Learning & Development:

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Learning & Development:"

Transcription

1 Learning & Development: Lessons from the World s Premier League Organisations Terry Meyer August 2014 USB Executive Development, PO Box 610, Bellville

2 Introduction: It has now been my privilege to lead 3 international trips, accompanied by HR and L&D Executives, to engage with some of the world s leading and most admired organizations companies, nonprofit organisations, consulting businesses and Business Schools. I call these organisations premier league. Most are consistently in the top 10 ratings of most admired company, best company to work for and leadership surveys. And they provide sustainable financial returns. This article is aimed at consolidating the insights and themes that emerged from all three visits; to the US (New York & Boston, 2011), Europe (Paris & London, 2012) and most recently the US again (New York and Washington DC May 2014 including participation at the 2014 ASTD Conference). While many specific strategies and techniques were shared, I have identified 6 key themes or mega trends in the L&D and talent space that have emerged from engagement with the following great organisations: Page 2

3 Executive Leadership Commitment: In many good companies Executive leaders support talent management and leadership development. In most of the premier league companies we visited they own talent and leadership development. The availability of talent and future leaders always feature in the top 3 critical business priorities of CEO surveys (AMA research). In most of the companies visited, CEOs recognize that talent and leadership development is a key success factor in executing their business strategy; therefore it is a business priority! Often senior Executives are involved in programmes as Faculty and use the opportunity to engage future leaders in debating strategy and dealing with issues facing the organisation. In London, after visiting some of the premier league organisations and hearing about their talent and leadership development practices, a few of the young HR participants made the point: we, in HR, do all these things in our companies. This begged the question: what are the factors that differentiate premier league organisations from the rest. The answer is that it is quite possible to cut and paste all the best global HR practices from the world s top companies; it is possible to buy the same technology they use and poach their best HR talent: the differentiating factor is the role and mindset of leadership. HR can introduce global best practices, processes and technology; if leaders in the organisation do not own and prioritize talent and leadership development through their own behavior and role modeling such organisations will only aspire to play in the premier league. At broadcasting company CBS, the size of the L&D function was remarkably small for a typical organisation of its size and complexity. The reason is that line managers at all levels are held accountable for employee development and this responsibility has become part of the culture. It is they who have the stories and anecdotes and can pass on the skills and wisdom to the next generation. This was a consistent practice in many of the top companies. World class HR processes and practices will never compensate for lack of committed, proactive leadership! Page 3

4 Culture Aligned to Purpose & Values: One of the key lessons from the first visit to the US was the importance that premier league companies attach to purpose. Purpose is far deeper than traditional visions and missions. It is generally enduring and, used effectively, becomes embedded in the DNA of the organisation. It is, thus, a concept that extends far beyond the notion of a business existing to simply make shareholders wealthy. It provides insight into the why of a business, where many businesses tend to focus just on the what and the how. In most of the purpose statements there is a strong social value which talks to a cause with which most stakeholders can identify and engage with. Hence an understanding of purpose provides the basis for further deeper conversations in the organisations. Deep conversations, which continually challenge assumptions, is, in my view, another characteristic of premier league organisations. This year there was a greater emphasis on values and the culture they drive than in previous years. Participants made note of the fact that in many of the organisations the approach is to hire the best, most highly self-motivated people and create a culture that will enable them to excel and achieve the results required. Then they get out of their way! In this way culture, rather than policies and procedures, exercises control in the organisation. This is highly empowering to top talent. The role of the organisation is to provide an enabling environment in which they can achieve. Whilst most organisations have values in the reception, it appears that the premier league organisations distinguish themselves by embedding the values in the culture so that it drives behavior. The J&J credo, for example, is still considered the cornerstone of the organizational culture. IBM has recently adopted 3 new values following consultation and engagement with all employees in 190 countries around the world using their IBM Jam session methodology. Furthermore, most organisations have a set of leadership competencies or behaviours and these are directly informed by the values and support the culture. Hence there is internal consistency throughout. Page 4

