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What Leaders at top companies do to drive predictive performance and engagement.

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What Leaders at top companies do to drive predictive performance and engagement.

  1. 1. Risk. Reinsurance. Human Resources Aon Hewitt HR Leads “What leaders at top companies do to drive predictive performance & engagement” HR Leads June 2015 Presenter: Michael Gruber
  2. 2. 2 HR LeadsAon | Working together About HR Leads • Continued initiative conducted quarterly across the region • Intention is to provide a platform for the exchange of ideas between the HR leaders currently shaping the future of human capital • Each event is facilitated by a keynote speaker who will introduce the session with a thought-provoking presentation • Creates a unique networking opportunity for senior HR Professionals in the region
  3. 3. 3 HR LeadsAon | Working together Overview • Introduction • The Business Case: Engaging Leaders, Predictive Performance and Results • What differentiates Aon Hewitt Top Companies for Leaders • Predictive Assessments – Challenges and Examples • Knowledge Sharing and Discussion
  4. 4. 4 HR LeadsAon | Working together DNA of a Aon Hewitt Top Company for Leaders® 3 Three Leader Attributes 4 Four Disciplines 5 Five Fundamentals Top Companies for Leaders®
  5. 5. 5 HR LeadsAon | Working together 3 Leader Attributes Leading in Today’s World 1. Self-aware leaders - tremendous understanding of their personal strengths as well as weaknesses AND use this information to become more effective leaders of others. 2. Resilience in TCFL Leaders through inclusive cultures. Multiple perspective and ideas are expected to help the organization meet fast changing business challenges. 3. Top companies are identifying and building engaging leaders who are stabilizers, ambidextrous, and connected to people and events inside/outside their organization.
  6. 6. 6 HR LeadsAon | Working together 4 Disciplines What Differentiates Top Companies? An integrated Talent Assessment & Development Framework makes it seamless, continuous & sustainable Leaders lead the way Practical and aligned programs and practices Senior leaders have a passionate and visible commitment to developing leaders 3 An intense focus on talent permeates every level of the organization 4 1 2 Leadership strategy clearly reflects the overall business strategy The development of leaders is an institutionalized practice and mindset Unrelenting focus on talent When leadership becomes a way of life
  7. 7. 7 HR LeadsAon | Working together 5 Fundamentals that Set Top Companies Apart in 2015 CEO, Board of Directors, and senior management involvement Focus on the talent pipeline  Pervasive  Comprehensive  Integrated  Consistent  Simple and scalable  Sustainable Leadership and talent mindset:  Adaptable  Innovative  Reinvention; raising the bar  Customer-centric Impact and results Clear alignment of business strategy to talent strategy and practices
  8. 8. 8 HR LeadsAon | Working together Use of Predictive Assessments Key Messages “Assessments should have results which are Simple, Consistent, Objective & Clear” “You want people to make talent decision based on the data, not their interpretation of the data” Aon Hewitt’s Top Companies for Leaders study suggest that 80% top APAC companies assess talent from various lenses. Hence they use multiple tools for assessment like Assessment Centers, Psychometric Tools, 360 Degree Survey, etc. Data-Driven Fit to Role & Organization Efficient Linked to ROI
  9. 9. 9 HR LeadsAon | Working together The Business Case: Engaging Leaders, Predictive Performance and Results
  10. 10. 10 HR LeadsAon | Working together The Relationship Between Strategic Clarity and Financial Performance What is the financial impact of having a clear business case for leadership? Percent Improvement in CAGR Operating Income Over 5 Years 103% Increase 120% Increase .041 –.211 .007 Low Medium High Degree of Clarity Leaders having a strong reputation for cultivating talent Holding leaders accountable for talent pipeline Use of multiple data to inform strategic leadership decisions Using specific leadership metrics Relative importance of elements of business clarity on improving CAGR operating income: When looking at the relative effects of the different ways of creating a strong business case, having leaders with strong reputation for cultivating talent has the greatest impact on financial results.
  11. 11. 11 HR LeadsAon | Working together Business Case: Positive Perceptions of Senior Leaders improves Total Shareholder Return • Aon Hewitt’s ongoing Best EmployersTM research reports a high correlation (over 0.9) between senior leadership and many drivers of engagement. This leads us to a phenomenon that we often call the Multiplier Effect which states that improving perceptions of senior leaders will have a positive, indirect impact on the drivers of engagement. Companies with Ineffective Leadership Companies with Effective Leadership Leader Effectiveness 32% 76% Engagement 47% 72% TSR 1% 19% When satisfaction with senior leadership changes from 32% to 76% Engagement scores also change from 47% to 72% TSR increases from 1% to 19% AON Hewitt Global Best Employer Research
  12. 12. 12 HR LeadsAon | Working together The Cascade Effect: Engagement Starts at the Top Quality of senior management has a strong impact on driving high financials of the organization.
