PRESENTED BY: RICH WELLINS, Ph.D, SVP, DDI
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Means for 2014 Participant
Average Ratings for 2014
6
5.0
5
4
5.0
5.0
5.0
5.0
3.93
3.87
3.74
3.42
3
3.76
2
1
0
Strategy
Innovation
Talent
CSR
Global=
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Average
Means for 2014 Participant
Average Ratings for 2014
6
5.0
5
4
5.0
5.0
5.0
5.0
3.93
3.87
3.74
3.42
3
3.76
2
1
0
Strategy
Innovation
Talent
CSR
Global=
Astra=
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Average
Asian Leading Company
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
$5,000
7
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Outcomes That Count
Leader engagement and retention
Effectiveness of leadership
development programs
Current quality,
future bench strength
Composite financials: profitability,
earnings per share, 5-year rate of return
to investors, and stockholder equity
?
SO WHAT
8
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5 Key Insights
1
2
THE {new} ROLE OF HR
9
3
ENGENDERING DIVERSITY
LEADERSHIP PIPELINE
4
5
THE HI-PO
TALENT POOL
ANALYTICS: FROM
SIGHT TO FORESIGHT
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THE {new} ROLE OF HR
10
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What Role Does HR Play?
Reactor
• Develops and
administrates policy
• Ensures compliance
• Source of HR expertise
when asked
11
Partner
Anticipator
• Embedded in business
• Resolves talent issues
• Supports rollout of talent
management initiatives
• Align talent capabilities
with business strategy
• End-to-end talent
management architecture
• Interpret talent trends and
translate into opportunities
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HR
What Role Does HR Play?
Reactor 22%
• Develops and
administrates policy
• Ensures compliance
• Source of HR expertise
when asked
12
Partner 60%
• Embedded in business
• Resolves talent issues
• Supports rollout of talent
management initiatives
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HR
Anticipator 18%
• Align talent capabilities
with business strategy
• End-to-end talent
management architecture
• Interpret talent trends and
translate into opportunities
What Role Does HR Play?
LEADER
HR
20%
Reactor 22%
Partner 60%
Anticipator 18%
• Develops and
administrates policy
• Embedded in business
• Resolves talent issues
• Align talent capabilities
with business strategy
• Ensures compliance
• Supports rollout of talent
management initiatives
• End-to-end talent
management architecture
• Source of HR expertise
when asked
13
37%
43%
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• Interpret talent trends and
translate into opportunities
HR
Talent Planning Intersection
with Strategic Planning
STRATEGIC PLANNING PROCESS
Early/Strong
Connection
5% Reactor
26% Partner
43% Anticipator
Moderate/Late
Connection
Weak/No
Connection
Talent + Strategy Boosts
Financial Performance Top
20%
Bottom 20%
6.2x
15
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ENGENDERING
DIVERSITY
16
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• Women in senior management:
24% in 2007, 24% in 2013
• Women in Fortune 500 CEO positions:
14.4 percent in 2010, 14.6 percent
in 2013
• Wage gap has not closed in 15 years;
Women expect to make less
17
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Skill Gap Fallacy
18
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Skill Gap Fallacy
#
WHAT NOW
19
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Where Are the Gaps?
Focusing on
Development
• More International
Assignments
• More Confident
#
WHAT NOW
20
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21
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Source: Global Leadership Forecast 2014
19% of
All
Leaders
Are
Women
22
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37% of
All
Leaders
Are
Women
Source: Global Leadership Forecast 2014
16% of
Hi-Po
Leaders
Are
Women
28% of
Hi-Po
Leaders
Are
Women
All High-Potential Leaders
23
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Percent High-Potential Women
LEADERSHIP PIPELINE
24
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Leadership Pipeline
25
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Leadership Pipeline
• Purposeful transitions
• Multi-level role mastery
• Common language
• Consistent approach to
driving business goals
26
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Pipeline Impact
1 Level
Quality of
Leadership
Future Bench
Strength
Financial
Performance
39%
40%
40%
74%
89%
63%
All Levels
27
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THE HI-PO
TALENT POOL
28
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66%
HAVE HI-PO PROGRAMS
74%
NOT VERY EFFECTIVE
#
WHAT NOW
29
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Drivers of high potential
program quality
30
1.
Objective assessment data on hi-po’s
capability/potential
2.
Mentoring/coaching programs for hi-pos
3.
Hi-po leaders performance in
developmental assignments is evaluated
4.
Measure the effectiveness of programs for
developing hi-pos
5.
Identities of leaders identified as hi-pos are
well-known in the organization
6.
Includes all levels of leadership for hi-po
programs not just senior managers
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Organizations With
Hi-Po Programs Are:
Top 20%
Bottom 20%
3.6x
4.4X
4.9X
?
