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?