Copyright Human Capital Growth. All Rights Reserved. 2018 HCG Talent Development Benchmark Study WEBINAR 2018 HCG Talent Development Benchmark Survey Results II Deep Dive June 2018
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2018 HCG Talent Development Benchmark Study
WEBINAR
2018 HCG Talent Development Benchmark Survey Results II
Deep Dive
June 2018
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2
Authors
Shreya Sarkar-Barney, Ph.D.
CEO & Founder
Human Capital Growth
Alyssa PerezConsultant
Human Capital Growth
Izabela Widlak, M.S.Sr. Research Consultant
Human Capital Growth
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Leadership
Excellence
Talent
Management
Excellence
US India
We help organizations achieve better outcomes through talent using
science, analytics, and empathy.
Drive business impact
through timely talent
actions
Evidence-based solutions
for measurable and
sustained improvements in
leadership
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Pragmatic,
actionable solutions
Environmental
Scanning
Science
Translation
Using knowledge of efficacy
levels we help manage risks and
returns of talent investments.
Science-translation and critical
analysis provides clear
understanding and guidance on
durable solutions.
Environmental scanning reveals
persistent talent challenges of
organizations and trending
practices.
Driving Sustainable Talent Outcomes
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Talent Development Excellence
Learning and Development
CareerDevelopment
LeadershipDevelopment
Current role
Future role Broader role
Survey Goals
• Go beyond existing benchmark studies and annual surveys
• Understand the nuts and bolts of talent development practices
• Assess use of science-backed practices• Degree of integration across talent
development practices
5
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MODEL OF INTEGRATED TALENT MANAGEMENT
MANAGE THE
EMPLOYEE
LIFE CYCLE
Foundations of Talent Management
WORKFORCE
STAFFING
Job Analysis & Comp. Modeling
WORKFORCE
DEVELOPMENT
WORKFORCE
MANAGEMENT
ORGANIZATIONAL
EFFECTIVENESS
Talent Acquisition
Employee Selection
Onboarding
Training & Development
Leadership Development
Career Planning
Prog. Evaluation & HR Metrics
Performance Management
Compensation & Total Rewards
Workforce Analytics & Planning
Succession Planning
Org. Culture & Change Mgt.
Team Effectiveness
Employee Engagement
Work Design
Our Comprehensive Talent Management Framework
Focus on what works. Drive better results faster while saving time, money, and resource.
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Certification Tracks for HR
Comprehensive certification for strategic HR Professionals in client partnering roles
Specializations for designers and implementer of talent management systems
Focused certifications on specific talent management practices
Certified Talent
Management
Practitioner
(CTMP)
Certified Talent
Management
Specialist
(CTMS)
Certified in
Workforce
Staffing
(CWS)
Certified in
Workforce
Development
(CWD)
Certified in
Workforce
Management
(CWM)
Certified in
Organizational
Effectiveness
(COE)
Certified in Talent
Acquisition
(CTA)
Certified in
Leadership
Development
(CLD)
Certified in
Workforce
Analytics
(CWA)
Certified in
Workforce
Analytics (CWP)
Certified in Change
Management
(CCM)
Certified in
Employee
Engagement
(CEE)
Our curriculum outline and certification exam are set by our expert panel
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Krista Uggerslev
& metaBUS
Confidential. 8
HCG Expert Panel
Ramzi Baydoun Victoria A. DavisFm
Liberty Munson Eric O’Rourke
Aarti Shyamsunder
Psymantic & Michael Tocci
Neha Singla
Anu Ramesh Frank Bosco
& metaBUS
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Agenda
Study context
Results of the Career Planning Benchmark study
Results of the Leadership Development Benchmark study
Successes and missed opportunities
Q&A
9
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Benchmark Study Participants
Learning and Development
N=26 (70%)
CareerDevelopment
N=15 (41%)
LeadershipDevelopment
N=21 (41%)
All three areasN=9
(24%)
50 Organizations from across the global
37 usable records
*Minimum 5 responses for inclusion in analyses
10
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Study highlights
Doing well• Prioritizing and funding talent development
• Perceived success in closing skills gap
• Creating an organizational culture that values learning
• A few well placed investments – e.g. coaching, self awareness, on-the-opportunities for hipos.