5 Diversity & Inclusion: Diversity and inclusion is a priority in most global organisations. Most operate in a variety of countries and find their customers, communities and employees are drawn from multiple cultures and social norms. Whilst company culture and values aim to be consistent across the organisation, increasingly Executive appointments reflect multiple nationalities. This obviously results from a pipeline of diverse talent. In my view this is what differentiates a truly global organisation from a multinational company. The driving motivation from a business perspective is the need for globally diverse customers and employees to see themselves in the organisation, especially at senior levels. For diversity to be effective a culture of inclusivity is a critical success factor and these organisations do not leave this culture of inclusivity to chance! Sustainability: During the visit to European organisations, sustainability, and in particular social and environmental sustainability, was a prominent theme. Companies that were remarkable in this regard included Unilever and Schneider Electrical. In both cases sustainability is a key strategic focus and this is evident in both the general culture as well as leadership development and talent practices. Other companies with a visible sustainability strategy include L Oreal, Rio Tinto, Total, HSBC and Shell. The importance and commitment to sustainability was identified in most of the European organisations and this commitment was reflected in the leadership development and L&D space. Regrettably, in the US sustainability was seldom mentioned. In a wonderful discussion with the Dean of Macdonough Business School at Georgetown University, it emerged that research has shown that sustainability seldom features prominently in US corporate strategies. This was borne out during our discussions with US companies. Although most will say there is a commitment, it clearly is not a visible priority. To the extent that governance is a key aspect of sustainability many US companies were again found wanting and commitment seemed to focus on tick box and legal compliance. To illustrate this questionable approach the roles of Chairman, President and CEO are, in many organisations, fulfilled by the same person. Page 5

6 This suggests that short termism is generally still dominant in the US. A very notable exception to this finding was IBM who recently rolled out a global compliance programme in which corporate citizenship is positioned as a global strategy and competitive advantage. Governance, HR, the Environment, communities and supply chain are seen as the key elements of corporate citizenship. Although compliance is ensured from a legal perspective, corporate culture is seen as a key factor in compliance. Technology: Many of the greatest disruptions are to be found in the role of technology in organisations. This was evident at two levels: the impact of what can be broadly termed social technology and the impact of technology on learning & development and talent management. Most of the premier league organisations leveraged the benefits of social technology rather than adopting a defensive approach which is so common amongst SA companies. IBM refer to the broader concept as social business which recognizes the implications of crowdsourcing and wide ranging engagement and collaboration with employees, customers and other stakeholders. The social consequences of social technology has huge implications for organisations. The marketing people in organisations, for example, understand this and have generally changed their marketing strategy to remain competitive in a digital world. Alas the same cannot be said of HR in South Africa. In many premier league organisations social technology underpinned the change, organizational design, talent management and many other strategies. It was leveraged by organisations to redesign everything from the way work is done to the design of office space thereby facilitating smart work. Increasingly people work remotely at home or with clients with multiple employment arrangements. This in turn has a profound effect on all HR policies and practices. In South Africa the more progressive companies such as professional service firms and multinationals are moving with the times and benefiting from increased productivity and employee engagement. Many have a long way to go! Page 6

7 With regards to the use of technology as an L&D tool, the direction is that any employee should be able to access any learning, anytime, anywhere. One of the implications of this is the essential role of highly competent instructional designers since simply transferring manual course files onto e learning platforms is by no means helpful. Effectively designed, individually centered learning is an essential characteristic of technology driven learning. This was emphasized repeatedly by organisations that had advanced in this learning approach. Many organisations have created learning academies which are often segmented into functional or specialist academies. This is the model of Pepsico University that we visited in New York. Such academies offer learning through a variety of approaches and partner with thought leaders inside and outside the organisation. They are also able to drive the learning agenda that responds to company needs. In another example, the World Bank is currently creating an academy as part of its leadership, learning and innovation strategy. There are 3 elements to the learning opportunities: WBx which provides a context for Just in Time learning such as talks on hot topics, pod casts, storytelling and broadcasts by experts WBa is an Academy that focuses on deep learning and developmental issues and solutions. It is modeled on GE s Crotonville and similar institutions and includes face to face facilitated learning sessions WBc connects people through communities of learning. Experts and peers connect to collaborate on specific issues and challenges faced by practitioners. One trend currently moving inward from the edge of the radar screen is the concept of MOOC massive online open courses. Currently various institutions run MOOCs on an experimental basis. Generally enrollment is free. They provide materials and opportunities for anyone, anywhere to study anything. While accreditation and other issues are still under debate there are potentially significant implications for Universities, Business Schools and companies. Page 7