  13. 13. 13 HR LeadsAon | Working together Business Case: Relationship Between Predictive Talent Practices and Financial Results Relative Importance of Different Types of Assessment • Delivering assessments at the middle level is significantly associated with CAGR EBIT. • When comparing the mean differences, the companies with a high utilization rate of assessments show 133% increase in CAGR EBIT compared to those with a low utilization rate.
  14. 14. 14 HR LeadsAon | Working together What Differentiates the Top Companies
  15. 15. 15 HR LeadsAon | Working together Top Companies Align Business Objectives with Talent Strategy Action speaks louder than words Global top companies All others Leadership investments are not impacted by financial performance 92% vs. 68% Leaders are held accountable (though compensation, opportunities, and rewards) for the strength of their talent pipelines 92% vs. 59% Overall organizational performance includes specific leadership metrics 96% vs. 74% Senior leaders drive a culture of inclusion 96% vs. 79% Clearly define their leadership strategy vs. 85% Have clearly communicated the leadership and talent strategy to employees vs. 62% Have stakeholders (e.g., board of directors, executive committee) who understand how leadership investments create value vs. 90% Include review of existing and future leadership and talent needs into their business planning vs. 86% Have senior leaders who are aligned to the direction their business is heading vs. 90% 100% of top companies
  16. 16. 16 HR LeadsAon | Working together Top Companies Have Formal Leadership Strategies for... 100% 100% 100% 100% 100% 100% 100% 100% 83% 95% 95% 90% 90% 89% 80% 84% 72% 74% Rewarding leaders Identifying high potential/critical talent Selecting leaders Developing leaders Employee engagement Assessing leaders Retaining leaders Talent mobility (e.g., moving talent to different geographic locations) Diversity and inclusion Global top companies All others
  17. 17. 17 HR LeadsAon | Working together Leaders Involvement in Leadership and Talent Data reflects practices of the Global Aon Hewitt Top Companies for Leaders Leader Involvement in Core Talent Practices Board of Directors CEO Senior Management Middle Management Reviewing talent 88% 96% 100% 88% Succession planning 92% 100% 100% 76% Conducting performance discussions 52% 96% 96% 96% Giving developmental feedback 60% 88% 100% 96% Differentiating rewards based on performance 80% 92% 96% 96% Demonstrating inclusive behaviors 80% 100% 100% 100% Creating a collaborative environment 64% 96% 100% 100% Percent of time spent on leadership and talent activities
  18. 18. 18 HR LeadsAon | Working together What it Takes to Build Engaging Leaders Supported by the organization, engaging leaders set the tone and see results Global top companies All others Our organization has a strong reputation in the marketplace for cultivating talent 100% vs. 73% Our leaders have a strong reputation internally for cultivating talent throughout the organization 100% vs. 66% Business unit leaders actively drive interventions following engagement survey results 96% vs. 77% Leaders receive coaching and development on skills and behaviors to engage others 96% vs. 70% Leaders are formally held accountable for employee engagement 84% vs. 70% We have a strong group of leaders that create high engagement levels among their direct reports and others they interact with in our organization 96% vs. 68% Employee engagement levels rose since last review 83% vs. 62%
  19. 19. 19 HR LeadsAon | Working together Top Companies Use a Variety of Assessment Techniques 100% 96% 84% 64% 80% 88% 85% 77% 51% 71% 360 degree Feedback Competency based assessments Personality assessments Cognitive assessments Leadership style inventories Global top companies All others Valid and objective feedback assessments help companies understand individual capabilities, guide development and inform talent planning
  20. 20. 20 HR LeadsAon | Working together Assessments – Targeting tools to talent practices Global Top Companies use specific assessments for strategic purposes. Pervasive execution of assessment at all levels Data reflects practices of the Global Top Companies for Leaders 360 Degree Feedback Competency based assessments Personality assessments Cognitive assessments Leadership style inventories Succession planning 36% 64% 24% 20% 16% Talent review 36% 64% 20% 16% 16% High potential identification 32% 68% 24% 24% 24% Global assignment selection 20% 40% 12% 16% 16% External candidate selection 8% 60% 44% 60% 24% Promotions 32% 60% 24% 28% 12% Leadership development 96% 84% 80% 32% 72% High potential development 88% 88% 72% 32% 60% Coaching 92% 72% 64% 24% 56% By Level Senior Middle Front Line 360 Degree Feedback 92% 92% 72% Competency based assessments 92% 96% 72% Personality assessments 84% 84% 68% Cognitive assessments 40% 36% 44% Leadership style inventories 76% 72% 44%
