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The Human Bottleneck John Whiting Executive Search Crown & Marks.

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Presentation on theme: "The Human Bottleneck John Whiting Executive Search Crown & Marks."— Presentation transcript:

1 The Human Bottleneck John Whiting Executive Search Crown & Marks

2 To boldly go where no-one has gone before …

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4 SHARE THOUGHTS, RESEARCH AND EXPERIENCE ON: What we know about the makeup of innovative people and leaders Significantly increase chances of identifying, assessing, recruiting and/or developing those people Without extra work – BREAK THE PATTERN

5 WHY? Seismic economic and demographic shifts Increasing pressure on budgets Lift productivity Rapid cycle change is the new normal The world of work is changing

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17 Supply of Talent Jobs are getting And Bigger More Complex… Harder to learn … Is getting smaller

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21 Organisations with a comprehensive talent management strategy outperform the market by 2.5 to 3 times Star performer is worth 1.9 times more than a good performer The average cost of replacing a professional / managerial employee is $90,000

22 High Performers are Not Always High Potentials … But, High Potentials are Mostly High Performers 29% of high performers are high potentials 71% of high performers are not high potentials 7% of high potentials are not high performers 93% of high potentials are high performers High-Performance vs. High-Potential Talent

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24 High PotentialsHigh Professionals Technical or managerial experts Superior performers year after year Depth of organisational knowledge Trusted resources within the organisation Difficult to replace in kind Widely recognised outside the company Love what they do, may not aspire to broader management Agile Learners Promotable outside their areas Candidates for senior general management positions Easily learn new functions Like to try different approaches Highly curious Deal well with ambiguity and complexity Impatient, don’t accept the status quo Push the envelop but willing to take the heat Two High-Performance Paths

25 High Potential PEOPLE AGILITY Can work easily with a diversity of people politically agile, skilled communicator, manages interpersonal conflict well MENTAL AGILITY Comfortable with complexity and ambiguity, finds solutions to tough problems, broad interests, highly curios SELF-AWARENESS Insightful, reflective, clearly understands personal strengths and weaknesses, actively seeks feedback, sensitive of impact on others RESULTS AGILITY Delivers results (even in tough situations), resourceful, inspiring, has significant presence, builds high performing teams CHANGE AGILITY Constant tinkerer (never satisfied), introduces novel perspectives, enjoys leading change efforts, willingly takes heat of any resistance to change

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27 Magic Multiplier of Potential – Learning Ability Competency Building Experiences Potential Learning Ability Raw Material The “Right Stuff” Raw Material: Applied intelligence (savvy), emotional intelligence (EQ), Career motivation Experiences: Job changes, in-place assignments, hardships, people feedback, workshops, courses, readings (70:20:10) development Learning Agility: The ability, willingness, and opportunity to learn from experience

28 Competency Matrix – Manager Level Medium High Timely Decision Making Low SKILL RATING OF AVERAGE POPULATION DEVELOPMENT DIFFICULTY EASIEST MODERATE HARDEST Directing Others Informing Total Work Systems Innovation Management Motivating Others Self- Knowledge Dealing with Ambiguity Dealing with Paradox Directing Others Conflict Management Composure Perseverance Interpersonal Savvy Decision Quality Delegation Peer Relations Priority Setting Career Ambition Command Skills Patience Managing Diversity Compassion Organisational Agility Business Acumen Approachability Boss Relationships Ethics and Values Humour Action Oriented Customer Focus Fairness to Direct Reports Managerial Courage Integrity and Trust Intellectual Horsepower Learning Agility Prepared by Crown & Marks28

29 Hardest Easiest High Low Differentiator Competencies Competitive Edge Competencies Price of Admission Competencies

30 DEVELOPMENT DIFFICULTY EASIEST MODERATE HARDEST SKILL RATING OF AVERAGE POPULATION High Boss Relationships Ethics and Values Customer Focus Intellectual Horsepower Action Oriented

31 DEVELOPMENT DIFFICULTY EASIEST MODERATE HARDEST SKILL RATING OF AVERAGE POPULATION Medium Interpersonal Savvy Managerial Courage Decision Quality

32 DEVELOPMENT DIFFICULTY SKILL RATING OF AVERAGE POPULATION EASIEST MODERATE HARDEST Low Innovation Management Dealing with Ambiguity Dealing with Paradox Learning Agility

33 Candidates placed using this approach were: EIGHT times more likely to be promoted Retention was improved by 39% over the average

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39 ACKNOWLEDGMENTS Kim Chandler-McDonald Mum & Dad

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