Académique Documents
Professionnel Documents
Culture Documents
Competitive Advantage
October, 2007
Robert M. Fulmer
Session Overview
• The ABC’s
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Growing Great Leaders Delivers Great Results!
4 3 2 1
We are a We execute We are beginning We would like
benchmark in elements of to introduce to follow this
this area this guiding elements of this guiding idea
idea well guiding idea
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CEO Level Involvement and Sponsorship Is Absolute In Top Companies
Principle 1
120%
100%
100%
80%
65% 65%
60%
40% 31%
20%
0%
CEO Involved Board Involved
Non Top Companies
Top Companies
Source: The Top Companies for Leaders – Hewitt
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It All Begins… And Ends With the Business
Principle 2
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Developing an Integrated Leadership Strategy is a Top Priority --- Yet
Many Challenges Exist
Principle 3
Top Priorities for Leading L&D Organizations
% Respondents
0 10 20 30 40 50 60 70 80
Use of systematic
measurement/evaluation to 52
measure impact of efforts
Creation of milestone/transition
system for right learning for 41
career progression
EDA’s 2000 study reported the same No. 1 priority with the caveat that it is difficult to achieve !
Source: Executive Development Trends; EDA Inc. 9
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High Potentials Can Leverage Developmental Efforts
Principle 4
0 10 20 30 40 50 60 70 80 90
Support organizational 56
change/transformation
Source: Leadership Forecast: A Benchmarking Study 2003; DDI; Growing Your Company’s Leaders, 2004, Leadership Advantage, 2007
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If You Can Identify Your High Potentials, What Do You Communicate?
Principle 4
100
80 95%
77% 72%
60 68%
60%
40 53%
20
0
Identify High Potentials Tell them of their status Track Their Turnover
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…How To Develop Them
Guiding Idea 4
All of the Top 20 Companies also link compensation to a leader’s future potential
80% 78%
65%
60% 60%
Leader competencies 60%
are integrated into:
40% 30% 31%
23%
20%
0%
Succession Base Pay Annual Long Term
Planning Incentive Incentive
Not
Integrated
Metrics Not
Metrics from performance 71% 29%
Integrated Integrated
management process are Metrics 45% 55%
integrated into succession Integrated
planning
VISION
2020
STRATEGIC PROFILE
ENTERPRISE Order-to-Delivery
STRATEGIC Encoding 6 Sigma
AREAS
Sustainable Development
OF IMPROVEMENT
Growth Beyond Core
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II. Aligning Strategic HR Systems
Strategic HR is a partnership between
senior line executives and multiple human
resource systems.
Integration of leadership
development with other talent
management systems creates
alignment and synergies within
the HR function.
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IV. Assessing Success in Strategic HR
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Success Factors for Future Leadership
in Strategic Human Resources: The ABCs
Alignment
Business Focus
Collaboration
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Leadership Best Practices Dialogue
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Referenced Reports
• James Bolt, "Executive Development Trends 2004: Filling the Talent Gap,”
(survey of 101 global companies) Executive Development Associates (EDA) Inc.
• Corporate Executive Board: Driving Performance and Retention Through
Employee Engagement (September 2004)
• Corporate University XChange 6th Annual Benchmarking Report, 2005
• Robert M. Fulmer & Jay A. Conger, Growing Your Company’s Leaders,
AMACOM, 2004
• Robert M. Fulmer & Marshall Goldsmith, The Leadership Investment, AMACOM,
2001
• Robert M. Fulmer SME, “Next Generation HR Practices,” APQC, 2005
• Robert M. Fulmer & Jared Bleak, “The Leadership Advantage, 2007
• Hewitt & Associates, “The Top Companies for Leaders,”2005, 2007
• Andre Martin, “Differences in the Development Needs of Managers at Multiple
Levels,” Center for Creative Leadership, 2005.
• Mark Nevins and Stephen Stumpf, “21st Century Leadership: Redefining
Management Education,” Business & Strategy, 1999.
• Scott Saslow, “Transforming Corporate Leadership: Best Practices in
Executive Education,” ExecSight, (April 2004).
• Training Magazine’s 2005 Survey of Top 100 Companies
• Training Magazine’s Annual Comprehensive Analysis of Employer-Sponsored
Training in the US , October 2004
• Watson Wyatt," Maximizing the Return on Your Human Capital
Investment”2005
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Key Takeaways From Skil
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Key Takeways from Skil
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