8 Integrating the Learning Value Chain: This was not explicitly stated but was noticeable in practice. In many organisations people are nominated to Business School and other programmes, at considerable expense, on an almost ad hoc manner without the necessary supporting systems and preparation before and after the learning experience. What Premier League organisations do is ensure the following: Understand what future leaders and leadership teams will need to look like to enable the organisation to execute its strategy Effectively identify potential leaders and invest in their development rather than sending people to expensive courses on an ad hoc basis. Hence they invest in those that will provide a return on their investment They institute effective succession planning to have an effective pipeline of people to meet future organizational talent and skill requirements People have personalized career development plans so that participation in programmes takes place in the context of career development Furthermore, attendance at programmes is only one component of a blended learning development plan including on the job experiential learning, coaching, job redeployment and many other learning experiences. In order to enable motivated talent to apply their learning they prepare the work environment to ensure that participants can make a difference through the application of learning. In most organisations the organizational culture was such that people were expected to make an impact based on their learning experience. While many business schools do try to facilitate a broader learning experience and to transfer learning to the organisations benefit, the core competence of most business schools is running effective programmes. They are not in a position to implement that part of the talent management system best addressed within organisations. In premier league organisations most programmes were developed in house with the use of specific Business School Faculty that would contribute to the organisations requirements. Based on the 10:20:70 concept most premier league organisations make a concerted effort to ensure highly effective experiential learning that stretches talent in the work place. Page 8

9 Conclusion: The experience of engaging with some of the world s greatest organisations has been a great privilege. Many specific lessons were learnt about the practices that differentiate them from other organisations and the above themes provide only a small window into the insights that such an experience facilitates. In addition to the insights from top organisations, the experience associated with engagement with high level South African peers from various organisations and sectors provided an additional benefit. Page 9

Diploma In Coaching For High Performance & Business Improvement

Diploma In Coaching For High Performance & Business Improvement THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals

More information

Talent & Organization. Change Management. Driving successful change and creating a more agile organization

Talent & Organization. Change Management. Driving successful change and creating a more agile organization Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s

More information

Profile. Leadership Development Programs. Leadership Development. Approach to Leadership Development

Profile. Leadership Development Programs. Leadership Development. Approach to Leadership Development Profile Leadership Development Programs Leadership Development Strong leadership will support an organisation in implementing change and driving the organisation from where it is now to where it needs

More information

International Executive Development Programme 2011

International Executive Development Programme 2011 The Banking Sector Education & Training Authority International Executive Development Programme 2011 Address Thornhill Office Park, Block 15, 94 Bekker Road, Midrand, 1685 PO Box 11678, Vorna Valley, 1686

More information

Leadership Development Program

Leadership Development Program Leadership Development Program Amman Jordan (Four Seasons Hotel) 9-10/5/2010 (2 full days from 9:00 am - 17:00 p.m) Who should attend? Managers and anyone aspiring or geared up to a leadership position

More information

The Success Profile for Shared Services and Centres of Expertise

The Success Profile for Shared Services and Centres of Expertise 1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take

More information

FP&MSETA International Leadership Development Programme (ILDP) World Class Manufacturing 2016/ 2017

FP&MSETA International Leadership Development Programme (ILDP) World Class Manufacturing 2016/ 2017 FP&MSETA International Leadership Development Programme (ILDP) World Class Manufacturing 2016/ 2017 Programme Overview The FP&M SETA s International Leadership Programme is an intensive action learning

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth

TALENT OPTIMIZATION. Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth TALENT OPTIMIZATION Transforming HR and Human Capital Management for Business Growth THE TALENT OPTIMIZATION OBJECTIVE

More information

Camden Leadership Behaviours

Camden Leadership Behaviours Camden Leadership Behaviours Camden Leadership Behaviours Introduction from the Chief Executive Tackling the longstanding social issues which our Camden plan commits us to will require a fresh, collective

More information

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012)

UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES. Approved by SBA General Faculty (April 2012) UNIVERSITY OF MIAMI SCHOOL OF BUSINESS ADMINISTRATION MISSION, VISION & STRATEGIC PRIORITIES Approved by SBA General Faculty (April 2012) Introduction In 1926, we embarked on a noble experiment the creation

More information

Talent management: Key questions for learning and development

Talent management: Key questions for learning and development Talent management: Key questions for learning and development In the first of a three-part series exploring talent management, Sarah Cook and Steve Macaulay raise some important questions about why having

More information

W&RSETA International Leadership Development Programme (ILDP)

W&RSETA International Leadership Development Programme (ILDP) W&RSETA International Leadership Development Programme (ILDP) 2016-17 Programme Overview The W&RSETA s International Leadership Development Programme is an intensive action learning programme designed

More information

Call to Action to shatter glass ceiling Role of European business schools to reach equality in Europe s boardrooms

