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Page 1: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

How to hang on to your potentials

Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and

Nitin Nohria.

Page 2: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Previous Article(Are you high potential)

• Getting on high potential list is extremely desirable, but can demand sacrifice.

• The consequence of failing off the rolls after having been given the honour can be substantial and permanent.

Page 3: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Global study(survey)

• In a global study conducted:

• Only 15 % of companies in Asia and north America believe that they have enough qualified successors for key positions.

• The rate is much better i.e. 30 % in Europe.

• It was observed that in the emerging markets the supply of experienced managers is the most limited.

Page 4: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

How to hang on to high potential

• One popular battle strategy is to institute programs aimed at “high potential”- the people that companies believe may become their future leaders.

• Sometimes the chosen few don’t stick around or don't live up to expectations.

• This leads the programs fail to maintain momentum, leaving companies unsure they have paid off and fuelling work cynicism.

Page 5: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Cont...

• Exceptions are always there, such as companies like GE, Unilever, PepsiCo. And shell have long been known for the careful attention to talent management.

Page 6: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Joint Research Project 2007

• launched a joint research project with the executive search from Egon Zehnder International.

• Conducted a large scale cross-sectional and longitudinal analysis of how companies asses and manage their rising stars.

• Interviewed 70 companies having program for high potential.

Page 7: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Research findings

• A set of cutting edge practices was identified.

• Some were from unexpected places like:– Argentine manufacturer of steel tubes that become an

international leader despite the regional and industry turbulence and a Turkish bank that has gone global.

• Some were broad such as:– The direct involvement of a pharmaceutical-device maker’s

senior management team in the development of that company's 600 most promising leaders.

Page 8: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Cont...

• High-potential programs field is so new and so dynamic that these practices haven't been time-tested.

• Still they can provide valuable ideas and inspirations to companies looking to strengthen their talent pipelines.

Page 9: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Important findings of research:

• The effective management of the next generation encompasses three set of activities:

1- The establishment of clear strategic priorities:• These shape the way companies groom high potential

leaders.

2- The careful selection of high potential candidates:• Also to communicating who they are to others in the

organization.

3- The management of talent itself:• How high potentials are developed, rewarded and retained.

Page 10: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Cont...

• There is no cookie-cutter method for creating a successful program

• just as you can’t lift any other people management process directly from another company; you can not assume that a high potential program that works somewhere else will work for you.

• Your strategy and your culture influence the nature of the programme that will be most effective.

Page 11: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

What’s Potential?

Page 12: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Dictionary Meaning

Having or showing the capacity to develop into something in the

future.

Page 13: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Potential indicates weather someone will be able to succeed in a bigger role in the future.

Its person ability to grow and to handle responsibilities of greater scale and scope.

Page 14: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.

Greater Scale

&

Greater Scope

Page 15: How to hang on to your potentials Emerging best practices in managing your company’s future leaders by claudio fernandez-Araoz, Boris Groysberg, and Nitin.