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What the Research says about Coaching and Executive Development
Kevin Oakes, CEO
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About Kevin Oakes Background Founder, CEO of i4cp Board Member, KnowledgeAdvisors Advisory Board Member, Intrepid Board member Center for Talent Reporting Author, The Executive Guide to Integrated Talent
Management Former Chairman, Jambok Former Chairman, ASTD Board Founder, President, SumTotal Systems Former CEO, Chair of Click2learn
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Who We Are
i4cp focuses on the people practices that make high performance organizations unique.
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High-performance organizations consistently outperform most of their competitors for extended periods of time.
These companies performed better over the past five years, based on these four indicators:
1. Revenue growth 2. Market share 3. Profitability 4. Customer satisfaction
Defining High-Performance
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i4cp research has shown that high-performance companies excel in five core areas: 1. Strategy 2. Leadership 3. Talent 4. Culture 5. Market (customer focus)
The 5 Domains of High Performance
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i4cp helps organizations leverage the core domains of high performance through 4 delivery vehicles: 1. Research 2. Peers 3. Tools 4. Data
What We Do
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The i4cp Network
2007 2008 2009 2010 2011
2011, 2012 & 2013
2012 2013
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Organizations… …are reexamining their knowledge
sharing, development and talent management practices. Why?
One Word:
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Each generation forms unique assumptions about how the world works based on their unique experiences in formative years
Born 1928-1945 Born 1946-1964 Born 1965-1983 Born 1984- 2002 Traditionalists 45.4 mil
1927 to 1945 Age - 68 to 86
Baby Boomers 75.5 mil
1946 to 1964 Age - 49 to 67
Gen Xers 66.0 mil
1965 to 1983 Age - 30 to 48
Millennials 74.6 mil
1984 to 2002 Age - 11 to 29
Generational Differences
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Coffee with Friends
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Dinner With Friends
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On a Date
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At the Beach
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At the Game
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At the Movies
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At the Museum
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At the Fashion Show
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The Big Day
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The Report
November, 2012 592 Respondents
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5 Findings 1. Millennials are technologically adept and socially
networked but not necessarily socially savvy. 2. Millennials are entering the workforce lacking
the skills and competencies they need and many believe that Millennials are moving into management without sufficient preparation.
ASTD / i4cp’s Leadership Development for Millennials
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5 Findings 3. Most companies don’t currently offer leadership
development programs specifically for Millennials and have no plans to create them.
4. There is a strong positive correlation between the amount of the training and development budget that is devoted specifically to working with Millennials and success in developing leadership potential with Millennials.
ASTD / i4cp’s Leadership Development for Millennials
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5. The majority of organizations use on-the-job training as a development approach but formal coaching / mentoring is the only approach correlated to higher market performance.
5 Findings
ASTD / i4cp’s Leadership Development for Millennials
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Millennials want development
Does your organization offer the following to attract, retain and engage Millennials?
ASTD / i4cp’s Leadership Development for Millennials
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Millennials want coaches
0.39 0.4 0.41 0.42 0.43 0.44 0.45 0.46 0.47
Learning Via Mobile Devices
Setting Clear Performance Expectations
Intergenerational Coaching
Mentoring & Coaching Programs
What Millennials Think is Most Effective
ASTD / i4cp’s Leadership Development for Millennials
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0% 10% 20% 30% 40% 50%
Not at all
Small extent
Moderate
High or Very High
Do you use coaching effectively? .23 Correlation to
Market Performance
i4cp’s Coaching Survey
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Small extent, 35.8%
Moderate, 35.0%
High or Very High, 23.4%
Do you have a “coaching culture”? .23 Correlation to
Market Performance
i4cp’s Coaching Survey
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38% 40% 42% 44% 46% 48% 50%
Coaching skills are not widely mastered
Coaching accountability is not consistently enforced
Outcome(s) of coaching are not measured
What’s holding you back?
*in HPOs of 1,000+ employees
High or Very High Extent*
i4cp’s Coaching Survey
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0%
5%
10%
15%
20%
25%
30%
35%
40%
Change in targeted behavior
Satisfaction with coaching program
Change in individual skill assessment
scores
How do you measure success?
*in HPOs of 1,000+ employees
i4cp’s Coaching Survey
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Why organizations use INTERNAL coaching
To help individuals develop their full performance potential/productivity 36% To help individuals further strengthen targeted skills 32% To provide executive coaching for senior levels of leaders 30%
i4cp’s Coaching Survey
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Why organizations use EXTERNAL coaching
To provide executive coaching for senior levels of leaders 60% To help individuals further strengthen targeted skills 48% To develop leaders for the succession pipeline 44%
i4cp’s Coaching Survey
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20 questions on accelerating the path to leadership
337 respondents 5 characteristics that describe
how High-Performance Organizations (HPO) are accelerating development for their high-potential employees
Developing Future Leaders
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Characteristic #1
Define successful outcomes for the high-potential development
program
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Methods used to measure success:
Define Successful Outcomes
• Productivity • Retention rates
• Decreased time to hire
• Performance ratings
• Client retention
• 360 Assessments
• Promotions • Lateral transfers • Critical roles filled • Key results
Movement Assessment Tools
HR Metrics Client
i4cp’s Accelerating the Path to Leadership Survey
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Not only do more HPO measure the effectiveness of ELD than LPO but the practice is high correlated with market
performance (.20)
A Good Reason to Measure…
0
10
20
30
40
50
60
HPOs LPOs
Moderate
High/Very High
i4cp’s Accelerating the Path to Leadership Survey
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More LPOs than HPOs say an inability to demonstrate ROI is hindering leadership acceleration
2 ½ X More
High performers 14%
Low performers 35%
And the Problem With Not Measuring…
i4cp’s Accelerating the Path to Leadership Survey
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Characteristic #2
Attract and select talent purposefully.