• Use of sound design principles in creating learning programs
Opportunities• Current practices equivalent to stashing
money under the mattress
• Missed opportunities to drive 10x to 30x -invest in selecting the right interventions
• Managers and leaders need to step up – the lynch pin to employee growth and engagement
• Investment in career planning lagging –pathway to learning and leadership development
• Absence of focus on human capital development – growing collective capacities
11
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Leader Development
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Leadership Development Scorecard
3 DDI (2018). https://www.ddiworld.com/DDI/media/trend-research/glf2018/global-leadership-forecast-2018_ddi_tr.pdf?ext=.pdf4Kellerman, B. (2012). The End of Leadership. New York : Harper Business
64%$50 Billion
56%
4SHL (2018) http://evalion.gr/articles/pdfs/8/2018%20Global%20Assessment%20Trends%20Report.pdf
Annual spend on leader development4
Developing their “Next Gen” Leaders top C-Suite challenge3
Identification of high-potential talent/emerging
leaders a top priority2
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John’s Leadership Development Journey
Challenged with
• Lack of support from leaders in advancing his leadership
• Favoritism and politics in opportunities and advancement
• A lot of leadership development activities but little to realistically move the needle on effectiveness
Surprised by
• Leaders consistently driving growth and financial success
• Opportunities for job tryouts to demonstrate capacity for higher level roles
• Coaching support to advance leadership
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PREPARE
PRACTICE
PERFORM
DESTINATION JOB
• MULTISOURCE RATING
• PERFORMANCE RATING
• TRAIT MEASURES
(PERSONALITY)
• MOTIVATION TO LEAD
• LEARNING ORIENTATION
• BEHAVIORAL COMPETENCIES
• FUNCTIONAL COMPETENCIES
• ASPIRATION
HIGH POTENTIAL POOL
• ACTION LEARNING• ON-THE-JOB
EXPERIENCES• COACHING• PEER LEARNING
• ASSESSMENT AND FEEDBACK
• LEADERSHIP TRAINING• ROLE PLAYING• LEADER SHADOWING
• JOB ROTATION• SPECIAL PROJECTS• ONBOARDING• GOAL SETTING & FEEDBACK• MENTORING
IDENTIFICATION DEVELOPMENT
IND
IVID
UA
L D
EVEL
OP
MEN
T P
LAN
NIN
G
ASSESSMENT OF LEADERSHIP POTENTIAL
IDEN
TIFY
CR
ITIC
AL
RO
LES
AN
D A
SSES
S B
ENC
H
STR
ENG
TH
PROGRESS TRACKING
PROGRESS TRACKING
PROGRESS TRACKING
CRITICAL ROLES
The IDP Model for Leader Identification and Development
SUPPORTCHALLENGING JOB OPPORTUNITIES
Pla
cem
en
t
PLACEMENT
• ONBOARDING• NETWORKING• COACHING• ROLE CLARITY
TRANSITION SUPPORT
ONGOING FEEDBACK
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Leadership Effectives
56
44
33
33
22
22
11
Leadership is not effective in growing talentfrom within
Leadership is not effective in bringing on changeor adapting to the market
Employees are not satisfied with top leadership
Employees are not satisfied with their managers
Leadership does not drive necessary outcomesfor the organization
Employees are not satisfied with their jobs
Group performance is lacking
89%Performance at or above
expected levels
44% Leaders effective in growing
next generation leaders
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Approaches to Selecting High Potential Employees
75
63
25
25
13
13
Managers use their judgment to identify high-potentialemployees
High-potential employees are identified based on theirpast performance
Employees nominate their peers for inclusion in thehigh-potential pool
Employees complete detailed application forms forinclusion in the leadership development program.Candidates are selected based on their responses.
High potential employees are identified based onpsychological assessments
High potential employees are identified utilizingassessment center data (e.g., psychological assessment,
business case analysis, interviews)
75%Rely on manager’s
judgement to identify hipos
Potential source of bias contributing to lack of
diversity
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Measured Leadership Attributes
63
50
50
50
50
50
38
38
25
25
25
25
25
13
Self-awareness
Conflict style
Decision making style
Emotional Intelligence
Learning agility
Personality
Growth mindset
Negotiation style
Developmental efficacy
Implicit biases
Intelligence
Learning style
Meta-cognitive ability
Leader complexity
Underinvestment in high value high return measures
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Learning Agility
Utility of learning agility in predicting leadership success –unconfirmed
19
Unrelated to peer ratings of performance
Related to manager ratings of performance
Unrelated to promotions
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Metacognitive Ability
• Metacognition refers to “thinking about thinking”.
• Metacognition contributes to neural plasticity—the brain's capacity to change and grow and function smarter.
• It is the ability to be aware of one’s prior understanding and reevaluating that understanding in light of new information.
• Requires choosing and planning what to do and monitoring what is being done.
