We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byOwen Golden
Modified about 1 year ago
LEA vs. traditional Leadership Equity Assessment Large number of questions - reply inflation - Infrequent reassessment Assessment questionnaire 13 most important Leadership areas - No inflation - Easy to reassess Long lead time to analyze. Reporting only on manager level. Hard to prioritize. Analysis and reporting Immediate and accurate reports on 3 levels. Clear development activities and champions. Many unprioritized & unfocused development activities Development activities Focused and agile development of Leadership skills. Clear, prioritized, focused, immediate, concrete activities. Unclear or weak correlation with business results, discontinuous. Results and benefits Continuous improvement. Measurable direct link to business results (e.g. BSC). Individual only with long lead time to apply development ApplicabilityCorporate, Unit, Individual levels Immediate implementation & fast results No or light researchValidityInternational studies, including own LEA research Leadership Equity Assessment™ Worldwide distribution by Persona GLOBAL, Inc © Leadership Equity. Leadership Equity Assessment™ Worldwide distribution by Persona GLOBAL, Inc © Leadership Equity.
An agile method as a foundation for unified global leadership 360Leadership Equity Assessment Plenty of questions - reply inflation - Infrequent reassessment Assessment questionnaire Only 13 questions that have most impact on business results Easy to reassess Many unprioritized & unfocused development activities Development activities Develop 1 Leadership skill in 3-6 months. Clear, prioritized, focused, immediate, concrete Unclear or weak correlation with business results, discontinuous Results and benefits Measurable direct link to business results (e.g. BSC), continuous improvement Individual only with long lead time to apply development ApplicabilityCorporate, Unit, Individual levels Immediate implementation & fast results No or light researchValidityInternational studies, including own LEA research Employee satisfaction Customer satisfaction Productivity Profitability Business results Performance results Leadership results KPI’s Training results Input Leadership skills development Employee input Market input Diagnosis & Gap Analysis Rewarding CHANGE STRATEGIC PERFORMANCE CUSTOMER Leadership assessment Talent management We have both, 360 and an agile method LEA is an agile leadership model for assessing, developing and measuring leadership results 13 Fundamental Leadership areas having strongest impact on Business Results Detailed reporting for Individual, Unit & Corporate assessment and Development Applies to all Leadership levels –Executive –Middle management –Team leader –Rising star Identify best and under performers Compare units/countries leadership vs. results Measure impact and results of development frequently PERFORMANCE Leadership Equity assessment (LEA) Leadership Equity Assessment™ Worldwide distribution by Persona GLOBAL, Inc © Leadership Equity.
The CEOs Guide To: Talent Management Building a Global Leadership Pipeline Presented by: Prachi.
Outlook 2 Everything feels good now as prices are high. However...
World-Class Sales Organizations Based on research from the Sales Executive Council.
Purchasing and Supply Chain Management by W.C. Benton Chapter Two Purchasing Decisions And Business Strategy McGraw-Hill/IrwinCopyright © 2010 The McGraw-Hill.
Developing your talent – before your competitors do Customer Presentation Framework.
Building Competitive Advantage through Functional Level Strategy Chapter 4.
Summers: Quality Management, 2 nd. ed.© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved Quality Management Measures of Organizational.
Learning Objectives 6.1 Explain the importance of mission, vision, and value statement and how they set the foundation for the planning process. 6.2 Describe.
Cost Accounting Horngreen, Datar, Foster Strategy, Balanced Scorecard, and Strategic Profitability Analysis Chapter 13.
Part One Introduction to Performance Measurement and the Balanced Scorecard Chapter 1 Performance Measurement and the need for a Balanced Scorecard From.
Building the Balanced Scorecard. Introduction Balanced Scorecards provide a framework for communicating strategy in operating terms (measurements and.
Software Development QA Best Practices May 20, 2010 Suzette Hackl, CSM Senior Project Manager Skyline Technologies, Inc.
Making a success of agile working 1. what is agile working? 2.
Learning Objectives 7.1 Describe the organizing process and how formal and informal organizations differ. 7.2 Identify some common types of organizational.
Hogan DEVELOP and LEAD HOGAN Practitioners & Client Conference.
E-Sourcing Today A Perspective on the Role and Scope of e- Sourcing and the State of the e-Sourcing Marketplace.
E-Marketing, 3rd edition Judy Strauss, Adel I. El-Ansary, and Raymond Frost Chapter 3: The E-Marketing Plan © Prentice Hall 2003.
Developing Our Leaders – Creating a Foundation for Success.
360 CheckPoint Multi-Rater Evaluation & 360 SkillBuilder A New Leadership Development Approach Assessments of the USA & Canada Profiles International
Prepared and Presented By Sally Al-Gazzar September 2013.
Claims Leakage Control Unique, Detailed and Independent.
What Do We Plan? Topic 2 :: Business Strategies Mrs. Schroeder.
PowerPoint Presentation to Accompany Chapter 1 of Management Canadian Edition Schermerhorn Wright Prepared by:Michael K. McCuddy Adapted by: Lynda Anstett.
Return on Investment: Training and Development ROI and Evaluation.
1 ROMY FELIX – HEAD HRD 1 Corporate Performance Measurement and Management at M.P.S.
1 1 Dr. Sorin Cohn BD Cohnsulting Inc.. 2 Investments are not the fundamental issue for the Canadian Innovation Gap (“Paradox”). The issue is Innovation.
The Baldrige Model of Performance Excellence A framework for continuous improvement.
Chapter 8 Implementing Quality Concepts Cost Accounting Traditions and Innovations Barfield, Raiborn, Kinney.
Chapter 14 Contemporary approaches to measuring and managing performance 14-1 Copyright 2009 McGraw-Hill Australia Pty Ltd PowerPoint Slides t/a Management.
Varsha Varde1 Business Research Methods Introduction to Research.
© 2016 SlidePlayer.com Inc. All rights reserved.