Executive Talent - Executive Development. Supply & Demand. Warsaw;

Transcription

1 Executive Talent - Executive Development Supply & Demand Warsaw; Austria Czech Republic France Hungary Poland Romania Russia Slovakia

2 Follower or Trend Setter? How many of us follow: rapidly changing workforce; globalisation; the rise of the knowledge economy; technological advances; consequences of with the global economic downturn? Which of the above present the biggest set of challenges for your leaders and managers in the 21st century. To compete successfully on the global stage we need a steady stream of management talent capable of delivering strong economic growth. Creating these talents should be the top priority for the business and requires management talent pipeline.

3 Management gaps. How serious is the problem within our region? Organizations experience difficulties in attracting and retaing key talents and top performers. Nearly two-thirds of respondents confirmed problems in attracting top performers and high-potential employees. Fewer than 50% of employees say their company is successful in attracting and retaining the right talent The Towers Watson Global Workforce Study covers more than 32,000 employees selected from research panels that represent the populations of full-time employees working in large and midsize organisations across a range of industries in 26 markets around the world. It was fielded online during April and May 2014.

4 Investing in companies or people?

5 Predicting the future. Talent identification, managerial competence development, Adjusting career path to company development and personal abilities Regional management from- multifunctional development within local setup

6 Identyfiying tomorrow s leaders.

7 Prisoners of their own success corporate travelers. 34% of employees in Europe are seriously considering leaving their organization 24% of European employees are not committing to leaving or staying with the organization Mercer s survey conducted among nearly employees in 17 markets worldwide

8 Corporate development path of no return lifer? Another country, another promotion, what if they want to come back? What if they want to leave? Best practice shering?

9 CEO s views on talent management. Talent is the key factor in business growth, innovation and cost optimization. Source: Mercer s 2012 conference board survey of 776 chief executives from around the world

10 Who is responsible for an insufficient number of executives in Poland what should we do to change it? Poland to often takes an operational role instead of building its strategic regional position Wecreate system based on strong sectoral specialization and fast personal growth ending to a role in region/hq abroad We are developing abilities and operational functions without strong focus on charisma and leadership competencies

11 Leader or manager? Low/mid profile project management, remote management, multifunctionality, difference management, process integration, business support High profile charisma, taking responsibility, building relations, delegating, challenging, client orientation

12 Process or people management? What kind of future has the process management Do we create lifers able to benefit only in our organization? Do charisma and natural leadership is still important?

13 Trends in Poland - HQ/Region/SSC/BPO Structural changes, centralization of management functions and outsourcing conclusions for manager. Mid management first line business support are they ready/capable to take the opportunity?

14 Multicultural, multigenerational, remote management. Main obstacles for organizations to collaborate globally are Language or cultural barriers Lack of face to face meetings Difficulty in building trust and partnerships Diversity challenge for maangers. Organizations must examine and use proper mentoring and reverse mentoring to engage and motivate all generations.

15 Building carrier path vs competence building what do we do wrong? Traditional carrier paths are becoming obsolete and unmanageable due to the speed of organizational changes. Career management should be rebuild around the concept of career experiences Special assignments, international /multifunctional projects, situational roles Although there is an oversupply of labour we miss right skills, particularly at the leadership level Managing this deficit is a key concern for employers being aware of individual choices and preferences of employees they should know how to attract, retain and motivate talent

16 Contact details Marcin ROSOCHACKI Partner, Financial Services Practice, CEE Consulting Polska Sp z o.o. Marszałkowska 58/ Poland Fax: Cell: rosochacki@arthur-hunt.pl Website: