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Leadership Development Trends: Findings and Implications
Leadership Development Trends: Findings and Implications

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Presentation to the Leadership Symposium Ian Cullwick VicePresident Leadership and Human Resources Research The Conference Board of Canada The University of Winnipeg Wednesday October 30 2013 ID: 258087 Download Presentation

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Slide1

Leadership Development Trends: Findings and Implications

Presentation to the Leadership Symposium

Ian Cullwick

Vice-President, Leadership and Human Resources Research

The Conference Board of Canada

The University of Winnipeg

Wednesday, October 30, 2013Slide2

Agenda

Context - CEO Challenges and Strategies

Leadership Development – An Overview

Practices and Priorities

Learning and Development Outlook 2013

Implications and ConclusionsSlide3

Context - CEO Challenges and Strategies

CEO ChallengesSlide4

Context - CEO Challenges and Strategies

Human capital and leadership underpin four of the five top CEO strategies

CEO StrategiesSlide5

Unlike previous annual trends, CEOs are focused on operational and productivity-driven strategies.

Canadian CEOs are adopting a “small business owner” approach to their leadership and management styles – spending time on the front lines.CEO focus on building high-performance organizations that are efficient and engaged.

Growing talent internally is viewed as the number one human resources strategy for Canadian CEOs.

Context - CEO Challenges and StrategiesSlide6

A major Conference Board of Canada research initiative

Examines leadership priorities and practices across 14 industry sectors

Also identifies opportunities for improvement and better practices

A two-phased initiative – broader Canadian overview and “deep dive” into select practices

Leadership Development – An Overview

Leadership Development in Canada – A SnapshotSlide7

HR governance

Leadership capability and capacity

Succession planning

Talent management and engagement

Increasing growth

Leadership Development – An Overview

Like today’s global CEOs, Canada’s human resources leaders are clearly concerned with improving internal capacity and developing talent, particularly leadership talent.

Business Issues Driving Leadership DevelopmentSlide8

Leadership Development – An Overview

Many organizations have reduced or cut back their leadership development programs in response to fiscal challenges

Impact of Economic Environment on Leadership

Development Slide9

Practices and Priorities

Few Canadian organizations (39%) have a leadership development program for high potentials.

This has significant implications for succession planning and talent management.

Leadership Development Programs by Employee Segment

 

Source: The Conference Board of Canada.Slide10

Practices and Priorities

Overall Leadership Development Practices Use and Effectiveness

T

he leadership development activities perceived to be most effective are not necessarily the ones that are used most often.

 Source: The Conference Board of Canada.Slide11

Practices and Priorities

Opportunities for High Potential Development

Organizations are not using the most effective development activities for high potentials: Stretch Assignments, Planned career assignments, and Coaching.

 

Source: The Conference Board of Canada.Slide12

Practices and Priorities

Opportunities for Executive Development

Largest opportunity gaps for leadership development at the executive level: Job rotations, Facilitated leadership conversations, Coaching, Action learning and Planned career assignments

Source: The Conference Board of CanadaSlide13

About the LDO:

The 12th edition of the

Learning and Development Outlook

A total of 198 organizations completed the survey

Provides an overview of the current state of learning and development practices and programs across Canada

Learning and Development Outlook 2013Slide14

Creating and maintaining a strong learning culture

Ensuring that learning is a top priority

Offering diverse learning delivery

Providing learning supports

Aligning learning with organizational strategy

Learning and Development Outlook 2013

Key Drivers of a Stronger Learning EnvironmentSlide15

Creating and Maintaining a Strong Learning Culture

Prioritize learning

Align learning with organizational objectives

Promote/Support the delivery of diverse learning methods

Have strong leadership support for learning

Learning and Development Outlook 2013

Organizations were categorized into weak, moderate and strong learning cultures based on survey responses to key drivers of learning culture.

Learning culture is comprised of key factors that address the degree to which organizations:

Source: The Conference Board of CanadaSlide16

Learning and Development Outlook 2013 Effectiveness of Leadership Development Practices

In 2012, only 32 per cent of organizations rated their leadership development practices as effective.

Source: The Conference Board of CanadaSlide17

Learning and Development Outlook 2013

Organizations with strong learning cultures are far more likely to have effective leadership development practices.

Effectiveness of Leadership Development Practices by Learning Culture

Source: The Conference Board of CanadaSlide18

Learning and Development Outlook 2013

Organizations with effective leadership development practices rate their performance as superior to their competitors across all organizational performance areas.

Organizational Performance Relative to Competitors, by Effectiveness of Leadership Development Practices

Source: The Conference Board of CanadaSlide19

Learning and Development Outlook 2013

Organizations with strong overall leadership performance rate their organization as superior to their competitors across all organizational performance areas.

Organizational Performance Relative to Competitors, by Overall Leadership Performance

Source: The Conference Board of CanadaSlide20

Strong leadership is critical for organizational performance

Organizations are not confident that current leadership development practices are effectiveWhile succession planning is a key driver of leadership development, high potential employee identification and development is not a top priority for many organizations

Effective leadership development requires an integrated approach to learning, development and talent management

Conclusions and ImplicationsSlide21

Implications and Conclusions

Senior executives

0.44

Executives

0.70

Management

0.47

Mission critical positions

0.35

 Source: The Conference Board of Canada.

Ratio of high

potential successors to positions

Succession Planning Slide22

Source: Centre for Creative Leadership, “Blended Learning for Leadership: The CCL Approach,” 2013, 2 and 5

.

Blended Strategy for Leadership Development

90% of development is informal

Implications and ConclusionsSlide23

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