Call to Action to shatter glass ceiling Role of European business schools to reach equality in Europe s boardrooms Call to Action to shatter glass ceiling Role of European business schools to reach equality in Europe s boardrooms INTRODUCTION European Commission Vice-President Viviane Reding furthered her initiative

More information

Virtual Programme for HR Business Partners

Virtual Programme for HR Business Partners Virtual Programme for HR Business Partners Why virtual? Many of our clients want to attend HR Business Partner workshops but are based across the country or have global Business Partner teams. So we created

More information

Ten Elements for Creating a World-class Corporate Diversity and Inclusion Program

Ten Elements for Creating a World-class Corporate Diversity and Inclusion Program Ten Elements for Creating a World-class Corporate Diversity and Inclusion Program Michael C. Hyter, President & CEO Novations Group, Inc. Ten Elements for Creating a World-class Corporate Diversity and

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

Developing Strategic Leadership

Developing Strategic Leadership Secondary Leadership Paper 31 1998-2008 Anniversary Edition Developing Strategic Leadership Brent Davies & Barbara J Davies Introduction: What is Strategic Leadership? One of the key challenges, when taking

More information

Darden School. Commission/Schools/Darden/November 2007 1

Darden School. Commission/Schools/Darden/November 2007 1 Darden School The Darden School of Business recently celebrated its 50 th anniversary, reflecting the strong base on which to build toward its centennial. While the world in which the School operates has

More information

Rising Value: The CIO in the Digital Age

Rising Value: The CIO in the Digital Age Rising Value: The CIO in the Digital Age A Conversation with: June 1, 2015 Art Hopkins Art.hopkins@russellreynolds.com Russell Reynolds Associates We are a technology firm 25% of Goldman Sachs employees

More information

PROGRAMME SPECIFICATION POSTGRADUATE DIPLOMA IN SUSTAINABLE BUSINESS

PROGRAMME SPECIFICATION POSTGRADUATE DIPLOMA IN SUSTAINABLE BUSINESS PROGRAMME SPECIFICATION POSTGRADUATE DIPLOMA IN SUSTAINABLE BUSINESS 1 Awarding body University of Cambridge 2 Teaching institution Cambridge Institute for Sustainability Leadership 3 Accreditation details

More information

Corporate Learning Priorities Survey 2014 Using learning and development to achieve strategic business aims

Corporate Learning Priorities Survey 2014 Using learning and development to achieve strategic business aims Corporate Learning Priorities Survey 2014 Using learning and development to achieve strategic business aims Greenlands campus Malaysia campus South Africa campus Contents Executive summary 2 Key findings

More information

Authentic Leadership Coaching

Authentic Leadership Coaching THE DIVERSITY PRACTICE Authentic Leadership Coaching A new leadership paradigm Carol Campayne, Caroline Harper Jantuah, Lori Shook Of all the personal development and leadership interventions available

More information

Knowledge Management: A tool for Improving Government Performance

Knowledge Management: A tool for Improving Government Performance Knowledge Management: A tool for Improving Government Performance Page 1 of 5 Knowledge Management: A tool for Improving Government Performance by Brian D. Murrow and Victoria Adams What is Knowledge Management?

More information

THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE

THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE THE IMPACT OF EMPLOYEE BEHAVIOUR ON ORGANIZATIONAL PERFORMANCE September 2013-0 - Contents 1. Introduction 2. Business Strategy and its Execution 3. Organisational Culture - Employee Behaviour 4. The Challenges

More information

Umbrella for Research into Human Resource Development (HRD)

Umbrella for Research into Human Resource Development (HRD) Human Resource Development International, Vol. 10, No. 1, 99 106, March 2007 Umbrella for Research into Human Resource Development (HRD) LIDEWEY E. C. VAN DER SLUIS Vrije Universiteit What may be the future

More information

Policy on Succession Planning

Policy on Succession Planning Status: Approved Custodian: Human Resources Directorate Date Approved: 2013-07-17 Decision number: SAQA 14100/13 Implementation date: 2013-07-18 Due for review: 2016-07-16 File number Page 1 of 6 Contents

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

They are four traits critical to an employee s

They are four traits critical to an employee s Enterprise Mentoring, Meet HR Randy Emelo Talent managers can make mentoring a critical part of organizational and strategic goals by integrating it with hr. They are four traits critical to an employee

More information

Putting the patient first: issues for HR from the Francis report

Putting the patient first: issues for HR from the Francis report February 2013 Discussion paper 7 Putting the patient first: issues for HR from the Francis report This discussion paper has been designed to help inform and shape the format of our forthcoming listening

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

Future leaders programme

Future leaders programme Future leaders programme Helping you work, learn, manage and lead... Future leaders programme Our future leaders programme equips Orbit managers and directors with the skills to manage teams, partnerships

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

Case Study. We are growing quickly, and Saba is key to that successful growth.

