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Where are tomorrow’sleaders today ?<br />Marc Timmerman, in associationwith Hudson Europe<br />CIPD EE Conference Nov 26th 2010 Dublin <br />Copyright of Marc Timmerman, 2010<br />

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The Mosquito &<br />the Nudist Colony<br />

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Anno 2009<br />

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What kept our Leaders awake in 2009 ? Engaging & Retaining Talent while Right-Sizing<br />Source : Hudson Research, 2009<br />

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Anni 2010-2011<br />

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A Tsunami of peopleleaving …<br />

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“Economic Battle Fatigue”©<br /><ul><li>1 out of 3 key performers is considering leaving their employer in 2010. (Source : The Grapevine, Feb 2010)

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1 out of 4 high potentials is considering leaving their employer. (Source : HBR, May 2010)

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This year staff attrition could cost the UK economy in excess of £1 billion. (Source : The Grapevine, Feb 2010)

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The Hudson Talent Engagement Survey Results indicate an average of ‘weak’ contracts between 30 & 50% in Europe in H1 2010. (Source : Hudson)

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Multiple external surveys in Europe indicate that there could be an employee turnover as high as between 40-60% in 2010 as economies slowly recover.</li></ul>Copyright of Marc Timmerman, 2010<br />

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Ready to play Musical Chairs ?<br />

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Focussed HR Issues in 2010Separate Schools of Thought<br /><ul><li>Two Main Schools of Thought :</li></ul>Individual Entry Point : Talent Engagement & Retention<br />Organisation Entry Point : Business Strategy & Workforce Planning<br />Hybrid : Succession Planning<br /><ul><li>Many focussing on increasing volume of Talent Pool</li></ul>Microsoft moving from 4-6 % to 10% of first Tier Top Talents<br />Anticipating Retention Risk ?<br />Investing towards Future Growth ?<br />Gaining Competitive Advantage ?<br /><ul><li>More focus on employer branding as part of commercial branding</li></ul>If people like us as an employer, we must be good as a company !<br />Re-inventing the Brand to come to a multi-facetted appeal for many<br />The Employer Value Proposition<br />Copyright of Marc Timmerman, 2010<br />

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Should I Stay or Should I Go ?(The Clash, 1982)<br />Make<br />Buy<br />vs<br />Change<br />Stay<br />vs<br />Employer<br />Psychological<br />Contract<br />Employee<br />

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The Business Case for Employee Engagement<br />2. HIGH <br />PERFORMANCE <br />& RETENTION<br />1. ENGAGED & <br />MOTIVATED <br />EMPLOYEES<br />EASIER SAID THAN DONE<br />3. POSITIVE <br />CUSTOMER <br />EXPERIENCE<br />4. POSITIVE <br />SHAREHOLER <br />RETURNS<br />

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Factors affecting Engagement<br />Research carried out by Purcell et al (2003) established that the key policy and practice factors influencing levels of employee engagement were:<br />received training last year;<br />are satisfied with career opportunities;<br />are satisfied with the performance appraisal system;<br />think managers are good in people management (leadership);<br />find their work challenging;<br />think their firm helps them achieve a work-life balance;<br />are satisfied with communication on company performance<br />Source: A handbook of HRM Practice by M. Armstrong (2003)<br />

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What are the New Leadershiprequirements ?<br />

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Leadershipoldstyle ?<br />

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Organizations<br /><ul><li>‘are social arrangements for the controlled performance of collective goals’ (Huczynski & Buchanan 1991)

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‘As the basic unit of an organization is the role rather than the person in it, the organization is maintained in existence, sometimes over a long period of time, despite many changes of members’ (Statt, 1991)

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A Company Culture is Shared Values and Beliefs that underlie a company’s identity.</li></ul>“The story of the Monkeys & the Banana tree”<br />

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Socio-Cultural <br />influences<br />Political - Legal <br />influences<br />Economical <br />influences<br />Technological <br />influences<br />Ecological <br />influences<br />The Organisation<br />The formal subsystem :<br /><ul><li> Management

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Structure

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Operations</li></ul>The informal subsystem :<br /><ul><li> Leadership

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Culture

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Politics</li></ul>A systemic view on an organisation<br />

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Developing the Leaders of the Future& the Box of Pandora<br />

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Think Long-Term at the Crossroads of Succession & Talent Management<br />Talent Management<br />Hipo Management<br />Succession Management<br />Maximum deployment of resources required for attracting, selecting, developing and retaining talent. “Mapping” of in-house talent (in all layers of the organisation) based on current performance and potential growth.<br />Identify and develop in house talentwith the potential to grow into a leadership role into the type of leadership needed in the future, going on the organisation’s strategy.<br />Develop future leaders by mapping out which succesful managers qualify for which growth path, and by grooming them towards this function in order to assure success in assuming the role.<br />Combination of both practices<br />Copyright of Marc Timmerman, 2010<br />

