A Development Centre
Project
Talent Management and Succession Planning
at the Executive Level
.
ACSG Conference, March 2013
Agenda
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
2
© 2012 Deloitte Touche Tohmatsu
Introduction and Project Background
In February 2012 the client engaged Deloitte Consulting to design a globally benchmarked leadership
competency framework against which they could assess and develop their top talent. In designing the
client Leadership Competency framework, a competency analysis process was followed to determine
the competencies that were essential for all Executive and Senior management positions.
Project Objectives
•
To identify competencies critical to the roles of all Executive and Senior managers
•
To create a globally benchmarked leadership competency framework
•
To ensure that the competencies identified could be correlated to international benchmarks and
latest research findings
•
To design an assessment process that would objectively and comprehensively assess the
leadership skills required
•
3
To establish a basis upon which future development programmes could be built
Deloitte
© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
4
4
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© 2013 Deloitte Touche Tohmatsu Limited
Project Phases
Vision
Plan
Design
Build
Deliver
Operate
Project Phases
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers & Creation of Competency Model
Phase 3: Configuration & Selection of all Assessment Activities
Phase 4: Conduct Acceleration Centres
Phase 5: Consolidation & Feedback
Phase 6: Supporting Leadership Development Year 1- 3
Phase 7: Track Growth - 360 Degree Feedback Survey (June 2013)
Phase 8: Track Growth - 1 Day Acceleration Centre (June 2014)
Phase 9: Track Growth - 360 Degree Feedback Survey (June 2015)
5
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© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
6
6
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© 2013 Deloitte Touche Tohmatsu Limited
Strategic Alignment of Business Drivers & Creation of
Competency Model
What people
know
7
What people can
do
Technical and/or
professional
information needed to
successfully perform
job activities.
A cluster of behaviors
performed on a job.
What people have
done
Who people are
Educational and work
achievements needed
to successfully
perform job activities.
Personal dispositions
and motivations that
relate to job satisfaction,
job success or failure.
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© 2013 Deloitte Touche Tohmatsu Limited
Design Process
Business Driver
Session
Survey
Job Analysis
Scoping and Design
Workshop
• Identify and rank the
• To confirm outcomes
• To identify job specific
• Review outcomes of
most important
of the Business Driver
competencies for
business drivers for
Session
each of the targeted
the client
• Identify the
organisational fit
• To determine a
roles (job level and job
specific requirements)
prioritised list of
competencies
facets
• Obtain a
comprehensiveness
survey
• Confirm and validate
current approach to
the design of the
• To identify the
complexity level for
each of the targeted
roles
overall competency
framework
• Further differentiate
rating from a larger
between the levels of
group of managers
leadership
and leaders
• Confirm if it would be
necessary to collect
additional information
before finalising the
competencies
8
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© 2013 Deloitte Touche Tohmatsu Limited
Competencies identified to achieve business drivers
Competencies
1.
Business Savvy
4.
Customer Focus
2.
Passion for Results
5.
Selling the Vision
1. Drive Growth
Drive profitability
3.
Establishing
Strategic Direction
6.
Authenticity
7.
Emotional
Intelligence
8.
Empowerment/
Delegation
9.
Operational
Decision Making
10.
Building
Organisational Talent
11.
Navigating
Complexity
12.
Compelling
Communication
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2. Market Differentiation
Cultivate a customer focused
culture
3. Strengthening the
Enterprise
Build a high performance
culture
4. Drive Towards the Vision
Shape Organisational
Strategy
5. Drive Efficiency
Creates systems, processes
and decisions that make
effective use of
organisational resources and
enhance operational
efficiency
© 2013 Deloitte Touche Tohmatsu Limited
Outcome of Competency Design Process
16 Competencies were mapped to each of the targeted roles:
•
12 Competencies = Identified by Business Driver requirements
•
2 Competencies = Identified by level specific requirements
•
2 Competencies = Identified by job specific requirements
•
These 16 competencies where then further analysed per role to ensure that the
strength of the competence required for successful performance was set in accordance
with international benchmarking data and input received from the client
10
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© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
11
11
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© 2013 Deloitte Touche Tohmatsu Limited
Configuration, Selection and Launch of the Assessment
Centres
•
The Client specified that the process should provide the following;
•
Third generation acceleration centers'
•
Feedback and coaching received immediately following each exercise
•
Participants discuss and score the outcomes with the assessor/s
•
Immediate learning and development takes place
•
Positive experience
12
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© 2013 Deloitte Touche Tohmatsu Limited
DDI Assessment Platforms by level for the client
Level 5
Senior Executive Positions
Strategic
Leaders
High-Level 4
Operational
Leaders
Executive Positions
Level 4
Level 3
Level 2
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Applied
Operational Leaders
Mid-Level
Leaders
Entry Level
Leaders
© 2013 Deloitte Touche Tohmatsu Limited
Psychometric Assessments
MCPA – Modified Career Path
Appreciation
OPQ (Occupational
Personality Questionnaire)
BarOn EQ-I
The CPA is a process that helps
Indicates the participant’s preferred
The Bar-On EQi measures one’s
organizations to identify individuals’
style or typical way of behaving and
self-awareness
innate abilities (theoretical capability)
its
acceptance, one’s social awareness
to
managerial effectiveness in relevant
and
areas.