Case Study. We are growing quickly, and Saba is key to that successful growth. Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.

More information

Nine Conversations in Leadership

Nine Conversations in Leadership NINE CONVERSATIONS IN LEADERSHIP Nine Conversations in Leadership A WorldsView Academy intervention Developing a world of leaders, one conversation at a time For organisations seeking sustainable, results-orientated

More information

Integrating Contingent Labour into Strategic Workforce Planning

Integrating Contingent Labour into Strategic Workforce Planning Wednesday, 16 May 09:45 Nine Kings D Concurrent Session: Advanced Practitioner Track Integrating Contingent Labour into Strategic Workforce Planning Moderator: Barry Asin, President, Staffing Industry

More information

Customized Talent Development Programs for Advertising Industry

Customized Talent Development Programs for Advertising Industry Customized Talent Development Programs for Advertising Industry Improve Communication Skills Build Rapport = Satisfied Clients/Stakeholders and Increased Profitability Contact: Heidi Kraft, Kraft Your

More information

Employee performance management in a global setting. Brenda Wilson

Employee performance management in a global setting. Brenda Wilson Employee performance management in a global setting Brenda Wilson Performance management overview What is performance management? Performance management is a CORE business process driven by business strategy,

More information

MBA Dissertation Summary

MBA Dissertation Summary MBA Dissertation Summary Barriers and Enablers to Environmental Sustainability Implementation in UK Business The purpose of the dissertation was to answer the following research question: What are the

More information

White Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management

White Paper. Executing Organizational. Strategy: Achieving. Success through Talent. Management White Paper Executing Organizational Strategy: Achieving Success through Talent Management April 2007 Table of Contents Factors Impacting Business Value and Execution 4 The Solution: Business Execution

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

STRATEGY MANAGEMENT EDUCATION Leadership and Management Development

STRATEGY MANAGEMENT EDUCATION Leadership and Management Development STRATEGY MANAGEMENT EDUCATION Leadership and Management Development Strategy Management Partners Partners Management s ability to execute strategies is a key differentiator for lasting success Vision without

More information

SABPP FACT SHEET COACHING AND MENTORING

SABPP FACT SHEET COACHING AND MENTORING SABPP FACT SHEET COACHING AND MENTORING NUMBER 9: October 2013 1. Introduction Coaching and mentoring are popular tools in the talent management toolkit. Positioned and implemented carefully, both coaching

More information

The Short-Term Insurance Industry: Organising by Common Capability

The Short-Term Insurance Industry: Organising by Common Capability The Short-Term Insurance Industry: Organising by Common Capability How and why short-term insurance organisations are consolidating common capabilities Contents Introduction 3 Legacy Organisational Structures

More information

Performance Evaluation

Performance Evaluation EDUCATOR TALENT Management at American Institutes for Research Building Leadership Talent Through Performance Evaluation By Matthew Clifford, Ph.D. JANUARY 2015 What Is Performance Evaluation? Evaluation

More information

Overview MBA Programme Courses 2015-2016

Overview MBA Programme Courses 2015-2016 Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,

More information

Even their body language is retail! They re head and shoulders above other training companies

Even their body language is retail! They re head and shoulders above other training companies Negotiation skills First Friday is a leading provider of training & development and change management services with a portfolio of 100+ clients across the UK, Europe and South Africa. Our team is unique;

More information

GLOBAL PERFORMANCE MANAGEMENT TRENDS

GLOBAL PERFORMANCE MANAGEMENT TRENDS GLOBAL PERFORMANCE MANAGEMENT TRENDS The performance management process has been an established business practice for more than 50 years, yet for many companies it remains one of the more challenging aspects

More information

WATERSTONE MILLENNIAL REPORT THE PURPOSE GENERATION

WATERSTONE MILLENNIAL REPORT THE PURPOSE GENERATION WATERSTONE MILLENNIAL REPORT THE PURPOSE GENERATION Google the word Millennial ; you are instantly inundated with over 10,000,000 links to studies and information on the generation that is said to be reinventing

More information

Compensation accounts for nearly 70 percent

Compensation accounts for nearly 70 percent THE BUSINESS CASE FOR COMPENSATION TECHNOLOGY Compensation accounts for nearly 70 percent of operating expenses for most organizations, 1 and is one of the main reasons employees join and leave organizations.