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The biggest injustice is the equal treatment of people who are not the same<br />

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How do most Executives recognize Future Talent ?<br /><ul><li>Has a unique perception of occupation

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Is very time conscious

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Shows independence

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Has a high level of commitment

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Has a phenomenal amount of energy

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Shows a vibrant sense of creativity

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Strives for continuous improvement

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Gives sharp remarks

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Shows willpower

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Varying interest in teamwork

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Gives a demanding impression

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Puts the job before everything

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High intelligence

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Has a broad thinking style

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Is part of the dominant coalition</li></ul>Sources: Organizational Dynamics (1986), Human Resource Management, (1998), National Productivity Review (1989), Journal of Management Development (2003)<br />

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Avoid Creating your own Louis XIV<br />Initiative IntrospectionProblem solving<br />Assertiveness Thoughtfulness Energy<br />Early<br />Career<br />characteristics<br />High performance & IQ<br />Negotiation skills Sensitivity to others Team builder Strong relationships Interpersonal skills Good reputation<br />EQ<br />Derailment is often caused by:<br /><ul><li> Cold heartedness

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Arrogance

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Self-glorification</li></ul>Mid Career<br />characteristics<br />Copyright of Marc Timmerman, 2010<br />

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IQ + EQ + LQ =<br />Top Talent<br />Copyright of Marc Timmerman, 2010<br />

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Clusters of Critical HiPo CompetenciesResearch done by the Free University of Brussels, 2004-2005<br />Through Principal Factor Analysis a cluster of three Meta-competencies was detected explaining 70% of variance<br />Source: The Journal of Management Development (2003)<br />

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The Critical Competencies for Future Executives<br />Prof Paul Evans (InSead) : <br />The Leadership style of the Future : “The Understated Leader”<br />Prof Manfred Kets De Vries (InSead) :<br />The Leader of the Future has the ability to create a company culture and being the glue of the team:<br />Community: creating an environment of mutual support, respect and collaboration<br />Pleasure: creating employee satisfaction and enthusiasm through stimulating continuous learning, creativity, excitement and humor<br />Meaning: providing a meaning for the society as a whole: putting things in perspective<br />Thus creating the possibility of growing a Sense of Belonging <br />Source: Journal of Human Resource Management (2003)<br />

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The Pixar Story <br />Pixar’sOperatingPrinciplescanbedistilled down to 3 principles.<br />Everyonemust have the freedom to communicatewithanyone.<br />2. Itmust be safe foreveryone to offer ideas.<br />3. We must stay close to innovations happening in the academiccommunity. <br />

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Ed Catmull, President of Pixar<br /><ul><li>"We thinkthatlastingrelationships matter and we sharesomebasicbeliefs: Talent is rare. Management's job is not to prevent risk, but to build the capability to recoverwhenfailuresoccur. We must constantlychallenge all of ourassumptions and search for the flawsthatcoulddestroyour culture.

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"Equallytough is gettingtalentedpeople to workeffectivelywithoneanother. Thattakes trust and respect, which we managers can'tmandate; they must beearned over time. What we can do is construct an environment thatnurture'strusting and respectfulrelationships and unleasheseveryone'screativity.”

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“Ittaughtusan important lesson in the primacy of people over ideas: Ifyougive a goodidea to a mediocre team, they’llscrewit up; butifyougive a mediocre idea to a great team, theywilleitherfixitorthrowitaway and come up withsomethingthatworks.”

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“Don’tpunishpassion. Be criticalabout the idea, not the creator. And Ifyou have to consistentlymicro-managethenyou’rehired the wrong talent orhaven'tinvested in mentoringthem.”</li></li></ul><li>Affective Commitment<br />A feeling of attachment to the company and its values (belonging, solidarity, and affiliation)<br />Good Leader Effect<br />Normative Commitment<br />A feeling of obligation to serve the company and to work hard<br />RETENTION<br />Crisis Effect<br />Continuance Commitment<br />A feeling of necessity to remain working for the company as changing jobs would cost too much (economic, effort, social) <br />Meyer & Allen<br />PERFORMANCE<br />ENGAGED EMPLOYEED ARE HIGHER <br />PERFORMING & LONGER TENURED<br />Organisations are People-Based<br />

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Leaders are made<br />

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The Leadership GapDoes HR need to fill the gap ?<br /><ul><li>On average 28 to 32% of your managers are fully competent in :

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leading people

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leading a complex and changing business

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steering towards the future

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Some of the leadership gaps HR is expected to fill :

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Listen to the voice of your Talent, give them practical growth opportunities, take a risk with them.

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Create an atmosphere at the top that offers protection and allows people to make mistakes.

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Create possibilities for Baby Boomers to understand Generation Y

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To Walk the Talk !</li></ul>Copyright of Marc Timmerman, 2010<br />

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Preferred Leadership Style<br />Source : Hudson / Vlerick Hipo Research Study, 2006<br />

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Offering Of Development Practices For HiPo’s<br />Top 5 regarding “Perceived Effectiveness”:<br />Starting-up new projects<br />Mentoring & Receiving opportunities to make mistakes<br />Having a high degree of autonomy<br />Having a talented boss<br />Learning from talented people<br />Source : Hudson / Vlerick Hipo Research Study, 2006<br />

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The Functions Of Mentoring<br />Career Functions :<br />Sponsorship<br />Coaching<br />Protection<br />Challenging Assignments<br />Exposure and visibility<br />Psycho-Social Functions :<br />Role modeling<br />Counseling<br />Acceptance and Confirmation<br />Friendship<br />“The most conspicuous difference between star and nonstar women is access to a supportive mentor.”<br />Source: Kathy Kram, Mentoring at Work<br />

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Dilemma in Developmental Actions<br /><ul><li>Intrinsic motivators make HiPo’s give high added value to : mentoring, job rotation, 360° fb</li></ul>Discovering one’s own limits<br />Raising the bar for themselves<br /><ul><li>Organizations however need better leaders as this is a main retention issue for keeping people inside the company.</li></ul>Strong need for internal management trainings in order to secure and improve the needed leadership potential inside an organization.<br />Copyright of Marc Timmerman, 2010<br />

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Career Management<br />Final Admission<br />Assessment<br />Senior Mgmt<br />Development Centre<br />Junior Mgmt<br />Development Centre<br />Young Graduate Assessment<br />BUYING SUPERSTARS 80 / 20 rule<br />Top Exec<br />Track<br />T<br />E<br />S<br />T<br />I<br />N<br />G<br />Senior Mgmt<br />Career<br />Track<br /> Experienced<br />External<br />Influx<br />Controlled<br />ZigZag<br />Management<br />Period<br />Junior & <br />Mid Career<br />Zero-<br />Measurement<br />Period<br />Entry Level<br />

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Developing the NextGeneration of Leaders<br />

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The potential effect of increasing women’s employment<br />

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Percentage of women on boards in top 300 European companies<br /><ul><li> There are still significant differences within Europe, especially between Northern and Southern Europe

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The number of women in executiveroles overall is – slowly – growing:

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8% in 2004

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8.5% in 2006

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9.7% in 2008</li></ul>(European Professionals Women Network, 2008)<br />

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C-Level Men and Women: two of a kind?<br />Source: Hudson, Could the right Man on the right place be a Woman ? 2008<br /><ul><li>Compared to C-Level men, women tend to focus less on immediate results; take the bigger picture into account and take a more autonomous stand. They keep a distance from the concrete details and day-to-day issues, have a conceptual view and appear more open to change.

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They also pay more attention to open communication in the organisation and adopt a more ‘human’ approach with room for co-operation, mutual support and sociability. </li></li></ul><li>Young Men and Women leaders (under 40 )<br />Source: Hudson, Could the right Man on the right place be a Woman ? 2008<br /><ul><li>Younger feminine leaders score higher onaltruism: people-oriented, helpful and socially confident. They also are more change oriented and organised than younger male leaders.

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Younger male leaders focus more on emotional stability (relaxed, stress-resistant and decisive),they score more strongly on leadingability and persuasiveness and differentiate themselves by their ambition, result-orientation and strategic thinking. </li></li></ul><li>And whatabout …<br />

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Employer Value propositionLeadership delivering on ‘Promises’ is KEY<br />‘The organization delivers on the promises it makes to employees’<br />How does it manifest itself with current and potential employees:<br /><ul><li>I’m clear on what it means to work in my organisation– common clarity on the “psychological” or “social” contract

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What you told me it was going to be like to work here is like it really is; and

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It aligns with what I’m looking for from an employer</li></ul>One of Our Biggest Challenges on a short term <br />is that we will have to be <br />many things to many individuals.<br />Copyright of Marc Timmerman, 2010<br />

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The Meaning of Leadership<br /><ul><li>The Leader has a determining impact on Company Culture

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Leaders serve and sacrifice themselves

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The Best Leaders develop others

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“We all need loving critics”

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Making mistakes is human

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“You can’t plan to be courageous, but you can choose it”</li></ul>Management is DOING THINGS RIGHT<br />Leadership is DOING THE RIGHT THINGS<br />Copyright of Marc Timmerman, 2010<br />

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The relational side of Leadership<br /><ul><li>Leadership is personal

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“Leaders should want to be liked”

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Try to understand others

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Trust is not an evidence !

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Provide clarity

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“Let your people go”</li></ul>Copyright of Marc Timmerman, 2010<br />

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Curtains !Thankyouforyourattention<br />“The certainty of misery is better <br />than the misery of uncertainty”<br />