global hr forum2008-ana dutra-succession planning for global companies
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Succession Planning for Global Companies
Ana DutraChief Executive Officer,
Korn/Ferry Leadership and Talent Consulting
Similarities Around the World
Differences Around the World
Challenges of Adopting Global HR Systems
People Laws Labor Cultures Technology
Global Talent Management in a “Flat” World
Global competition for talent
Global workforce diversity
Global business strategy aligned with talent
management
Redefining Global
Multi-domestic organizations
manage overseas affiliates as
independent business
Global organizationsuse resources
developed in one part of the firm to create
competitive advantages in another
Source: Taylor, Beechler & Napier, 1996
Simply doing business in different locations does not make an organization global
vs.
Evolution of Global Staffing
Ethnocentric
Key positions in subsidiary
operations are filled by parent-
country nationals
Polycentric
Foreign subsidiaries are primarily staffed by host-country
nationals or managers from the subsidiary location
Geocentric
Where the “skill of the person is more important than the
passport.”
Source: Collings and Scullion, 2006
HR Systems of Truly Global Companies
Source: Ryan, Wiechmann, & Hemingway, 2003
ü A strong corporate culture that overrides
geographical differences
ü Competencies that are measured globally
ü HR systems that are implemented consistently
across the regions
ü Seeking and hiring the best talent “irrespective of
passport”
Finding Top Talent Globally
Identify Hi-Pos Globally Develop Hi-Pos Globally
Things to Consider. . .
How does your organization currently define a “high-
potential?”
How well is the definition of “high-potential”
understood throughout the company?
How consistently and effectively is that definition
applied?
Is potential viewed differently by region?
Research Findings
Performance is overused as a criterion for potential
Current performance and future potential are only
somewhat related
Learning agility is a better predictor of potential than
intelligence
Most managers overrate performance and potential
High Performers and High-Potentials
High-Potentials
29%
Not High-Potentials
71%
High-Potential Management Survey,Corporate Leadership Council, 2005
% of high performers
that are high-
potentials
% of high performers
that are NOT high-potentials
High performers are NOT always high-potentials
Predictive Indicators of Future Potential
“It is not the strongest of the species that survives nor the
most intelligent. . .
. . . it is the one most responsive to change.”
Charles Darwin
1809-1882
Definition of Potential
(“Raw Materials” Experiences)+x Learning Agility
= Potential
Definition of High-Potential
Potential
x Sustained High Performance
= High-Potential
“Raw Materials” Experiences+x Learning Agility
Definition of Learning Agility
The ability to learn valuable lessons
from experience and apply those
learnings to new and first-time
situations
Source: Lominger International: A Korn/Ferry Company
Characteristics of Learning Agile People
ü Seek and have more experiences
ü Enjoy new challenges
ü Get more out of their experiences
ü Apply new skills
Measuring Learning Agility
Four Factors of Learning Agility
MentalCriticalthinkers People
Change Results
Knowthemselves
Like toexperiment
Deliverresults
High Professional
Key Performer
Low Performer
InconsistentPerformer
Adaptable Key Performer
Adaptable High
Professional
Strategic Star
Rising Star
Diamond in the Rough
POTENTIAL
PERFORMANCE
The “Strategic Few”
Less learning agility More learning agility
Less than effective
Highly effective
Developing High-Potentials
Implications for Korean
Companies
1. Denial
2. Defense
3. Minimization
6. Integration
4. Acceptance
5. Adaptation
ETHNOCENTRIC
ETHNO-RELATIVE
Source: Milton J. Bennett, Developmental Model of Intercultural Sensitivity
Evaluating Your Organization's “Intercultural Competence”
GLOBAL
INTERNATIONAL
“Going Global”
What makes a leader successful in an international business?
How are my leaders different from successful leaders in global businesses?
How do I identify those leaders who are more likely to succeed in international postings?
What do I need to do to develop or coach my leaders to compete outside Korea?
How do I assess expatriates coming into Korea on their fit with my organization?
Questions Korean Companies Need to Start Asking
The number one way to become a truly global company is to implement a formal talent management process that:
Aligns leadership requirements with the organization’s strategy
Evaluates executives’ performance and potential
Identifies and then develops high-potentials around their assessed strengths and weaknesses
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Korn/Ferry’s web-based assessment tool measures the degree of fit between an executive’s competencies and an organisation’s culture and specific leadership requirements
Database of > 1.3M professionals who have been assessed
Assessing Your Current Team
Leadership assessment enhances the ability to find the
optimal degree of fit
Self-Discovery through Assessment
Increasing Your Local Team’s Chance of Success Worldwide
Increased understanding of learning agility improves ability to recognize and measure it.
Companies should establish a uniform understanding of learning agility using validated assessment tools to reduce the potential for misidentification of high-potentials.
Finding
Implication
What does this mean for you?
What does this mean for you?
Just like individuals, organizations can learn from and improve their assessment abilities.
Use of learning agility assessment results in more effective identification of high-potentials.
Finding
Implication
What does this mean for you?
If you want to find your high-potentials, you have to identify them – they won’t necessarily find you!
Programmatic use of learning agility assessment results in more effective identification of high-potentials.
Finding
Implication