Leadership Development, Employee Learning & Professional Coaching Context, Trends and Best Practices

Transcription

1 Survey-Based Presentation Montreal, Canada February 2013 Leadership Development, Employee Learning & Professional Coaching Context, Trends and Best Practices PATRICK DOYON, PENG, MSC, CED, MBA, CEC PRESIDENT & FOUNDING PARTNER

2 Executive Summary Although companies are aware of the important link between Leadership Pipeline & Business Success, most of them still have considerable work to do to strengthen their Talent Bench. From a Leadership Pipeline perspective, organisations should Increase/Improve their effort in developing the Self-Management & Interpersonal Competencies of its young leaders and perhaps scale down its focus on Functional Competencies. When it comes to Developing Young Leaders & Strengthening the Talent Pipeline of an organisation, Training & Development (T&D) plays a critical role one that is predominantly focused on delivering Instructionally- Efficient Classroom Training... however, the overall effectiveness of such T&D initiatives is deemed rather poor. Finally, despite being viewed as a beneficial approach to developing young leaders, companies still perceive Professional Coaching as Costly (amongst other important barriers) and, as such, rarely offer it to their young leaders. p. 2

3 Presentation Overview Introduction Leadership Pipeline: State, Drivers & Organizational Outcomes Critical Competencies: Business Impact & Development Abilities Developing Future Leaders: Why, How & How Effective? Professional Coaching: Benefits, Challenges & Prevalence Summary & Conclusion p. 3 APPENDIX About the Authors About this Research BTT: An novel alternative to leadership development

4 p. 4

5 Introduction Authors main focus is: Leadership Development (LD) Initial goal was on Theories, Concepts & Best Practices behind LD & validate New ecoaching Service offering... But we decided to add Market Data & expand our investigation Upstream/Downstream of LD Upstream: Talent Pipeline, Organisation Performance Downstream: Focused Competencies, Effectiveness & Prevalence of Development Approach, etc. Underlying Questions: p. 5

6 p. 6 Snapshot Introduction

7 p. 7

8 Leadership Pipeline Key terms Young leaders (20-50 y.o., High Po s, 1 st -time / Middle- Managers) Required competencies Enhanced Roles & Responsibilities p. 8 Synonyms: Leadership Pipeline, Talent Pool, Bench Strength

9 Impact of Talent Pool of Business Success The majority (91%) of respondants said that the state of their Talent Pool has an important or very important Impact on their company s overall performance p. 9

10 Current State of Leadership Talent Pool but only 1 in 5 considered their Company s Leadership Pipeline to be Healthy! p. 10

11 Leadership Pipeline KEY TAKEAWAYS Despite being aware of the link between Leadership Pipeline & Business Success, companies still have work to do to strengthen their Talent Bench p. 11

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13 Critical Competencies p. 13 Values-based / Core competencies: Ethics & Integrity, Trust, Teamwork, Courage, Passion... Personal Resources competencies: Energy, Drive, Enthusiasm, Perseverance, Action-Oriented, Learning Agility, Creativity... Self-Management / EI competencies: Self-Awareness, Emotional Self- Control, Optimism, Stress Management, Time Mgmnt... Interpersonal / Relational competencies: Empathy, Influencing, Inspiring, Motivating Others, Negotiating, Resolving Conflict... Information / Communication competencies: Analytical Skills, Processing/Understanding Information, Presentation skills... Operating / Decision-Making competencies: Decision Making, Priority Setting, Organizing & Planning, Delegating... Business competencies: Business Acumen, Customer Orientation, Managing Change, Project Mgmnt, Facilitation... Functional / Technical competencies: Job-specific knowledge and skills such as: financial analysis, SAP admin, DB backup...

14 Development Abilities vs. Pipeline Impact p. 14 Whereas companies are relatively effective at developing the Functional Competencies of their young leaders, this development effort results in minimal strengthening of their Leadership Bench. In contrast, although respondants said that their company was relatively ineffective in developing the Self-Management & Interpersonal Competencies of its young leaders, they thought that improving these critical skills & behaviors would have the greatest positive impact on the strength of their Talent Pool.

15 Critical Competencies KEY TAKEAWAYS From a Leadership Pipeline perspective, organisations should Increase/Improve their effort in developing the SELF-MANAGEMENT & INTERPERSONAL COMPETENCIES of their young leaders and perhaps scale down their focus on FUNCTIONAL COMPETENCIES. p. 15

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17 Leadership Training & Development Learning & Development Leadership Pipeline p. 17

18 Role of T&D to Build/Strengthen Pipeline 1 in 2 respondants believes that Training and Development is playing an Important or Critical role in their company's effort to establish and maintain a healthy Pool of Talented Leaders. p. 18

19 Preferred Training/Development Approach Instructor-led Training remains by far the preferred approach to develop the competencies of young Leaders. In contrast, Professional Coaching is the development method used the least often. p. 19

20 Development Program Characteristics Instructional Efficiency & Relevance is the most important criteria when designing/selecting Leadership Development initiatives. In contrast, Program Costs (direct + indirect) is the least important design/selection criteria. p. 20

21 Effectiveness of Leadership Development Overall, only 1 in 5 respondants believed that their company s Leadership Development initiatives were effective at truly improving the managerial skills of your young leaders and in replenishing their talent pipeline p. 21

22 Leadership Development KEY TAKEAWAYS When it comes to Developing Young Leaders & Strengthening the Talent Pipeline of an organisation, TRAINING & DEVELOPMENT (T&D) plays a critical role one that is predominantly focused on delivering Instructionally- Efficient Classroom Training... however, the overall effectiveness of such T&D initiatives is rather poor. p. 22