SO WHAT
31
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ANALYTICS: FROM
SIGHT TO FORESIGHT
32
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#1 CEO
HOT Button
BIG DATA
CEO Challenge
Conference Board 2014
Human Capital
Analytics
19 out of 22
CEO Challenge
Human Capital Strategies
Conference Board 2014
33
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Analytics Use and Effectiveness
Not done
at all
Done
effectively
Benchmarking externally
66%
13%
Gathering business impact metrics
49%
21%
Data to design/optimize TM programs
46%
22%
Using data to forecast future talent needs
45%
23%
Gathering results metrics
44%
24%
Benchmarking internally
43%
27%
Gathering efficiency/reactions metrics
38%
30%
#
WHAT NOW
34
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HR
Impact of Leadership Analytics
30%
27%
!
NOW WHAT
35
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HR
Impact of Leadership Analytics
24%
30%
23%
27%
21%
!
NOW WHAT
36
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HR
What Happens When You Get It Right?
37
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Financial Impact
+
4x
11x
4.4x
2014
38
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2014 ?
SO WHAT
Financial Impact
+
4x
11x
5x
4.4x
2014
39
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2014
Financial Impact
+
6x
8.8x
7.4x
2011
40
© Development Dimensions Int’l, Inc., MMXIV. All rights reserved.
2014 ?
SO WHAT
Financial Impact
+
6x
8.8x
9x
7.4x
2011
41
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2014
PRESENTED BY: RAINIER TURANGAN
© Development Dimensions Int’l, Inc., 2015. All rights reserved.
Critical Leadership Skills
Integrate oneself into intercultural
or foreign environment
Leading across countries and
culture
Critical Leadership Skills
Intercultural communication within
international business
environments
Leading across countries and
culture
ASIA
7238 Leaders
867 HR
47
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CEOs Rank Top Four Challenges*
Human Capital
27%
22%
Innovation
26%
23%
Customer
Relationships
45%
40%
Operational
Excellence
33%
41%
Leaders who are very prepared
to meet these challenges.
2 Self-reported
48
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*Sources: 1The Conference Board, 2014;
leader readiness to address these challenges; Global Leadership Forecast 2014 | 2015
35%
Quality of Leadership
35%
38%
2011
Leader Rating
22%
19%
HR Rating
49
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40%
2014
25%
2011
25%
2014
Critical Positions That Can Be Immediately Filled
46%
47%
50
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Ready-Now Leaders for the Future
20%
18%
2011
51
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15%
15%
2014
Countries Included in our Numbers…
PRESENTED BY: HATTA TRIANGGA
52
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INTRAPERSONAL SKILLS:
• Driving for Result
STRATEGIC
LEADER
COMPETENCY
PROFILE
INTERPERSONAL SKILLS:
• Building Trust
• Developing Strategic Relationships
LEADERSHIP SKILLS:
• Change Leadership
• Coaching and Developing Others
• Selling the Vision
BUSINESS SKILLS:
• Customer Orientation
• Entrepreneurship
• Commercial Acumen
• Establishing Strategic Direction
Effective
C-Level Group Result Cluster / Domain Analysis
Intrapersonal Skills
• Driving for Result
Interpersonal Skills
• Building Trust
• Developing Strategic
Relationships
2.81
2.81
Leadership Skills
2.15
• Change Leadership
2.20
• Coaching & Developing Others
2.30
• Selling the Vision
1.97
2.81
Business Skills
2.38
2.99
• Customer Orientation
2.58
2.62
• Entrepreneurship
1.84
• Commercial Acumen
2.73
• Establishing Strategic Direction
2.36
Comparison between SOE vs POE C-Level Executives
2.82
2.79
n
2.98 2.99
2.22 2.12
2.31 2.26
2.76
2.62 2.61 2.73
2.60 2.60
2.37 2.37
2.03
1.96 1.94
1.76
Avg
Profile of Indonesian Strategic Leaders (C-Level Executive)
assessed against Global Executive competencies
– Comparison between Industries (Average Rating)
Avg
1. Talent management is not a democracy
2. Start with the end in mind – talent strategy must be
tightly aligned with business strategy
3. You must know what you’re looking for –
comprehensive success profile
4. Potential, Performance and Readiness are NOT the
same thing
5. The talent pipeline is only as strong as its weakest link
Drivers of high potential
program quality
64
1.
Objective assessment data on hi-po’s
capability/potential
2.
Mentoring/coaching programs for hi-pos
3.
Hi-po leaders performance in
developmental assignments is evaluated
4.
Measure the effectiveness of programs for
developing hi-pos
5.
Identities of leaders identified as hi-pos are
well-known in the organization
6.
Includes all levels of leadership for hi-po
programs not just senior managers
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Countries Included in our Numbers…
65
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