Selecting, Developing, and Engaging Leaders at All Levels
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The document outlines key practices for selecting, developing, and engaging leaders within organizations, highlighting the critical role of leadership in retention and performance. It discusses the importance of identifying high-potential employees, the challenges faced in leadership development, and how to create a culture of continuous feedback. Paul Glatzhofer, the presenter, emphasizes innovative approaches to leader development that cater to the needs of modern employees, particularly millennials.
Selecting, Developing, and Engaging Leaders at All Levels
- 1. Selecting, Developing, & Engaging Leaders at All Levels
- 2. 2 ©2015QUALTRICSLLC. The recording for today’s presentation will be available on-demand at talentweek.com. Along with other content and webinars from Talentweek. Join the conversation on twitter by tweeting @qualtrics using #Talentweek and #HumanCapital. It’s not too late to register! Make sure your team and network register for Talentweek. Housekeeping
- 3. Presenter, Paul Glatzhofer Paul Glatzhofer, M.A. obtained his Master’s degree in Industrial/Organizational Psychology from Xavier University in 2006. Paul now leads Select International’s Leadership Solutions vertical. He works primarily with organizations who are implementing selection and assessment systems for leaders and executives. His work includes; project implementation, job analysis, competency and skills validation, selection system design, applicant tracking, EEOC & OFCCP reporting, ROI analysis, and ongoing feedback development. Prior to joining Select International, Paul worked for Global Lead Management Consulting in the Consulting division where he delivered human resources, leadership, diversity and inclusion consulting and training.
- 4. Agenda 1. Why is this important? 2. Best practices in leader selection and development 3. Succession planning and HiPo identification 4. A new paradigm for leader development and engagement 5. Are millennials changing the game?
- 5. How can I ensure I retain the leadership talent in my organization? RETENTION Who are the high- potential employees I need to retain for the future? HIPO IDENTIFICATION My leaders don’t have enough time to develop or help others develop. DEVELOPMENT How can I identify and select the best leaders? SELECTION How can we move towards a culture of open feedback and continuous improvement? FEEDBACK How do we put a future plan in place for key leadership roles that are essential to our business? SUCCESSION PLANNING
- 6. What Keeps a CEO Up At Night? They don’t have enough TIME $14BILLION A N N U A L L Y American companies spend on leadership and development training C-level Concern? HUMAN CAPITAL #1
- 7. What Keeps a CEO Up At Night? 38%of new leaders FAIL in the first 18 months 50% FORGET of what they learnnearly within Adult learners 2 weeks FORGET
- 8. Why Do Leaders Fail? Ten Fatal Flaws that Derail Leaders, Zenger and Folkman, 2009 • Lack Energy and enthusiasm • Accept their own mediocre performance • Lack clear vision and direction • Have poor judgment • Don’t collaborate • Don’t walk the talk • Resist new ideas • Don’t learn from mistakes • Lack interpersonal skills • Fail to develop others Looking at 360 degree feedback from over 11,000 senior leaders, those who failed or were rated in the bottom 10%:
- 9. Good Leaders Increase Retention Outstanding leaders RETAIN more Top Talent than other leaders Employee Salary Bottom Line Cost to Replace $100,000 $250,000 $500,000 $250,000 $625,000 $1,250,000 Average Cost to Replace a Bad Hire: 2.5x salary
- 10. History of Leadership Assessment WHY is leadership assessment and development stagnant? • Manual process with very little ROI after the leader is hired. • No pull through to development. • Difficult to engage decentralized and remote employees. • Managers need to spend an immense amount of time finding ways to develop their staff. The Results?
- 11. Identifying Transformational Leaders Capable of Developing Others
- 12. Leader Selection • Focus should be on… • Identifying individuals with leadership KSA’s • Identifying leaders who are capable of developing • Identifying leaders who are motivated to develop • Identifying leaders who “fit” into the role/org
- 13. • Assess managerial leadership traits (e.g., delegation, coaching, results focus) • Individual online assessment • Automatic reports available immediately MANAGER Hiring DIRECTOR Hiring Leader and Executive SELECTION VP/EXECUTIV E Hiring • Assess higher level leadership traits (e.g., empowerment, influencing skills, teamwork) • Battery of predictive assessments with an optional assessor interview • Selection reports with interview probes • Robust assessment battery assessing VP and C-level traits (e.g., EI, learning agility, etc.) • Assessor interview integrated into process for increased prediction • In-depth selection reports with interview probes and coaching recommendations
- 14. Developing Your Leaders • Need to think about engaging our leaders in a new way • Providing tools that can help in the developmental process which includes real-time behavioral feedback • Development – on-demand • Feedback – much more than just once year (e.g., 360) FORGET 50% 2 weeks adult learners of what they learn nearly within FORGET
- 15. • Targeted based on individual assessment data • Suggestions by competency area • Development planning tools Developmental REPORTS Developmental RESOURCES Leader DEVELOPMENT and COACHING Real-Time FEEDBACK • Access to over 800 resources in the learner portal • Ongoing access to resources • Success Coach® real-time feedback portal • Feedback from Trusted Others COACHING • Assessment debriefs • Ongoing coaching calls to develop IDP • Ongoing 1-on-1 coaching
- 16. Succession Planning & HiPo Identification • Why is this important? • Who does it well? • How do you do it?
- 17. • Define what drives performance • Benchmark against the traits that differentiate top leaders DEFINE Success Identify BENCH STRENGTH Succession Planning & HiPo Identification Develop & Engage HiPo’s • Diagnose the readiness of your talent pool(3 P’s) • Understand your current talent through the use of assessment • Assess the “fit” of the individuals whom you identified • Accelerate development for your leaders • Develop and engage your HiPo’s and other leaders who need development
- 18. Leader Success Profile *Cognitive ability and learning agility have been shown to be the single best predictor of job performance regardless of industry or job level.
- 19. Are Millenials Changing the Game? • Most organizations think they • They are!!!! • AND…they aren’t!!! 0 20 40 60 Weekly Monthly Quarterly Annually Millennials Non-Millennials How often do you prefer to get feedback? Virtually everyone wants feedback more often than once a year!
- 20. Leadership Success Programs Succession Planning Hi-Po Identification Identify, develop, and engage future leaders Leader and Executive SELECTION Identify leaders who are most likely to succeed 360 & Real-Time FEEDBACK Build an on-demand feedback culture DEVELOPMENT & COACHING Provide developmental resources and coaching
- 21. Thank you Please send questions or inquiries to Paul Glatzhofer Leadership Solutions Manager Select International, Inc. P 412-847-5295 pglatzhofer@selectintl.com
Editor's Notes
- #19: Need transition words