Let branding and assessments work for you.
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Two Big Differentiators Between HPOs and LPOs
0 10 20 30 40 50 60 70
HPOs specify when an employee is "ready" for promotion
HPOs use assessments for their hi-po development programs
HPOs LPOs
Screening participants through an assessment process is correlated to market performance (.21)
i4cp’s Accelerating the Path to Leadership Survey
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Over half of the leadership assessment tools on the market have a negative correlation with market performance
Buyer Beware
Source: i4cp’s Executive Assessment Survey
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Success factor most highly correlated with market performance: A company brand that tends to retain top talent (.22)
Choose Talent Purposefully
i4cp’s Accelerating the Path to Leadership Survey
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Value Proposition
• Description of the value of the worker experience
Employer Brand
• Articulation of the value proposition in a shorter version to help potential and current workers answer the question, “what’s in it for me?”
Talent Brand
• Marketing of the employer brand to segments of the potential and current workforce to become known as a magnet for talent
Branding
Source: i4cp and Libby Sartain, Talent Branding
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Characteristic #3
Excel at coaching. It is a key element.
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High performers 67% Low performers 56%
A “culture of coaching” within the organization is highly correlated with market performance (.19)
The use of coaching as a leadership acceleration tool is highly correlated with market performance (.19)
Include a Coaching Component in Hi-po Development Programs (2nd most popular feature)
i4cp’s Accelerating the Path to Leadership Survey
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of top companies say their organization’s coaching skills are inadequate
Still not quite there yet
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Clarity of purpose counts.
The more a company has a clear reason for using a coach, the more likely that its coaching process will be viewed as successful.
Purpose: boosting individual performance.
The desire to improve individual “performance / productivity” is the most widely cited purpose of coaching.
Coaching practices of HPO’s
It pays to interview. Having an interview with the prospective coach has the strongest relationship with reporting a successful coaching program.
Match the right coach with the right client.
Matching people according to expertise and personality seem to be the best strategies.
Evaluate the coach’s performance.
The more frequently respondents reported using a measurement method, the more likely they were to report success in their coaching programs.
i4cp’s Coaching Survey
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Characteristic #4
Give high-potentials opportunities
to build a broad business foundation.
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HPOs are 3X as likely as LPOs to credit a broad business curriculum with hi-po success
High performers 42%
Low performers 13%
Expose Hi-pos to the whole business
i4cp’s Accelerating the Path to Leadership Survey
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Academic/external resources used to accelerate leadership development:
One of the Top 3 Acceleration Tools
i4cp’s Accelerating the Path to Leadership Survey
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Inclusion in critical meetings Working on special project teams Participation on global task forces Cross-business unit assignments Cross-functional teams/assignments 2–3 year international assignment
Inclusion and Movement
Meaningful developmental experiences
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Characteristic #5
Focus on visibility and challenge to develop
high-potential employees
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2X as many HPOs as LPOs credit high-profile stretch assignments as a success factor in their hi-po development program – it’s the top differentiator in this study! High performers Low performers 27%
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Create High-Profile Stretch Assignments for High-Potential Employees
i4cp’s Accelerating the Path to Leadership Survey
61%
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Insufficient access to challenging assignments is the second highest hindrance to the success of hi-po development programs. What’s more, this hindrance
was nearly as big a factor for HPOs (38%) as it was for LPOs (43%)
…But Insufficient Access is a Problem!
i4cp’s Accelerating the Path to Leadership Survey
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Provide exposure to board of directors to accelerate employees on the path to leadership It’s one of the top three acceleration tools that differentiate HPOs and LPOs, but it’s not often used:
High performers 21% Low performers 13%
Board Exposure: Underused
i4cp’s Accelerating the Path to Leadership Survey
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5 Characteristics of How HPOs Accelerate Leadership Development for High-Potential Employees
Defining Objectives and
Measuring Outcomes
Selecting and Assessing
Guiding to Success Building a Foundation
Accelerating Growth
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59 © 2013 Institute for Corporate Productivity, Inc. Member companies may reproduce and distribute this file on an unlimited basis to their employees for internal management purposes only. Nonemployees may not be given copies of or access to i4cp’s reports, online services or conference materials.
Kevin Oakes kevin.oakes@i4cp.com
206.357.7667 www.i4cp.com
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