23 p. 23

24 Professional Coaching Key terms External to the organisation Professional in terms of certification & approach Formal, in terms of engagement duration/process/goals Target Audience: company s young leader (newly-promoted, middle-managers, and high-pos aged between 25y.o and 49 y.o) What is Professional Coaching... In a nutshell: p. 24

25 Benefits of Professional Coaching Amongst the common benefits associated with coaching, acquiring new leadership behaviors & improving existing managerial competencies were identified as the Top 2 advantages of such employee development service p. 25

26 Challenges with Professional Coaching Ironically, the Total Costs of the service remains the most important perceived barrier to providing Professional Coaching to a company s young leaders p. 26

27 Prevalence of Professional Coaching Finally, in spite of its anticipated development benefits, companies rarely offer Professional Coaching services to their young leaders p. 27

28 Professional Coaching KEY TAKEAWAYS Despite being perceived as a beneficial approach to developing young leaders, companies still perceive Professional Coaching as Costly (amongst other important barriers) and, as such, rarely offer it to their young leaders p. 28

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31 Conclusion Companies agree that Developing their Young Leaders is critical When doing so, Relevance & Instructional Efficiency is Top-of-Mind (NOT Costs) They also see the potential Value of Coaching Companies Training & Development efforts are NOT optimal in terms of: Competencies Training Approaches Overall Effectiveness p. 31

32 Thank You. VALÉRIE TREMBLAY B.A., MBA, CHRP, ACC VP HUMAN RESOURCES, LAURA CANADA PATRICK DOYON PENG, MSC, CED, MBA, CEC PRESIDENT & FOUNDING PARTNER

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34 About the Authors Patrick Doyon PEng, MSc, CEd, MBA, CEC President & Founding Partner AREVELK Inc. p. 34 Patrick has a diversified background including a Bachelor of Engineering and a Masters of Sciences from McGill University along with a Teaching Diploma, an Executive MBA (UQAM) and a Graduate Certificate in Executive Coaching (Royal Roads University). His 20 years of experience have provided him with a broad spectrum of practical know-how and expertise gathered at R&D centers, high-tech start-ups, Canadian public companies and international organisations. An early contributor to the field of elearning, Patrick designed and developed one of the first collegelevel elearning courses in the province, and was instrumental in designing and implementing one of the original elearning and competency management systems used by companies such as Desjardins Credit Union and Bell Canada. Leveraging his expertise in elearning and training, in management consulting and in software development, Patrick conceived a novel approach for the efficient assessment and development of relational skills via simulation-based elearning. Today, as the Principal and Founder of Arevelk Inc., Patrick helps his clients enhance the individual capabilities of their employees and improve their overall organisational effectiveness through a blend of Consulting and Training services supplemented with Experiential elearning solutions.

35 About the Authors Valérie Tremblay BA, MBA, CHRP, ACC VP Human Resources LAURA Canada Inc. p. 35 Valerie has been working in the field of Human Resources for over 18 years, and is currently the Vice-President of Human Resources for Laura Canada Inc., a large national retailer with stores established across Canada. Over the year, Valerie has worked in various industries including Engineering, Real Estate, Construction Pharmaceuticals and Consulting. She has held positions ranging from managing the HR function as a generalist to leading the HR function at the Vice President level for a multi national organization. She has two undergraduate degrees and an MBA. Valerie s passion is training and Organizational Development. All of her workshops are built on best practices of adult learning: adults learn through experience, and as such, Valerie s trainings are lively, engaging and experiential. She is an experienced and qualified MBTI facilitator and has led MBTI workshops on the topics of: Team Building, Communication, Leadership, Change Management, Conflict Management, Career Development. Valerie is actively involved in Quebec s HR professional order, where she is elected to the Board of Directors. In her spare time, she enjoys competing in Triathlons and spending quality time with her three children.

36 About this Research Survey demographics (N=116) p. 36

37 BTT: An novel approach to Talent Development BTT is a Flexible, Instructionally-Efficient & Affordable approach to developing the Managerial Skills of Leaders It blends the Key Features of Social elearning with the Benefits of 1-on-1 Professional Coaching Its delivery vis a secure, intuitive Web-based platform makes easily accessible anytime, anywhere by employees & their coaches Phase 1 ONBOARDING (1-2 Months) Initial assessments individual, psychometric and 360º; Co-creation of a personalised competencyfocused development plan; 2-3 ecoaching sessions Phase 2 TRANSFORMING (8-10 Months) A dedicated 1-on-1 coaching program; Access to and use of the private online community of practice (BeyondTheTheory.net), 8-10 ecoaching sessions Phase 3 SUSTAINING (1-2 Months) An annual report summarizing the development progress; A personalized engagement debrief exploring the next steps, 1-2 ecoaching sessions p. 37

38 BTT: An novel approach to Talent Development DEDICATED 1-ON-1 COACHING: An experienced professional coach is assigned to each member and is responsible for managing and supporting the developmental process through the three (3) phases COMPREHENSIVE ASSESSMENTS: Since the developmental needs are unique, the program begins with a comprehensive personal survey using the following: p. 38 Competency-based 360º assessment Psychometric self-evaluation of the Member s preferred learning style Psychometric self-evaluation of the Member s Character Strengths Profile Detailed individual questionnaire 1-on-1 assessment-focussed ecoaching sessions (2-3x) with the Member s dedicated coach

39 Thank You. PATRICK DOYON PENG, MSC, CED, MBA, CEC PRESIDENT & FOUNDING PARTNER