  21. 21. 21 HR LeadsAon | Working together High Potentials – Transparent Practices Transparency 76% We remove high potentials from the pool once they have been selected (as appropriate) 59% 68% We consider diversity and inclusion implications when evaluating high potential pools of talent 44% 64% We evaluate retention risks in our high potential pools of talent 53% 56% We communicate to a person when he/she is no longer designated as high potential 33% Data reflects practices of the Global Top Companies for Leaders Global top companies What they do differently…. All others 96% Others in the organization are aware that a high potential classification exists 81% 88% Others in the organization are aware of the responsibilities, opportunities, and expectations for high potentials? 64% 84% High potentials are aware of their status 63% Evaluation
  22. 22. 22 HR LeadsAon | Working together Leadership Development Practices at Top Companies Development offered to all leaders at the following levels Global top companies All others Senior Middle Front-line Senior Middle Front-line Developmental assignments 80% 76% 64% 52% 51% 37% Special projects/teams 68% 72% 64% 46% 57% 44% Coaching—internal provider 60% 80% 84% 35% 44% 32% Structured opportunities for peer networking 68% 68% 60% 44% 45% 40% Mentoring—internal provider 64% 76% 80% 35% 48% 47% Leaders serving as teachers 80% 76% 56% 40% 42% 34% Corporate philanthropy exercises (e.g., running fundraiser, project management for relief effort) 68% 72% 72% 38% 40% 36% Special assignments directly related to corporate social responsibility strategy 56% 64% 56% 31% 28% 26% Cross-cultural awareness training 72% 76% 68% 34% 38% 36% Training on how to conduct performance discussions 100% 100% 100% 58% 74% 70%
  23. 23. 23 HR LeadsAon | Working together Predictive Assessment Challenges and Examples
  24. 24. 24 HR LeadsAon | Working together Criterion-Related Validity In assessment the term Criterion-Related Validity is: Presented as a correlation-coefficient (rxy) Demonstrates the relationship between assessment scores and outcomes 9 8 7 6 5 4 3 2 1 Low High Measure of Job Performance Outstanding Acceptable Deficient Assessment Score { { { • Statistical relationship measured via correlation - 1.0 = perfect relationship - 0.0 = no relationship • Perfect relationships are never found - No single test/test battery can ever predict job performance perfectly - Standard performance measures are typically unreliable indicators of actual performance
  25. 25. 25 HR LeadsAon | Working together Note: The ADEPT-15 personality model is based on the latest research in personality psychology is built from the well accepted Five-Factor Model (FFM) of personality along with additional leading concepts in workplace practices and research. ADEPT-15TM
  26. 26. 26 HR LeadsAon | Working together ADEPT-15TM Using technology to control for faking and bias Questions about ComposureQuestions about DriveQuestions about Power People say they can always count on me to get things done right I tell others what to do if they need some direction I tell others what to do if they need some direction I tend to think better in stressful situations I think I could be a strong leader for an organization I think I could be a strong leader for an organization Matched on Desirability Agree Slightly Agree Agree Slightly Agree
