redefining leadership: building tomorrow’s leaders today Nicole Pritchard Regional Manager, Talent Management, AXA Asia 4 June 2012 1 Overview 2 AXA at a glance Identifying, assessing, and developing AXA Asia’s future leaders Few tips and building leadership team ownership Lessons learnt and pointers Before we begin... 3 Before we begin... 4 How do we plan for the future when the world changes so quickly? How do we build leaders for the unknown future? 5 AXA Group Leading Global Insurer and Wealth Manager Our Mission 6 AXA Asia Our Regional Footprint As of 31 December 2011 7 Leadership at AXA Redefining Leadership Globally, AXA recognises leadership as a key business challenge “Leadership is critical to our success. Indeed, this is the only driver that will help us make the cultural transformation required to engage all of our employees” “We must develop the leadership qualities needed to get the best from every staff in our organization. We need to capture their hearts and minds.” 8 Henri de Castries, Chairman and CEO, AXA Leadership challenges at AXA Asia Young company High growth aspirations (organic & inorganic) Rapidly changing markets Talent starved market Importance of having the right leaders The need to develop leaders at all levels Challenges Hence… 9 The Top 20 Research and findings - an external perspective The Top 20 Companies for Leaders Study Three key differences emerged between Top 20 Companies and other survey participants Leaders lead the way Unrelenting focus on talent Practical and Aligned Programs 10 Source: Hewitt/RBL Survey Leadership Development Journey 1. Begins with deeply understandin g the businesses current and future requirements 2. The business analyses its leadership requirements… …. 3. Leadership requirements are reviewed against what exists both today and what is needed in the future ……….. 3a. Quality of bench strength Business strategy 5. The business is led effectively 4a. Development planning Effective Business Leadership Leadership skills/ attributes 3b. Quality/ quantity of pipeline 11 4. Actions are initiated to develop and source the right leadership …….. 4b. Talent pipeline management 1 & 2. Business strategy translated into key attributes required by future leaders Leadership success dimensions directly cascaded from business strategy Embedded within all business processes Regularly reviewed and updated to reflect business priorities Expectations defined across the employee population 12 3a. Quality of bench strength Consistent framework defining potential at AXA Asia Custom designed development centres Asia Leadership League Development Centres launched in 2010 to identify and build tomorrow’s leaders: i) Identification and development framework for key talent groups Consistent across all countries 13 Future country CEOs and Excom: three day Development Centre ii) Future country Leadership Team members: two day Development Centre iii) Key young talent: two day Development Centre 3a. Quality of bench strength Assessing future leaders at AXA Asia Assessing the potential of future leaders to successfully lead AXA Asia is against a defined model and uses a robust, multifaceted approach Structure of the program Pre-centre Indiv idual debrief Self ref lection & Self assessment Online exercises - aptitude tests and personality questionnaire Day 1 10 14 Introduction Career Dev elopment Interv iew In-tray exercise Peer Meeting Mini Feedback Learning log Debrief Day 2 Direct report meeting Customer Meeting Boss Meeting Group exercise Day 3 Dev elopment workshop Sharing session with Mi ke Bishop & Bill Henders on Wor kshop on Rec ei ving feedbac k & Lear ning Styles Feedback (60 min) with f acilitator pairs Post-centre Indiv idual report summarising key observ ations, strengths and dev elopment opportunities 90-min f eedback session with facilitator pairs Session with line manager to agree dev elopment themes and actions 3b. Quality/quantity of pipeline Redefining Leadership Organisation and Talent Review (OTR) Global standardised annual succession planning and talent review process Review breadth and depth of talent within all companies in Asia Critical leadership roles Critical professional families 15 Regional Excom heavily involved CEOs held accountable for conducting review within their company Identify concrete development actions Monitor and review 4a. Development Planning Technical and behavioural skill planning & development Annual individual development planning Regional Training Needs Analysis linked to strategic business plan Managers and staff held accountable for development plan execution Long-term career planning 16 Annual career development dialogues conducted with all staff AXA University campuses in Singapore and Paris Dedicated facility and faculty designing and delivering customised