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

Join the Teaching Leaders Primary coaching team

Join the Teaching Leaders Primary coaching team Join the Teaching Leaders Primary coaching team Teaching Leaders and TL Primary programme overview Teaching Leaders is an education charity, specifically focused on developing outstanding middle leaders.

More information

Consumer Goods and Services

Consumer Goods and Services Accenture Risk Management Industry Report Consumer Goods and Services 2011 Global Risk Management Point of View Consumer Goods and Services 2011 Global Risk Management Point of View Consumer Goods and

More information

Mobilizing Your Workforce

Mobilizing Your Workforce 2015 Talent MobiliTY Research Report Mobilizing Your Workforce Understand, Develop and Deploy Talent for Success www.lhh.com 1 Table of Contents Executive Summary...3 Introduction...4 About Our Study...4

More information

Achieve your career potential. Discover the Acorn Emerging Leaders Programme at Schneider Electric

Achieve your career potential. Discover the Acorn Emerging Leaders Programme at Schneider Electric Achieve your career potential Discover the Acorn Emerging Leaders Programme at Schneider Electric How can you boost your career and become a global business leader? At Schneider Electric, we know the answer

More information

Korn Ferry Senior Executive Sponsor. Building a stronger organization through sponsorship.

Korn Ferry Senior Executive Sponsor. Building a stronger organization through sponsorship. Korn Ferry Senior Executive Sponsor Building a stronger organization through sponsorship. Is leadership development the end of the story? It s well understood that the participants of leadership development

More information

National Society leadership and management development (supporting National Society development) Executive summary This is one of four sub-plans of

National Society leadership and management development (supporting National Society development) Executive summary This is one of four sub-plans of National Society leadership and management development (supporting National Society development) Executive summary This is one of four sub-plans of the programme Supporting National Society development.

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17

stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17 stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17 INTRODUCTION 1. Introduction The strategy of Aarhus University's School of Business and Social Sciences for the period

More information

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION

HEAD OF TALENT AND RESOURCING JOB DESCRIPTION HEAD OF TALENT AND RESOURCING JOB DESCRIPTION Reporting to Location Staff reporting to this post Salary: - Head of SPOD in Organisational Effectiveness team under Deputy CEO - Oxford - 1 HR Executive and

More information

Talent Management: Effect on Organizational Performance

Talent Management: Effect on Organizational Performance Talent Management: Effect on Organizational Performance James Sunday KEHINDE, PhD, ACA Dept. of Accounting, Faculty of Management Sciences Lagos State University, Ojo, Nigeria, West Africa Tel: 234-802-307-5627

More information

Go Global or Localise?

Go Global or Localise? Go Global or Localise? How Leading Organisations are Making People Programme Decisions 27 November 2013 Aon Hewitt, Performance, Reward & Talent Risk. Reinsurance. Human Resources. Empower Results Agenda

More information

International Action Learning MBA. join the global community of business leaders. www.bsn.eu/english

International Action Learning MBA. join the global community of business leaders. www.bsn.eu/english International Action Learning MBA join the global community of business leaders www.bsn.eu/english Welcome to Business School Netherlands Business School Netherlands has been active in the development

More information

Corporate Strategy 2015 2020

Corporate Strategy 2015 2020 168982 Corporate Strategy 2015 2020 Corporate Strategy 2015 2020 Our strategy recognises that better services to learners will benefit higher education providers; and that better services for higher education

More information

New and Innovative Learning Trends in Healthcare

New and Innovative Learning Trends in Healthcare New and Innovative Learning Trends in Healthcare Regina Hutchinson, Chief Learning Officer, Catholic Health Initiatives Brooke Page-Thompson, Practice Area Lead OE, Slalom Consulting Reflection 2 Agenda

More information

Tapping the benefits of business analytics and optimization

Tapping the benefits of business analytics and optimization IBM Sales and Distribution Chemicals and Petroleum White Paper Tapping the benefits of business analytics and optimization A rich source of intelligence for the chemicals and petroleum industries 2 Tapping

More information

Creating a Brilliant Future Requires High Aspirations and Stellar Execution

Creating a Brilliant Future Requires High Aspirations and Stellar Execution Creating a Brilliant Future Requires High Aspirations and Stellar Execution Implications for Organizational High Performance and the Role of Human Resources John Loya University of Illinois Human Resources