  27. 27. 27 HR LeadsAon | Working together What About an Individual’s Own Personality & Engagement? Cooperativeness & Sensitivity People who are agreeable and enjoy working with people and are compassionate about their team members will likely demonstrate a healthy amount of organizational commitment Personality can tell us which employees are more likely to be Engaged…four Aspects of ADEPT-15 show a correlation to individual engagement: ADEPT-15 Personality Model 6 BROAD WORKSTYLES 15 ASPECTS OF PERSONALITY 1 TASK STYLE 2 ADAPTATION STYLE 3 ACHIEVEMENT STYLE 4 TEAMWORK STYLE 5 EMOTIONAL STYLE 6 INTERACTION STYLE Note: The ADEPT-15 Personality Model is based on the latest research in personality psychology is built from the well accepted Five-Factor model of personality along with additional leading concepts in workplace practices and research. DRIVE relaxed vs. focused STRUCTURE big picture vs. detail focus CONCEPTUAL practical vs. innovative FLEXIBILITY predictable vs. flexible MASTERY doing vs. improving AMBITION contented vs. striving POWER contributor vs. leader ASSERTIVENESS cautious vs. socially bold LIVELINESS reserved vs. outgoing COMPOSURE passionate vs. calm POSITIVITY concerned vs. hopeful AWARENES insulated vs. self-aware COOPERATIVENESS independent vs. team oriented SENSITIVITY stoic vs. compassionate HUMILITY proud vs. humble Drive People ware are focused on work are more likely to strive at work despite obstacles, setbacks and lack of managerial support Positivity Look for people who overcome obstacles and demonstrate a hopeful perspective, they will share positive stories about your organization with others rxy = .19** rxy = .11* rxy = .14* rxy = .24**
  28. 28. 28 HR LeadsAon | Working together An Engaging Leader as Defined by ADEPT-15 Cooperativeness & Sensitivity Engaging Leaders Connect with others and demonstrate compassion, they are willing to Serve & Grow their team members Six Aspects of ADEPT-15 show a correlation to the types of behaviors that leaders who drive engagement tend to display: ADEPT-15 Personality Model 6 BROAD WORKSTYLES 15 ASPECTS OF PERSONALITY 1 TASK STYLE 2 ADAPTATION STYLE 3 ACHIEVEMENT STYLE 4 TEAMWORK STYLE 5 EMOTIONAL STYLE 6 INTERACTION STYLE Note: The ADEPT-15 Personality Model is based on the latest research in personality psychology is built from the well accepted Five-Factor model of personality along with additional leading concepts in workplace practices and research. DRIVE relaxed vs. focused STRUCTURE big picture vs. detail focus CONCEPTUAL practical vs. innovative FLEXIBILITY predictable vs. flexible MASTERY doing vs. improving AMBITION contented vs. striving POWER contributor vs. leader ASSERTIVENESS cautious vs. socially bold LIVELINESS reserved vs. outgoing COMPOSURE passionate vs. calm POSITIVITY concerned vs. hopeful AWARENES insulated vs. self-aware COOPERATIVENESS independent vs. team oriented SENSITIVITY stoic vs. compassionate HUMILITY proud vs. humble Drive Engaging leaders are those who Step Up and make sure work gets done Positivity & Composure Engaging leaders can Stay Grounded and navigate obstacles and overcome challenges Liveliness Engaging leaders can Energize others
  29. 29. 29 HR LeadsAon | Working together Applying Competency / Personality to Assess Compliance Humility & Cooperativeness Well Above Average Humility is a key predictor of modeling integrity and the willingness for someone to take accountability, act appropriately and display modesty. To use Personality effectively, start with a Specific Profile (e.g., Bayer Compliant) 6 Step 1. Select 5-6 of the 15 dimensions (aspects) relevant for Bayer Compliance Step 2. Consider “how much” for each trait is needed for success at Bayer 1 Assertiveness & Liveliness Above Average We need people to stand-up and say something if they see someone not adhering to Bayer Compliance standard. They need to take that initiative. 4 Aon Hewitt Personality Model 6 BROAD WORKSTYLES 15 ASPECTS OF PERSONALITY 1 TASK STYLE 2 ADAPTATION STYLE 3 ACHIEVEMENT STYLE 4 TEAMWORK STYLE 5 EMOTIONAL STYLE 6 INTERACTION STYLE Note: The Aon Hewitt Personality Model is based on the latest research in personality psychology is built from the well accepted Five-Factormodel of personality along with additional leading concepts in workplace practices and research. DRIVE relaxed vs. focused STRUCTURE big picture vs. detail focus CONCEPTUAL practical vs. innovative FLEXIBILITY predictable vs. flexible MASTERY doing vs. improving AMBITION contented vs. striving POWER contributor vs. leader ASSERTIVENESS cautious vs. socially bold LIVELINESS reserved vs. outgoing COMPOSURE passionate vs. calm POSITIVITY concerned vs. hopeful AWARENES insulated vs. self-aware COOPERATIVENESS independent vs. team oriented SENSITIVITY stoic vs. compassionate HUMILITY proud vs. humble Structure & Drive Well Above Average We have to make sure our team members are comfortable with Structure and display a willingness to follow rules. In addition, we want a healthy amount of Drive. Additional Area?
