REFLECTIVE GENERAL
MBA401
People, Culture and
Contemporary
Leadership
Workshop Week 5
Talent Management and
Leadership Development
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2
By the end of this workshop you will be able to:
• detail the process of reflective learning and how to keep a learning journal
• discuss the different ways in which talent can be managed and retained
• explain the role of learning within the organisation
• identify the processes within succession planning and how it should be used to maintain and develop key talent
• clearly distinguish between performance and potential.
• LO1 - Explain the key concepts in managing the human resources inherent in an organisational system.
• LO2 - Apply human resource considerations to business decision making and in meeting organisational strategic goals.
Workshop Objectives
Reflective Learning
Source: Gibbs, G 1988, Learning by doing: A guide to teaching and learning methods.
London, England: Further Education Unit.
Learning Journal
A collection of notes, observations, thoughts and other relevant
materials built-up over a period of time that usually accompanies a
period of study, a placement experience or fieldwork.
• Complete this every week from Week 5.
• Suggested Q’s:
- What did I read for this week’s topic and what did I learn?
- What was the most interesting/ uninteresting thing I experienced in this week’s
workshop?
- What did I previously think was true, but now know to be wrong?
- What did I learn about myself?
- How does what I learned inform my knowledge about my own leadership?
- What have I changed my mind about as a result of this week?
To help a person perform their current role
and
To enable advancement to the next role
Managing Talent
Source: Nankervis et al (2014)
Performance Gap
Source: Nankervis et al (2014)
Learning Framework
Source: Pontefract, D. (2013). Flat Army: Creating a connected and engaged organisation.
MA: Jossey-Bass.
Ease of organising and administering training
Lower costs associated with training
Timely planning and implementation
Emerging performance problems quickly recognised and addressed
Benefits of On the Job Learning
• You have just been appointed to the position of
Regional Manager for McDonald’s with overall
responsibility for 250 restaurants
• In pairs, come up with a list of 7 ways you may
learn on the job
• You have 10 mins!
Activity – OTJ Learning
• An increasing need for commitment and loyalty of
permanent employees due to current skill
shortages
• Employee expertise, organisational experience
and customer relationships are important in
knowledge economies
• Staffing processes must be designed to ensure
retention of these employees through alignment of
organisational and personal goals
Retention
• Emphasis is on attracting talent and also on retaining talent
• Retention involves redesigning a range of HR activities to
provide increased job satisfaction
• Increasingly important area in time of skills-shortage
because:
– 60% of newly placed executives fail in first 18 months
– Honest portrayal of organisational culture is important for
expectation alignment
– Importance of employee/organisational culture fit
– Workforce demographics
Retention
With the person next to you, answer the following
question:
• What do you think research tells us are the top 3
reasons why people leave organisations?
• What has been the main reason you have left a
job in the past?
Activity - Retention
• Training can be internally developed or externally bought
• Training aims to provide for or maintain an effective level of
job performance to achieve organisational as well as
personal employee goals
• Training provides opportunities to acquire new knowledge,
skills and abilities (KSAs)
• Training can be for current job or accommodate changes to
jobs
• Training can contribute to organisational performance
• Training can contribute to culture and strategy change
Learning and Development
• Conference or discussion method
• Classroom and laboratory training
• E-learning
• Simulation method
• Apprenticeship and internships
• Conferences, seminars and workshops
• Case studies
• In-basket training
• Leaderless group discussions
• Role-playing
• Management games
• Outdoor learning
• University and TAFE education
Examples of Training
• Succession planning is the process of identifying high-
potential employees, evaluating and honing their skills
and abilities, and preparing them for advancement into
positions which are key to the success of business
operations and objectives.
• Succession planning involves:
– Understanding the organisation's long-term goals and
objectives
– Identifying the high-potential candidates and their
respective developmental needs
– Determining workforce trends and predictions
Succession Planning
Source: Nankervis et al (2014)
1. Assessment of Key Positions:
• What are the competencies and experiences needed to qualify for each
key position?
2. Identification of Key Talent:
• Typically people at the top two levels of the organisation and high
potential employees one level below
• Identified by their management’s assessment of their performance and
potential for advancement
3. Assessment of Key Talent:
• For each person on the radar screen, primary development needs are
identified focusing on what they need in order to be ready for the next
level
Succession Planning Steps
Source: Effron and Ort (2010)
• Foundational dimension (e.g. cognitive, personality and
interpersonal)
• Growth dimension (e.g. adaptability and learning
orientation)
• Career dimension (e.g. technical/functional skills,
performance)
• “Identifying the talent that exists in the organisation and
the employees who have the potential to be effective in
other future roles, usually with much broader
responsibilities, and at higher levels in the hierarchy.” (p.