20
6% - 22% of leader effectiveness
explained by metacognition
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Leadership Capabilities Prioritized for Development
88
88
63
50
50
38
38
13
Grow capability to manage and lead employees
Grow capability to lead change and organizationaltransformation
Advance one's strengths
Grow capability to develop future talent
Grow capability to vision, strategize and inspire
Grow capability for execution excellence
Grow capability to lead in a global economy
Grow capability to lead digital transformation
Leading people
& leading change
Most valued leadership capabilities
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Mismatch in Priorities
22
https://www.conference-board.org/blog/postdetail.cfm?post=6713&blogid=10
66%Dig
ital
Tr
ansf
orm
atio
n
2/3 of CEOs believe that digital
transformation is a significant enabler
for their sustainability strategy
13%
Gro
w c
apab
ility
to
le
ad d
igit
al
tran
sfo
rmat
ion
Vast majority of organizations are not
looking to grow from within the capability
to lead digital transformation
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Leadership Development Program Features
100
75
75
63
63
50
38
38
38
38
38
25
25
Coaching
Workshop-based training (vendor led)
360-degree feedback
Assessments and feedback
Action learning
Workshop-based training (internally developed)
Development support through organizational sponsors
Executive education programs (university)
Multiple in-person meetings for structured learning
Stretch roles/special projects
Business simulations and case study analysis
eLearning/ augmented reality training
Outbound activities and team building experiences
3-25%Improvements in leadership
attributable to coaching
0-15% Improvements in leadership attributable to 360 degree
feedback
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Leadership Models
50
50
38
38
25
13
13
0
Company specific competencies
Leader behaviors (e.g. 7 habits of highly effectivepeople)
Situational leadership
Strength-based leadership
Servant leadership
Authentic leadership
Transformational leadership
Charismatic leadership
Underinvestment in high value high return measures
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Evidence from Science
25
Transformational LeadershipSituational Leadership
LeadershipLeadership Effectiveness
14%2%
Ken Blanchard’s One Minute ManagerSteven Covey’s Seven HabitsSpencer Johnson’s Who Moved My Cheese
Popular Leadership Behaviors
“While popular…lacks theoretical underpinnings or research back-up”
Fred LuthansDistinguished Professor of Management
University of Nebraska
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Hipo Placement
75
38
25
13
13
Hipos have some practice in handling the target roles'job responsibilities before being placed into the role
(e.g. special projects)
Hipos are placed in leadership positions with no priordevelopment
Hipos have plenty of opportunities to practice thetarget roles' job responsibilies in safe settings (e.g. jobrotations) before being placed into their target roles
Leadership roles are filled based on tenure or non-performance related factors
Hipos are placed into their target roles with somedevelopment but no practice in handling the job
responsibilities
Practice before
placementA healthy sign of growing
talent from within
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Leadership Succession Effectiveness
75
38
25
There is some history of growing andpromoting talent internally
Internally grown talent is consistentlypromoted to their target leadership roles
across a broad set of positions
There is a robust practice of growing andpromoting talent to a few leadership
positions
Organizations leaning on succession plans for
candidates
A healthy sign of growing talent from within
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Sponsors of Leadership Development Efforts
75%Leadership development is led by HR
38%
Leadership development efforts jointly led by HR and business leaders
25%
Leaders actively sponsor leadership development efforts
HR is the primary driver of leadership development efforts. Opportunity for leaders to take the lead in growing talent from within. This requires a shift in focus from talent development to human capital development.
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How does your L&D team allocate their time across these activities?
Scanning for business needs for training 5%-20%
Conducting a needs analysis for an identified learning need 5%-25%
Developing content 15%-50%
Planning for deployment 5%-30%
Personalizing the learning experience 0-5%
Stakeholder management BEFORE learning begins (get managers and business unit leaders to support learning of their employees) 5%-13%
Stakeholder management DURING the learning period(influence managers to actively support employee participation in learning) 2%-10%
Stakeholder management AFTER the learning period (ensure employees have opportunities to practice) 0%-10%
Evaluating learning outcomes2%-10%
How L&D Spends Their Time
29
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Career Planning and Development
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Career Planning and Development Scorecard
59% 42%
3CEB (2018). The CEO 20 Pulse on the Future of Work. 2018 Benchmark Report
2Deloitte (2018) https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/human-capital/deloitte-uk-human-capital-trends-2018.pd
55%
4SHL (2018) http://evalion.gr/articles/pdfs/8/2018%20Global%20Assessment%20Trends%20Report.pdf
Selected career development as a top priority in 2018 compared to
42% in 20144
Internal mobility and career path – if significantly changed can
drive growth in the next 3 years3
not effectiveat empowering people to manage their
own careers2
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Jill’s Career Journey
Surprised by
Freedom to explore career options within and outside the function
Freedom to progress on a technical track or a management track
Freedom to leave the organization for better opportunities and return
Encouragement to seek out mentors
Challenged with
Negligible personalized career support
Limited leader support
Ad-hoc approach to career management
Promotions still based on seniority
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A validated Model of Career Management
Career success (subjective and
objective)Org. commitment Worklife balanceEmployability
Career insights
Encouraging a protean career
attitudeSelf exploration Career self-mgt
behaviors
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Individualized Career Plan Design
1. Employee Assessment
2. Career Counseling
4. Plan Execution3. Career plan Creation
5. Progress Tracking
Purpose:Self-exploration of career interests and aspirations;
Assess values and interests; identify career stage
Activities: Interviews Psychological
assessments
Purpose:Interpret assessment scores
Provide guidance on career and development options
Activities: Interviews Counseling
workshops
Purpose:Using assessment interview data design a plan to prepare for the destination role/career
Activities: Counseling
workshop Self service tool
Purpose:Ensure adequate allocation of time and effort to complete the CM plan.
