum
• The needs of different
groups or even subsets of
• Diversity assets are not the the same group vary
same for organizations in considerably
different industries
18

20. Evolution of Diversity in Organizations
Leverage
Inclusion
Fairness
Awareness
19

21. Organizational Diversity Maturity
Awareness Fairness Inclusion Leverage
Diversity Equal Narrowly by Broadly defined in A core
defined as … opportunity representation of terms of thought, organizational
compliance ethnic and style and asset
gender groups background
Differences Seen as Need to be Need to be Are a
potential for accommodated encouraged and competitive
problems integrated advantage
Role of Leaders Legal Diversity is part of Managing Leaders
compliance the Leader’s jobs Inclusion is an integrate D&I as
essential a business
leadership strategy
competency
Role of Board Passive Limited requests Board holds Leaders and
for reporting leadership team Board own D&I
representation accountable
20

22. Question 2
Where is your organization along the Diversity continuum?
a. Awareness
b. Fairness
c. Inclusion
d. Leverage
21

23. Implications for Leadership Assessment
To meet the long-term needs of the organization, leadership
assessment must:
• Diversify the pool
• Build cultural competence
• Provide opportunity for early identification of talent
• Balancing inclusive approach with targeted
development
• Assess both organizational and individual profiles
22

24. Talent Segmentation
23

25. Why Do We Need to Differentiate?
• Talent is becoming a very scarce resource
• Placing the right people in the right roles is even more critical to
business success then ever before
• Organizations have limited resources for development
• Organizations need to know where to put their money to their best
advantage
• Individual performance is not normally distributed – need to focus on
“elite” performers who produce majority of output
• Having models for talent differentiation or segmentation
is critical
• Need to effectively and accurately determine who has and doesn’t
have the potential for future leadership roles
24

26. Differentiation Allows Enhanced Focus Deeper
in the Organization
Without Differentiation With Differentiation
Targeted
Development
Focused here
Targeted
Development
Focused here
Global
Balance of Leadership
Hipos
25

27. Building Blocks of Leadership Potential
Cultural Competence
Career
Dimensions Functional
Leadership Predisposition
Capability
Growth
Learning Motivation
Dimensions
Foundational
Personality Cognitive Ability
Dimensions
Performance
(In-role track record)
26

28. Leadership Competencies Typically Assessed
• Leads Strategically
• Collaborates
• Customer Focused
• Delivers Results
• Develops Talent
• Communicates Directly
• Promotes an Ethical Culture
• Fosters Purposeful Dialogue
27

29. Competencies Assessed
Cultural Competence
1. Respects diverse perspectives that may arise from
background, culture, ethnicity, race, gender, age, generation, valu
es, and other individual characteristics.
2. Recognizes when diverse views are not being leveraged and
confronts this situation
3. Drives action through the organization to capitalize on diversity
Cultural business asset
as a Competence
28

30. Brief Demonstration
29

31. An Example: Setup
To start your day, open up the resource titled "About GXR" and take a few minutes
to read the overview of GXR and its history.
30

32. An Example: Setup
To start your day, open up the resource titled "About GXR" and take a few minutes
to read the overview of GXR and its history.
31

33. An Example: Video
32

34. An Example: Item
How would you facilitate an outcome that takes into account
both perspectives?
Ask them each to write up their recommendations and you will decide.
Agree that price is important but reiterate that quality must take precedence.
Review the market research data yourself to determine who is correct.
Ask them to meet and generate a recommendation that takes both price and
quality into account.
33

35. An Example: Item
What information would you MOST like to have in order to
address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
34

36. An Example: Item
What information would you MOST like to have in order to
address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
35

37. An Example: Item
What information would you MOST like to have in order to
address the quality versus price issue?
Price data for GXR's target customers.
Price by feature set for various configurations.
Market research data by customer segment.
Cost data from Production Engineering.
36

38. Feedback: Competency Summary
Cultural Competence
37

39. Feedback: Individual Developmental Actions
Cultural Competence 78 Become an advocate in the company for promoting
diverse viewpoints, challenging others to consider a
diversity of perspectives, and demonstrating how
diversity and inclusion support the company
Lead an initiative to collaborate with community and
customer base on new-product development
Coach, train and develop an inclusive approach in all
members of your team, making cultural competence
the norm
38

40. Identifying, Developing and Retaining Potential
Assessment Development
Purpose Approach Approach
C-suite
Leaders Identify and address development
Checkpoint #4: Behavioral Interview, Extensive Coaching,
gaps for select C-Suite
Qualitative 360, Exec MBA,
C-suite Assessment participants; Inform movement
Hogan/360 Assessment Experiences
decisions
Senior
Leaders
Assessment Center, Coaching, Internal
Identify and verify Global
Checkpoint #3: psychometric Training, External
enterprise talent; Facilitate GM
Leader Assessment assessments, and career Courses, International
preparedness
inventories Assignments
Executives
Checkpoint #2: Early Identify/confirm potential in Virtual simulations,
Light Coaching,
individuals early in career for early psychometric
Confirmation of Focused Training,
course correction; Better focus assessments and career
Potential Books, Task Forces
development dollars inventories
Mid-level Managers
Virtual simulation,
Conduct an initial segmentation of
Checkpoint #1: psychometric Focused Training,
talent; gain an understanding of
Initial Segmentation the long-range talent landscape
assessments, Readings, Coursework
registration of interest
Front-line Supervisors /
Pivotal Roles
39

41. Succession Plan at a Glance
CEO
ELT ELT ELT ELT ELT ELT ELT ELT ELT
Leader Leader Leader Leader Leader Leader Leader Leader Leader
Incum-
bent
… … … … … … … … …
Ready
Now
Ready
Near-
Term
Ready Future
(Talent Pool)
40 KEY: Flag Nationality Expatriate Successor from Outside Org. Diverse

42. Feedback: Organizational Assessment
2012
Results
Pipeline
Depth of Bench
Number of Ready Now per position 
Management
Is the pipeline healthy
Diversity
Diversity of the succession pools 
and full? Duplication
Successors on multiple slates 
Effectiveness Key positions filled
Use of succession pool vs. external hires 
Is the succession
plan working?
Performance when selected
How quickly do they ramp up/hit KPIs? 
Development plans executed
Competency/key experience gaps closed 
Talent Pool
Is talent prepared
Pool movement
Promotion, demotions and lateral moves 
and engaged? Reward allocation
Holding power of incentive compensation 
Retention and engagement
Succession pool turnover 
How many terms are regrettable losses?
41

43. Great things are not done by impulse,
but by a series of things brought
together.
Vincent van Gogh
42

44. Contact Information
• Dr. Kathleen Kappy Lundquist:
KKL@APTMetrics.com
• Dr. John C. Scott:
JScott@APTMetrics.com
43

45. Questions and Answers
Dr. Kathleen Kappy Lundquist
President & CEO
APTMetrics
Dr. John C. Scott
COO
APTMetrics
#TMwebinar

46. Join Our Next TM Webinar
The Evolution of Reference-Checking Into a
Strategic Hiring Solution
Thursday, August 14, 2012
•
TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for upcoming TM Webinars at
www.talentmgt.com/events
Join the Talent Management magazine Network
http://network.talentmgt.com/
#TMwebinar