More information

THE FUTURE OF LEADERSHIP DEVELOPMENT

THE FUTURE OF LEADERSHIP DEVELOPMENT THE FUTURE OF LEADERSHIP DEVELOPMENT Discussion with McMaster University November 5, 2013 Global Trends 1. Leadership gap persistent, prevalent issue Spending on leadership increasing Succession management

More information

Afro Ant Conversation

Afro Ant Conversation Afro Ant Conversation Organisational Development vs. Organisational Change 10 September 2014 Overview Ant Conversations are hosted by Afro Ant with the intention of sharing knowledge, debating industry

More information

Diversity Matters Cultural Diversity Framework

Diversity Matters Cultural Diversity Framework Diversity Matters Cultural Diversity Framework 2014 2017 December 2010 October 2012 Message from the Secretary Our commitment to people from culturally and linguistically diverse communities At Family

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup

We d like to do the same for you. Owen J. Sullivan CEO, Right Management President, Specialty Brands ManpowerGroup Business & Talent. Aligned. Regardless of the economic environment, your industry or geography, your size or your earnings, your most valuable asset is your workforce. How you manage this asset spells

More information

IN GOOD COMPANY HOW WOMEN ACHIEVERS DRIVE BUSINESS SUCCESS PROMOTION // DIVERSITY

IN GOOD COMPANY HOW WOMEN ACHIEVERS DRIVE BUSINESS SUCCESS PROMOTION // DIVERSITY PROMOTION // DIVERSITY IN GOOD COMPANY HOW WOMEN ACHIEVERS DRIVE BUSINESS SUCCESS BY SUSAN H. BURNELL omen represent a powerhouse of talent, qualified and ready to take on the highest leadership roles.

More information

100 % Career Oriented Professional Courses With Placement Assistance

100 % Career Oriented Professional Courses With Placement Assistance 100 % Career Oriented Professional Courses With Placement Assistance 1.Quality Skill Improvement Courses.(For Engineers/MBA) Purpose of doing Quality Skill Improvement Courses For Freshers/Experienced

More information

2009 Talent Management Factbook

2009 Talent Management Factbook 2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &

More information

University College London Staff survey 2013: results presentation

University College London Staff survey 2013: results presentation University College London Staff survey 2013: results presentation Classification: Private Agenda Headline results Employee engagement Key drivers of engagement within UCL Other key themes Summary and next

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

Strategy Leadership Talent Culture Market. HR Leadership Development Program Pulse Survey Analysis

Strategy Leadership Talent Culture Market. HR Leadership Development Program Pulse Survey Analysis Strategy Leadership Talent Culture Market HR Leadership Development Program Pulse Survey Analysis Playbook About i4cp i4cp enables high performance in the world s top companies. i4cp is the world's largest

More information

LEEDS BUSINESS SCHOOL Institute of Directors (IoD) Development Programmes. Exceptional programmes for exceptional people. www.leedsbeckett.ac.

LEEDS BUSINESS SCHOOL Institute of Directors (IoD) Development Programmes. Exceptional programmes for exceptional people. www.leedsbeckett.ac. Institute of Directors (IoD) Development Programmes Exceptional programmes for exceptional people Leeds Business School holds an exclusive regional franchise to deliver Institute of Director (IoD) programmes

More information

SIMMONS.EDU/SOM/EXECED 1. Leadership development programs that have a lasting impact on women leaders and their organizations

SIMMONS.EDU/SOM/EXECED 1. Leadership development programs that have a lasting impact on women leaders and their organizations SIMMONS.EDU/SOM/EXECED 1 Leadership development programs that have a lasting impact on women leaders and their organizations SIMMONS COLLEGE BOSTON MASSACHUSETTS SIMMONS EXECUTIVE EDUCATION 2 SIMMONS.EDU/SOM/EXECED

More information

Corporate Profile. Helping you attain talent vantage. knowledge transformation innovation. www.rubieminstitute.com. Partners & Accreditors

Corporate Profile. Helping you attain talent vantage. knowledge transformation innovation. www.rubieminstitute.com. Partners & Accreditors Corporate Profile www.rubieminstitute.com knowledge transformation innovation Helping you attain talent vantage Executive Brief I have the please of introducing rubiem Training Institute to you. rti is

More information

Case study. Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY

Case study. Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY Case study Research showcasing leading practice at the Commonwealth Bank GENDER P Y EQUITY Contents Foreword 2 Executive Summary In brief Context and history Step 1: Awareness Step 2: The business case