constructively with other people, the
manage
organisational
and
societal complexity, as well as the
implications
for
his/her
DDI competencies will be mapped
It serves as an indicator of the pace
to
at which an individual's personal
Library and these results will be
development should proceed, and
reported as part of Development
offers assistance with the setting of
Opportunities.
realistic career objectives.
‘cognitive
fit’
to
self-
interrelate
management of one’s emotions and
likely future growth in this ability.
Participant
ability
and
the
Universal
Competency
stress, one’s adaptability and how
mood and emotions affect one’s
motivation. These indicators give
information on how a person copes
with the stresses of everyday life
and work.
to
particular role will be reported on.
a
DDI competencies will be mapped
to EQ-I areas and these results will
be reported as part of Development
Opportunities.
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© 2013 Deloitte Touche Tohmatsu Limited
Configurations Selected
For each of the targeted roles appropriate exercises were selected during the configuration of the
acceleration centres.
Approximate number of exercises completed over the two days
2
1/2
15
Analysis Exercises
Direct Report Role Exercises
1
Peer Role Play Exercises
1
Customer Role play Exercise
5
Operational Challenges
1
Competency Based Interview (CBI) where participants had to provide past examples of
how they dealt with certain issues / situations in the past
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© 2013 Deloitte Touche Tohmatsu Limited
Benefits of Development Centre
Benefits to The Client
Benefits to the Individual Participants
•
Configurable
•
•
Scalable
•
Targeted to the Leadership Levels
Participation
in
a
world
class
leadership development programme
•
More simulations allowed for deeper
role immersion
•
Holistic Assessment
•
Competency Coverage
•
High Validity
•
High Reliable
•
16
•
Configurations closely simulated the
future leadership challenges
•
Immediate
feedback
allowed
for
deeper insight and thereby deepened
the level of self awareness
Full View of Talent Landscape
Deloitte
© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
17
17
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© 2013 Deloitte Touche Tohmatsu Limited
Outcomes of the Strategic Executive Acceleration
Centres
Competencies
Domains
Senior Executive
Positions
Global Benchmark
Compelling Communication
Interpersonal
Emotional Intelligence
New Competency
Influence
Building Organisational Talent
Business Savvy
Customer Focus
Business / Management
Entrepreneurship
Establishing Strategic Direction
Financial Acumen
Operational Decision Making
Empowerment/Delegation
Leading Change
Leadership
Leading Teams
Selling the Vision
Personal Attributes
Authenticity
New Competency
Courage
New Competency
Navigating Complexity
New Competency
Passion for Results
Development
18
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Proficient
Strength
© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
19
19
Deloitte
© 2013 Deloitte Touche Tohmatsu Limited
Outcomes of the Operational Executive Acceleration
Centres
Competencies
Domains
Executive Positions
Global Benchmark
Compelling Communication
Emotional Intelligence
New Competency
Interpersonal
Influence
Navigating Politics
Building Organisational Talent
Business Savvy
Customer Focus
Business /
Management
Driving Execution
Establishing Strategic Direction
Financial Acumen
Operational Decision Making
Coaching and Developing Others
Empowerment/Delegation
Leadership
Leading Teams
Selling the Vision
Personal
Attributes
Authenticity
New Competency
Courage
New Competency
Navigating Complexity
New Competency
Passion for Results
Development
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Proficient
Strength
© 2013 Deloitte Touche Tohmatsu Limited
OPQ Mapped Integrated Results
Domains
Competencies
Senior Executive
Positions
Executive Positions
Compelling Communication
Emotional Intelligence
Interpersonal
Influence
Navigating Politics
Development
Proficient
Building Organisational Talent
Business Savvy
Strength
Customer Focus
Driving Execution
Business /
Management
Entrepreneurship
Establishing Strategic Direction
Financial Acumen