Activities: Various career
development activities such as training, role playing, job shadowing
Purpose:Provide feedback on progress; determine continued investment of organizational resource.
Activities: Track progress
against plan Gather metrics Share feedback
on progress
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Career Planning Effectiveness
100
100
80
80
80
60
60
0
Most internal promotions are based on seniority in org
Most internal promotions are based on seniority in role
Employees free to take multiple pathways to advance career
Former employees (boomerangs) welcomed back
Employees free to apply for internal roles within function
Dual career ladder for careers in technical or management track
Employees free to apply for internal roles outside function
Fixed career paths, employees prepare for next role sequentially
Seniority still the best way to get ahead in organizations
Growing acceptance of protean careers
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Outcomes of Careers Management
60%20%
20%
Average tenure of employees
4-8 years8-15 yearsgreater than 15 years
20%
40%
40%
Promotions from within
5-10%21-40%greater than 40%
Greater than 60% of employees have access to career development opportunities
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Career Development Options Provided by Organizations
100
100
100
75
75
75
75
50
25
25
25
25
Career paths
Training and Development Activities
Career discussion with HR or Manager
Internal job postings
Self-exploration and assessments activities
Tuition reimbursement
Job rotation
Career discussion with HR or Manager
Career planning workshop
Formal mentoring
Retirement preparation
Outplacement consulting
Career management practices yet to mature
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Career Development Elements
80
60
60
60
60
40
20
Informal mentoring programs
Psychological assessments of interests and preferences
Training and development for future roles
Defined career paths supported by job descriptions
Internal job posting system
Career development counselors, mentors, and coaches
Formal mentoring programs
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Climate for Career Planning
100
100
80
60
40
Employees are encouraged to visualize a long-term career within theorganization
Our organization has well-defined career paths for several job families
Internal employees are considered first when filling an open position
All job openings are first posted internally
There are resources for anyone looking to advance their career within theorganization
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Challenges Impacting Career Management Effectiveness
60
60
20
0
0
Lack of sponsorship by organizational leaders
Lack of technology to store and retrievecareer interest information
Lack of documented career paths
Lack of funding
Lack of expertise in running careerdevelopment programs
$Not the challenge
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Integrated Talent Management
41
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2018 HCG Talent Development Benchmark StudyRelationship between Career and Workforce Planning
Future role
interest
Integrated TM System
Career
planning
Business
Strategy
Workforce
planning
Employee
Organization
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Integrated Talent ManagementTalent management practices leverage the career planning data
100
100
75
75
50
0
Learning and development
Leadership development
Succession planning
Performance management
Talent acquisition
Workforce planning
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04Begin small, experiment, iterate, and expand
03Design integrated talent solutions to manage the employee experience
02Ask “how might we drive those outcomes?”, Look at the scientific evidence for “what works”
01Question everything, break away from the past. Start with “what outcomes are most important?”
A Roadmap to Transforming Talent Development
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Want to Benchmark your organization’s talent development
practices?
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New!Member platform and community
Curated high-quality content on evidence-based talent management
Tools and resources
Mini workshops on evidence-based practices such as “how to build a learning plan”, “how to measure leadership potential”
Community Discussion Boards
Live Small Group Discussions with academic and industry experts
and more
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If you found value in this webinar, you may also be interested in our webinar on digital leadership and our curriculum on talent development.
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Growing Leaders who Thrive
in the Digital Age
WEBINAR
Elevate your expertise in
evidence-based talent
development
LEARNING + CERTIFICATION
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https://www.linkedin.com/in/sarkarbarney/
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Thank You!For more information contact
Shreya Sarkar-Barney, Ph.D.
www.linkedin.com/company/human-capital-growth
@hcgtm
707.317. 7644
www.Humancapitalgrowth.com
Follow us
@sarkarbarney