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SHARE THOUGHTS, RESEARCH AND EXPERIENCE ON:
• What we know about the makeup of innovative people and leaders
• Significantly increase chances of identifying, assessing, recruiting and/or developing those people
• Without extra work – BREAK THE PATTERN
WHY?
• Seismic economic and demographic shifts• Increasing pressure on budgets• Lift productivity• Rapid cycle change is the new normal• The world of work is changing
• Organisations with a comprehensive talent management strategy outperform the market by 2.5 to 3 times
• Star performer is worth 1.9 times more than a good performer
• The average cost of replacing a professional / managerial employee is $90,000
High Performers are Not Always High Potentials
… But, High Potentials are Mostly High Performers
29% of high performers are high potentials
71% of high performers are not high potentials
7% of high potentials are not high performers
93% of high potentials are high performers
High-Performance vs. High-Potential Talent
High PotentialsHigh Professionals
• Technical or managerial experts• Superior performers year after year• Depth of organisational knowledge• Trusted resources within the
organisation• Difficult to replace in kind• Widely recognised outside the
company• Love what they do, may not aspire to
broader management
• Agile Learners• Promotable outside their areas• Candidates for senior general
management positions• Easily learn new functions• Like to try different approaches• Highly curious• Deal well with ambiguity and complexity• Impatient, don’t accept the status quo• Push the envelop but willing to take the
heat
Two High-Performance Paths
High Potential
PEOPLE AGILITYCan work easily with a diversity of people
politically agile, skilled communicator, manages interpersonal conflict well
MENTAL AGILITYComfortable with complexity and
ambiguity, finds solutions to tough problems, broad interests, highly curios
SELF-AWARENESSInsightful, reflective, clearly understands
personal strengths and weaknesses, actively seeks feedback, sensitive of impact
on others
RESULTS AGILITYDelivers results (even in tough situations),
resourceful, inspiring, has significant presence, builds high performing teams
CHANGE AGILITYConstant tinkerer (never satisfied),
introduces novel perspectives, enjoys leading change efforts, willingly takes heat
of any resistance to change
Magic Multiplier of Potential – Learning Ability
Competency Building
Experiences
Potential
Learning Ability
Raw Material The “Right Stuff”
Raw Material:
Applied intelligence (savvy), emotional intelligence (EQ), Career motivation
Experiences:
Job changes, in-place assignments, hardships, people feedback, workshops, courses, readings (70:20:10) development
Learning Agility:
The ability, willingness, and opportunity to learn from experience
Prepared by Crown & Marks 28
Competency Matrix – Manager Level
Medium High
Timely Decision Making
Low SKILL RATING OF AVERAGE POPULATION
DEV
ELO
PM
ENT
DIF
FICU
LTY
EASIEST
MODERATE
HARDEST
Directing Others
Informing
Total Work
Systems
Innovation Management
Motivating Others
Self-Knowledge
Dealing with
AmbiguityDealing
with Paradox
Directing Others
Conflict Management
Composure
Perseverance
Interpersonal Savvy
Decision Quality Delegation
Peer Relations
Priority Setting
Career Ambition
Command Skills Patience
Managing Diversity
CompassionOrganisational
Agility
Business Acumen
Approachability Boss Relationships
Ethics and Values Humour
Action Oriented
Customer Focus
Fairness to Direct
Reports
Managerial Courage
Integrity and Trust
Intellectual Horsepower
Learning Agility
Hardest EasiestHigh
Low
Differentiator
Competencies
Competitive Edge
Competencies
Price of A
dmission
Competencies
DEV
ELO
PM
ENT
DIF
FICU
LTY
EASIEST
MODERATE
HARDEST
SKILL RATING OF AVERAGE POPULATION
High
Boss Relationships
Ethics and Values
Customer Focus
Intellectual Horsepower
Action Oriented
DEV
ELO
PM
ENT
DIF
FICU
LTY
EASIEST
MODERATE
HARDEST
SKILL RATING OF AVERAGE POPULATION
Medium
Interpersonal Savvy
Managerial Courage
Decision Quality
DEV
ELO
PM
ENT
DIF
FICU
LTY
SKILL RATING OF AVERAGE POPULATION
EASIEST
MODERATE
HARDESTLow
Innovation Management
Dealing with
AmbiguityDealing
with Paradox
Learning Agility
Candidates placed using this approach were:
• EIGHT times more likely to be promoted
• Retention was improved by 39% over the average