Global Acumen
Operational Decision Making
Coaching and Developing Others
Empowerment/Delegation
Leadership
Leading Change
Leading Teams
Selling the Vision
Authenticity
Courage
Personal
Attributes
Executive Disposition
Navigating Complexity
Passion for Results
21
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© 2013 Deloitte Touche Tohmatsu Limited
EQ-i Mapped Integrated Results
Competencies
Domains
Senior Executives
Executives
Compelling Communication
Emotional Intelligence
Interpersonal
Influence
Navigating Politics
Development
Building Organisational Talent
Business Savvy
Customer Focus
Business /
Management
Proficient
Strength
Driving Execution
Entrepreneurship
Establishing Strategic Direction
Financial Acumen
Operational Decision Making
Coaching and Developing Others
Empowerment/Delegation
Leadership
Leading Change
Leading Teams
Selling the Vision
Authenticity
Courage
Personal Attributes
Navigating Complexity
Passion for Results
22
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© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
23
23
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© 2013 Deloitte Touche Tohmatsu Limited
Roles
1
Example
Candidate
Integrated Individual Scores - Example
DDI
2.10
OPQ
2.63
EQ-I
1.95
DDI:
OPQ:
Questionnaire
EQI:
MCPA:
CLC:
5 year projection:
Mode:
Acceleration Centre scores
Occupational Personality
Emotional Intelligence Questionnaire
Modified Career Path Appreciation
Current level of capability
As per MCPA
Predicted future level of capability
Levels
High 5 / Mid 5 / Low 5
High 4 / Mid 4 / Low 4
Req. MCPA
L5
CLC
M/H3
5 year Project.
H3
Mode
M4
Development
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High 3 / Mid 3 / Low 3
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Proficient
Strength
© 2013 Deloitte Touche Tohmatsu Limited
Potential Index Explanation
Predictors of Success
•
General Assessment research studies indicate the following in terms of the strongest predictors of
success:
‒
Assessment Centres
‒
Cognitive measures
‒
Personality measures
‒
EQ measures
Weighting created for the different tools based on this methodology to create an overall index:
those that tend to be stronger predictors tend to have higher weightings.
Succession Readiness
•
CPA is the platform on which performance is built but it is only an indication – as soon as the job
level becomes more than one level away from the person’s CLC then obvious signs of strain
could be evident
•
However in a higher mode person, they may be able to cope with this as they grow into the
complexity of the role.
•
Length and nature of experience as well as technical skills also play a role in determining
readiness.
25
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© 2013 Deloitte Touche Tohmatsu Limited
Potential Key Index
PI Term
Key Information
Weighted Average
Calculated based on critical Assessment Centre DDI Competencies
Other Average
Calculated based on remaining Assessment Centre DDI Competencies
Total AC out of 3
Total Assessment Centre including weighted and unweighted Competencies
providing a higher weight to critical than non critical competencies (67%
weighted and 33% unweighted)
Capability match out of 5
MCPA score out of 5. Weighted in terms of depending on how close to
required Current Level of Capability (CLC)
OPQ Weighted Match out of 3
Mapped OPQ scores providing higher weighting to those that loaded on
critical competencies (67%) critical and 33% on the rest of the competencies
EQ-I Weighted Match out of 3
Mapped EQ-i scores providing higher weighting to those that loaded on
critical competencies (67%) critical and 33% on the rest of the competencies
Total Match
Raw score out of 30
% Match
Raw score converted to percentage
CLC
Current Level of Capability
Mode
Predicted future level of capability
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© 2013 Deloitte Touche Tohmatsu Limited
Integrated Potential Match Index - Example
Roles
1
Candidate
Example
Development
Proficient
Strength
Weighted average:
Calculated on critical AC Competencies
Other average:
Calculated on remaining AC Competencies
Total AC out of 3:
Total AC. Higher weighting on critical competencies (67% weighted &
33% unweighted)
Weight.
Ave.
2.3
Oth Ave.