programmes and forums International mobility Short and long term assignments encouraged to develop capabilities 4b. Talent pipeline management Internal pipeline management Candidate A Leadership Team 2011 People Movements New Joiners (to 1 Nov) 4 joiners (1 external; 3 internal transfers) - John D - Jane M - Fei X - Alan B 11 joiners (6 external; 5 internal transfer) - Shane B - Dean S - Kevin M - David P -Jim B - Rebecca A -Calvin S - Steve K -Ben P - Ahmed P -Aran P 7 joiners (all external) - Eric P - John J -Ian C - Rob S -Brad S - Lisa M -Stephanie S 2 departures - Gareth M - Albert J Excom (n=x) 8 departures (6 external; 2 internal transfers) - Tony B - Simon G -Kim D - Jean W -Oliver F -Steven S -Tom B -Ellen B 0 promotion PF Leader/SVP-EVP (n=x) 2 lateral moves 7 lateral moves Principal/Senior Manager (n=x) 11 departures (9 external; 2 internal transfers) - Ruby C - Clement B - Esther T - Michael F - Mark D - Eric C - Jan T - Cynthia B - Kevin W - Mike W - Daniel Q Candidate F Candidate C Candidate E Review every six months the external pipeline of talent for key roles Conduct in all countries Proactive networking and relationship building x (x departures; x internal transfers) 1 17 Candidate B Candidate D 0 promotion Functional Leader/Vice President (n=x) Candidate G CEO, x entity Departures (to 1 Nov.) 4 promotions x joiners (x external hires, x internal transfers) External talent mapping Active monitoring and management of movement of talent within the organisation Balance buy versus build Retaining future leaders at AXA Asia Targeted measures are used to retain future leaders Senior executives actively manage any derailing / plateauing of future leaders 18 Career Track Recognition Development dialogue Development plan execution Market positioning of fixed compensation Long Term Incentive Plans Targeted actions to address concerns Role movement Coaching Building Executive ownership A common issue with developing future leaders is gaining CEO & Leadership team ownership At AXA Asia, engagement and ownership by the Leadership team has been gained by Annual Talent Sessions: Regional CEO along with Regional HR discusses with each country annually and reviews the health of future leader pipelines & development plans Quarterly reviews / Excom Off-sites: Along with the Business Quarterly Reviews, Regional CEO and Excom review the talent pipeline and development plans implementation with all countries Assessing and developing future leaders: Senior executives commit significant time to assess the suitability of identified future leaders, participate as facilitators in Development Centers along with partnering with them for their development. 19 A quick Audit … Do you know what your leaders of the future look like? Do you know who your best talent is? Do they know? Is there a significant difference between their total compensation and the average performers in their position? What developmental opportunities do high potential leaders get compared to other leaders? 20 Building tomorrow’s leaders A few tips on what we can do… Initiate one on one CEO dialogue with the identified talent Develop high-potential development programs Create assignment-based development programs Develop "on-boarding" programs to ensure success in new roles Link high-potential status to total compensation review Track high-potential growth to identify best growth paths 21 Few Tips The Right Programs, Done Right Short-Term and Long-Term Opportunities What can we Do Today Assess - Ask senior team for feedback on current processes for developing leaders Prioritize - Identify the 3 things that the company absolutely must do this year to build leadership depth and quality Compare - Understand how the programs compare to those of the Top 20 Audit - Determine the total dollars spent by the organisation on developing leaders; assess return 22 Longer Term Actions Leadership Strategy Develop a holistic leadership strategy outlining how to source, align, develop and reward leaders Implementation Audit Assess capabilities to effectively implement leadership programs Create the Practices – Create and implement those practices with the greatest leverage for building leaders Few Tips Lessons learnt at AXA Gain leadership team ownership early on Identify the “right” leaders Give future leaders the job and resources they need to succeed Support, develop and encourage future leaders Reward and empower Be prepared to “Let them soar high” 23 Closing questions to ponder upon Redefining Leadership Based on our conversation today . . . Where do you see the greatest areas for improvement in your approach to building leadership depth and quality? How committed is your CEO and Leadership Team members to build strong leaders? What barriers exist to implement new leadership practices or processes? 24