More information

Global Perspectives on Executive Development: Best Practices from China, India and the West

Global Perspectives on Executive Development: Best Practices from China, India and the West Global Perspectives on Executive Development: Best Practices from China, India and the West Dr. Das Narayandas James J. Hill Professor of Business Administration Senior Associate Dean, Executive Education

More information

Empowering Women Entrepreneurs Partnership Program

Empowering Women Entrepreneurs Partnership Program Empowering Women Entrepreneurs Partnership Program Fueling the entrepreneurial engine that drives economic opportunity, growth and social and progress. About Trestle Group Foundation! New style! Hands-on!

More information

of various obstacles that will get in their way, like the organizational culture or their own work-life priorities

of various obstacles that will get in their way, like the organizational culture or their own work-life priorities Some would believe that it s simply not possible to be successful because of various obstacles that will get in their way, like the organizational culture or their own work-life priorities The fact that

More information

Risks to customers from performance management at firms

Risks to customers from performance management at firms Guidance consultation 15/1 Risks to customers from performance management at firms Thematic review and guidance for firms March 2015 Contents 1 Approach and findings 2 2 Guidance to firms 8 3 Next steps

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

MBA Master of Business Administration

MBA Master of Business Administration MBA Master of Business Administration PwC and Northampton Business School Northampton Business School (NBS) accredits the learning undertaken during the PwC Mini MBA so as to offer participants exemption

More information

The vision of the Belk College of Business is to be a leading urban research business school.

The vision of the Belk College of Business is to be a leading urban research business school. The vision of the Belk College of Business is to be a leading urban research business school. To fulfill this vision we must: Offer a full array of rigorous and innovative undergraduate, graduate, and

More information

Hiring Challenges and Solutions

Hiring Challenges and Solutions TALEO RESEARCH BRIEF Hiring and Onboarding: The New Business of Business Leaders In the new millennium, leading business organizations have been capturing data about people, turning it into actionable

More information

Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development

Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development Jeff Suderman Regent University The Organizational Cultural Assessment Instrument (OCAI) is a psychometric tool developed

More information

TWO YEARS AGO, General Electric (GE) launched a leadership development program that

TWO YEARS AGO, General Electric (GE) launched a leadership development program that 15 A Personalized Rotation Program to Develop Future Leaders Bela Tisoczki and Laurie Bevier General Electric TWO YEARS AGO, General Electric (GE) launched a leadership development program that brings

More information

Commission on Peer Review and Accreditation

Commission on Peer Review and Accreditation Commission on Peer Review and Accreditation Network of Schools of Public Policy, Affairs, and Administration ACCREDITATION STANDARDS For Master s degree programs Adopted October 16, 2009 at the NASPAA

More information

MANAGEMENT SKILLS TRAINING & EXECUTIVE COACHING

MANAGEMENT SKILLS TRAINING & EXECUTIVE COACHING MANAGEMENT SKILLS TRAINING & EXECUTIVE COACHING TRAINING CATALOG FOR 2015 High Performance Coaching (HPC) Performance Management Systems (PMS) Management Principles and Practices (MPP) 1 Introduction The

More information

Supply Chain Excellence

Supply Chain Excellence Executive MasterClass For fee, dates & location details see page 8 The Overview Introduction How can industry leaders build an effective supply chain to reduce costs and enhance value? Effective Supply

More information

Senior Brand and Communications Strategist

Senior Brand and Communications Strategist Job description Job title Department Post holder Reporting to Responsible for Liaison with Senior Brand and Communications Strategist Technical Team Senior Brand and Communications Strategist Global Director

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

Corporate Culture s Role in a Globally Competitive Market. Manny Atwal VP Helicopter Programs StandardAero

Corporate Culture s Role in a Globally Competitive Market. Manny Atwal VP Helicopter Programs StandardAero Corporate Culture s Role in a Globally Competitive Market Manny Atwal VP Helicopter Programs StandardAero Corporate Culture s Role Enhancing the Customer Experience Culture to Differentiate Drive Exceptional

More information

Identifying Leadership Potential: a MetLife Case Study

Identifying Leadership Potential: a MetLife Case Study Identifying Leadership Potential: a MetLife Case Study Prof Hennie Kriek TTS- Top Talent Solutions, Inc Arnold Dhanesar MetLife SIOPSA, Pretoria, South Africa, July 2014 Objectives Discuss the Talent Management

More information