378)
Potential
Source: Silzer and Church (2009)
High Potential
Source: Corporate Executive Board (2016)
Aspiration: Who will rise to more
senior positions?
Ability: Who will be effective in more
challenging roles?
Engagement: Who are committed to
the organisation and will stay?
Not Meeting
Performance Exceptional
Performance
Successful
Performance Developing
Performance
R e
a c h
e d
P o
te n
ti a
l
H ig
h
P o
te n
ti a
l
E m
e rg
in g
P o
te n
ti a
l
V a
lu e
d
C o
n tr
ib u
to r
PERFORMANCE
P O
T E
N T
IA L
Activity - Talent Matrix
Source: Adapted from Effron and Ort (2010)
2. Management Required or Too New
14. Consolidate in
Current Role
4. Expand Current Responsibilities
15. Ready Now Talent
3. Management Required or Too New
-
13. Consolidate in Current
Role
1. Expand Current Responsibilities
9. Expand Current
Responsibilities
6. Management Required
10. Talent Well Placed
7. Talent Well Placed
5. Expand Current Responsibilities
16. Exit
12. Management Required
11. Talent Well Placed
8. Valuable Talent
Value Complexity Curve
Source: Effron and Ort (2010)
High
Low
HighLow
Impact of Leaving
R is
k o
f L
e a
v in
g
Medium
Medium
Risk Assessment
Source: Effron and Ort (2010)
• Orderly process of identifying and grooming
people to replace managers
• Succession planning is linked to leadership
development in two ways:
– Being groomed as a successor is part of
leadership development
– Process of choosing and fostering a
successor is part of a manager’s own
development
Leadership Succession
Source: Dubrin (2013)
• Should not be regarded as a detached, objective
management process
• In family firms, leadership succession is a highly
emotional process
• Turnover and productivity can be impacted
• Emotional reactions can occur throughout the
organisation
Leadership Succession
Source: Dubrin (2013)
• Evaluate the extent of an organisation’s pending leadership shortage
• Identify needed executive competencies
• Identify high-potential individuals for possible inclusion in the pool
• Establish an individually tailored developmental program for each potential candidate
• Select and place people into senior jobs based on their performance, experience, and potential
• Continuously monitor the program and give it top management support
Succession Pool
Source: Dubrin (2013)
Video – CEO Succession
• https://www.youtube.com/watch?v=TdqYV4ALO34&list=
PLyyBtAHEC-0aW2uzJtYR5Tgtfd-LmSA0g&index=2
• What are the important factors that should be taken into
account when planning CEO succession?
• Unless top-level management assigns a high
priority to developing leaders and succession
planning, the company will experience a steady
attrition in talent
• Leadership talent can be developed, leaders are
both born AND made
• Leadership development is often perceived in
terms of education and training, job experience,
and coaching
Leadership Development
Source: Dubrin (2013)
• Self-Awareness – insightfully processing
feedback about oneself to improve one’s
effectiveness
• Self-Discipline – mobilising one’s effort
and energy to stay focused on attaining an
important goal
Source: Dubrin (2013)
Leadership Development
• Complete the Interpersonal Skills Checklist
• What is your key reflection from doing so?
Activity – You
• Education
• Experience
– Challenging experiences
– Broad experiences
– Pivotal life experiences
• Mentoring
– Formal
– Informal
– Shadowing
Source: Dubrin (2013)
Leadership Development
• Feedback-intensive programs
• Skill-based programs
• Conceptual knowledge and awareness
programs
• Personal growth programs
• Socialisation programs
• Action learning programs
• Coaching and mentoring
Leadership Development
Source: Dubrin (2013)
Form 2 teams to debate the following:
• Should a company promote an insider or an
outsider to a top position?
• What are the advantages and disadvantages
of each?
Activity – Promotion Debate
• From today’s workshop:
– What have you learned about leadership?
– What has surprised you?
– What have you learned about yourself?
– How could you apply these learnings in the
workplace?
Activity – Journal Reflection
Summary
• Training can take a number of different forms,
some of which are more appropriate for certain
employees
• Succession planning is a critical process for
leadership and management
• Clear understanding and definitions of
performance and potential are required for the
process to be successful
• Leadership development can take different forms
Any Questions?