1.9
Capability match out of 5:
MCPA score out of 5. Weight dependant on how close to required CLC
OPQ weighted match out of 3:
Mapped OPQ scores. Higher weighting on indicators that load on
critical competencies
EQ weighted match out of 3:
Tot AC/3
2.1
Capab/5
2
OPQ/3
2.6
EQ-i/3
2.1
Mapped EQ-i scores .Higher weighting on indicators that load on critical
competencies
Total match:
Raw score out of 30
% match:
Raw score converted to percentage
Green:
Readiness within 5 yrs with an appropriate development plan and
motivation
TOT/30
18.9
% MATCH
63.0
27
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Amber:
Readiness within 5 yrs or possibly longer
Red:
Poor prognosis for readiness
© 2013 Deloitte Touche Tohmatsu Limited
Summary of Development Needs
Development needs across the Executive and Operational Executive Acceleration Centre’s
• Key development need:
‒ Building Organisational Talent
Further recommended development as performance was found to be below the benchmark:
• Passion for Results
• Customer Focus
• Other Trends: Across both Acceleration Centre’s Operational Decision Making was the top strength
Operational Executive Acceleration Centre:
• Recommended development:
‒ Selling the Vision
‒ Coaching and Developing Others
‒ Navigating Complexity
Further recommended development as performance was found to be below the benchmark:
• Driving Executions
28
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© 2013 Deloitte Touche Tohmatsu Limited
Summary of Development Needs
Areas that should be relatively easy to develop:
•
•
•
•
Building Organisational Talent
Customer Focus
Coaching and Developing Others
Driving Execution
Areas linked to behavioural preferences that are more difficult to develop
• Selling the Vision
• Passion for Results
• Navigating Complexity
‒ Suggestions to client - Training and development should be structured over a 18 –
36 month period. In addition there would be value in reviewing recruitment and
selection processes to ensure that the competencies which are difficult to develop
are already in place.
29
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© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
30
30
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© 2013 Deloitte Touche Tohmatsu Limited
Feedback to Individuals
Feedback Process
• Individual feedback was provided to participants between 1st – 31th August 2012 at the Deloitte
offices
• The psychologists who facilitated the Acceleration Centre’s facilitated the 2 hour individual
feedback sessions to each participant
Participants all received the following:
•
•
•
•
•
•
•
•
31
Detailed and integrated report on the outcomes of all their assessments completed
Report on their OPQ personality assessment outcomes
Report on their MCPA ability assessment outcomes
Workplace report detailing the outcomes of the EQ results
Coached report detailing what they could do to develop EQ dimensions
Detailed development guides on each area of competence that requires development
Memory stick with video footage taken of them during the two days
File in which all their reports will be kept as they complete additional assessments during the three
year programme
Deloitte
© 2013 Deloitte Touche Tohmatsu Limited
Introduction and Project Background
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models
Phase 3: Configuration, selection and launch of all assessment activities
Outcomes of executive acceleration centres
Outcomes of operational executive acceleration centres
Individual Performance
Phase 4: Feedback to individuals
Phase 5: Supporting leadership development – Year 1
32
32
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© 2013 Deloitte Touche Tohmatsu Limited
Next Steps – Supporting Leadership Development –
Year 1
Objective
Complete Success Profiles
• Collect participant CV’s
• Map experience and knowledge to targeted role
Process Update
• Facilitate sessions with HR and line managers on the process to date
Candidate IDP Workshops
• Workshop to review Success Profiles
• Define possible development activities/review offerings
• Craft initial IDP
Review and Consolidate Outcomes
Supporting Leadership Development / Creating a Culture of Leadership Development
• 1 day workshop with participant line managers
• Line and HR roles and responsibilities
Individual Development Plan
• IDP sign-off
IDP Delivery
• Present IDP
33
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© 2013 Deloitte Touche Tohmatsu Limited
Next Steps – Year 2-4
Vision
Plan
Design
Build
Deliver
Operate
Project Phases
Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers & Creation of Competency Model
Phase 3: Configuration & Selection of all Assessment Activities
Phase 4: Conduct Acceleration Centres
Phase 5: Consolidation & Feedback
Phase 6: Supporting Leadership Development Year 1- 3
Phase 7: Track Growth - 360 Degree Feedback Survey (June 2013)
Phase 8: Track Growth - 1 Day Acceleration Centre (June 2014)
Phase 9: Track Growth - 360 Degree Feedback Survey (June 2015)
34
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© 2013 Deloitte Touche Tohmatsu Limited
Presented by
David Bischof
Assessment Centre Manager –
Deloitte Consulting Pty Ltd
Email: dbischof@deloitte.co.za
Telephone: 011 517 4011
35
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© 2013 Deloitte Touche Tohmatsu Limited
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