  30. 30. 30 HR LeadsAon | Working together Fit Profile for XYZ Aon Hewitt Personality Model 6 BROAD WORKSTYLES 15 ASPECTS OF PERSONALITY DRIVE relaxed vs. focused STRUCTURE big picture vs. detail focus CONCEPTUAL practical vs. innovative FLEXIBILITY predictable vs. flexible MASTERY doing vs. improving AMBITION satisfied vs. striving POWER contributor vs. leader ASSERTIVENESS cautious vs. socially bold LIVELINESS reserved vs. outgoing COMPOSURE passionate vs. calm POSITIVITY worried vs. hopeful AWARENESS insulated vs. self-aware COOPERATION independent vs. team oriented SENSITIVITY stoic vs. compassionate HUMILITY proud vs. humble Mastery • Deliver Excellence • Value our People Cooperation, Sensitivity & Humility • Put the Customer First • Value our People • Operate as One Team • Act with Integrity Unique configurations…  Executive or HiPo Feeder Positions: Ambition & Power  Sales Positions: Assertiveness & Liveliness  Customer-Facing: Composure 1 TASK STYLE 2 ADAPTATION STYLE 3 ACHIEVEMENT STYLE 4 INTERACTION STYLE 5 EMOTIONAL STYLE 6 TEAMWORK STYLE 2 6 Step 1. Select which of the 15 dimensions (aspects) align most closely with XYZ’s Culture & Values Step 2. Consider how much of each is critical for Fit – prioritize Drive • Deliver Excellence • Take Personal Accountability • Put the Customer First 1 The Aon Hewitt Personality Model is based on the latest researchin personality psychology is built from the well accepted Five-Factor model of personality along with additional leading concepts in workplace practices and research.
  31. 31. 31 HR LeadsAon | Working together Competencies include 43+ underlying “Enablers” created from extensive review of literature and client competency models • Enablers are designed to be new “building blocks” for all leadership assessment • Enablers can be mapped to an organization’s unique competencies Sample Assessment Design based on validated competencies Demonstrable behavior strands for assessment identified for the Mid Management level capability assessment 43 ENABLERS for emerging leaders Competencies Robust set of tools Applies Knowledge and Sound Judgment Demonstrates Character and Integrity Develops and Retains Talent Establishes Direction and Shared Purpose Interacts Effectively with Others Manages Self Works Productively and Drives Results
  32. 32. 32 HR LeadsAon | Working together Michael Gruber’s Biography Experience Michael Gruber joined Aon Hewitt as a Partner Consultant in MENA in 2013. He was previously with the EMEA organization of Aon Hewitt responsible for Leadership Consulting and Talent management. Before that, he gained Management experience in various organizations. His last assignment prior to Aon Hewitt was Managing Director of a consulting firm with focus on Central Eastern Europe and ME. With 20 years of Management and HR consulting experience, he is extending Aon Hewitt´s focus on Leadership Consulting in the Middle East. His top priorities are developing the Leadership practice from an offering as well as a business development point of view. Michael is a frequent inspirational speaker on leading HR and Leadership practices and pursues the mission: “to make the world a better place to work”. Qualifications Masters in Business Administration from Henley University, UK Michael Gruber Partner – Aon Hewitt Middle East Leadership Practice michael.gruber@aonhewitt.com
  33. 33. 33 HR LeadsAon | Working together Qudurat – an introduction Qudurat, meaning ‘capabilities’ in Arabic, is the largest research project of its kind in the GCC. Objectives of the study: • Identify evidence-based solutions to mitigate talent risks in the Middle East region and drive higher engagement and productivity • Enable organizations to examine the effectiveness of their nationalization efforts • Explore what drives retention and engagement of talent in the Middle East To date, the study has encompassed the views of over 23,000 respondents across seven countries (Bahrain, Egypt, Kuwait, Oman, Qatar, Saudi Arabia and UAE), approximately half of which were nationals. Qudurat is geared to research the implications of demographic and social changes on the region’s labor market: • Increasing unemployment and saturation of jobs in the public sector • Nationalization legislation and policy focus • The entry of millennials into the workforce • Increasing gender diversity in the workforce • Aims to appreciate and identify regional solutions, dialogue and actions to key workforce issues arising from these changes • Grounded in the latest theory and research in organizational behavior and is based on Aon Hewitt’s work with clients in the region for over 11 years. It focuses on attributes of employees and their environment that can be influenced through intervention The study is fully funded by Aon Hewitt as our investment in understanding the region’s HR challenges
  34. 34. Risk. Reinsurance. Human Resources Aon Hewitt HR Leads THANK YOU.

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