how frontline leadership can solve business challenges
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Frequently Asked Ques6ons
HOW FRONTLINE LEADERSHIP CAN SOLVE BUSINESS CHALLENGESWebinar presented in collaborationwith CLO Magazine
Part of Apollo Education Group’s
Jeff Krider, Executive HostSVP, Enterprise Professional Development
Apollo Education Group
How Frontline Leadership Can Solve Business Challenges§ First of 3 webinars:
§ Leadership§ Innovation§ IT Talent
§ Plan to join our upcoming Innovation webinar: Learn.Apollo.edu/Innovation
WELCOME
6!
Engage with speakers and fellow attendees § Submit questions via Q&A. Don’t wait till the end!§ Comment on Twitter:
#LeadershipSkills#StaySmart
Mike Prokopeak, ModeratorVP & Editor-in-Chief
CLO Magazine & Human Capital Media
BE INTERACTIVE
7!
#LeadershipSkills #StaySmart
TARGET TAKEAWAYS
Learn about:
Importance of frontline manager development for solving today’s
business challenges
Role of leadership development in driving
business strategy
How to facilitate the transition from peer to first-time
leader
How high-engagement learning can
accelerate leadership development for first-
time managers
8!
Michelle PrinceSVP, Talent ManagementRandstad North America
___Case study of Randstad’s
leadership development strategy
John ConstantineSVP, Talent Solutions
Orchestrall, Inc.___
Leadership lifecycle, competencies, and successful vs. unsuccessful development
Jennifer J. DealSenior Research Scientist
Center for Creative Leadership®
___Research on Millennials and implications for leadership
development
SPEAKERS AND TOPIC AREAS
9!
Harnessing the Leadership Lifecycle for Sustainable Outcomes
John ConstantineSVP, Talent SolutionsOrchestrall, Inc.
10!
Role Aspiring Managers New Managers ExperiencedManagers
Foundational Program
Foundational Programs
Audience: Individual contributors with managerial hopes; project team leaders. By manager recommendation.
Skills focus: Interviewing/selection, presentation and communications, coaching, etc.
Management Skills
Audience: New people managers.
Skills focus: Managing within the company culture and policies, interviewing/selection, managing 1:1 performance, etc.
Leadership Skills
Audience: Experienced people managers. Courses, events, and assignments delivered from the executive leadership down. All leaders early on, increasingly selective.
Skills focus: Leadership, business acumen, team management, situational leadership.Other
Formal
Informal, Self-Paced
Learning Opportunities
• Continuing education: # of required credit hours per year. • Self-directed modules, webinars, etc. • Manager resources & performance management courses.
• Self-directed leadership resources• Online, “bite-sized” learning modules• Team performance resources• Experiences: Leading a cross-functional team, peer-to-peer coaching, mentoring others, networking with experienced managers, external leadership roles, etc.
Succession• Early Talent Watch• Key Enterprise Talent Programs• Executive Development
LEADERSHIP LIFECYCLE
11!
CASE STUDY
Successful leadership development approach§ Aligned with competencies§ Delivery is:
§ Engaging, blended, collaborative§ Individualized, mobile§ Experiential
§ Scalable, cost-effective, solves business problems
12!
CASE STUDY
13!
Failed leadership development approach§ What went wrong§ How this caused problems for the company§ Manager accountability
Case Study:Randstad’s Frontline Leadership
Development Strategy
Michelle PrinceSVP, Talent ManagementRandstad North America
14!
• Improve productivity, career mobility, and profitability
• Link learning to individual and organizational performance
• Ensure leaders make learning and development part of their business strategy
RANDSTAD US LEARNING & DEVELOPMENT
STRATEGY FOCUS
Effective Onboarding Programs (Ops)
Staffing Professional DevelopmentProficiency & Certification (Ops)
A to BAssistant Branch Manager (Ops)
Career Growth Support
Emerging Leaders ProgramHi Po Branch Manager (Ops)
JumpstartNew Branch Manager Onboarding (Ops)
Start SmartNew Manager Onboarding
Leaders in Motion Manager Development & Effectiveness
Leading in Today’s WorldVP Development
Competitive Edge VP Development
Manage their budget Develop business strategies
Set priorities Drive continuous improvement
Attract great people Engage and retain their people
Develop their people Advance their people
FRONTLINE MANAGERS NEED TO:
Run a profitable business teamMaintain high productivity
16!
New branch managers learn the skills and knowledge to analyze branch financial performance and people performance, and establish and implement a continuous improvement plan that will lead to branch growth and profitability.
Program KPI Results vs. Avg• Gross Margin Growth During• Gross Margin Growth Post YOY• Revenue Growth During• Revenue Growth Post YOY
Competencies Developed• Intellectual Strength• Agility• Excellent Execution• Leadership• Connecting
New managers learn to use the reporting and analytics tools and people development resources needed in their new role and throughout their management career at Randstad.
Program KPI Results vs. Avg• Profitable growth, Perf to Budget• New hire retention• Promotions %• Turnover %• Engagement
Competencies Developed• Intellectual Strength• Agility• Excellent Execution• Leadership• Connecting• Partnering
Managers enhance their ability to engage their team, coach for development of their staff, and drive high performance—leading to stronger results and development of their own leadership ability.
Program KPI Results vs. Org• Profitable growth, Perf to Budget• Promotions %• Turnover % • Engagement
Competencies Developed• Agility• Excellent Execution • Leadership• Connecting• Partnering
Jump Start (new branch manager)
Start Smart (any new manager)
Leaders In Motion (manager effectiveness)
17!
HOW RANDSTAD’S FRONTLINE LEADERSHIP
DEVELOPMENT SOLVES CHALLENGESAligns with:
Manager competency model
Business activities
ROI measures KPI outcomes
18!
Empowering Millennials As Leaders
Jennifer J. DealSenior Research ScientistCenter for Creative Leadership®
19!
23% 26%34%
17%
54%
28%
13% 4%0102030405060
monthly or more frequently
quarterly twice a year annuallyget feedback want feedback
From
MILLENNIALS WANT . . .
Consistent Development and Coaching
20!
Perc
enta
ge o
f Res
pond
ents
Current Level MillennialsLevel 1 - Administration 13%Level 2 - Professional 26%Level 3 - Senior Professional/First-level Manager 23%Level 4 – Middle Manager 31%Level 5 – Senior Manager/Executive 56%
Percentage of Millennials Who Want to Get to the Top of an Organization
MILLENNIALS WANT . . .
Growth Opportunities
From 21!
MILLENNIALS WANT . . .
Their Time to Be Used Effectively
54%
22! From
say they don’t have enough time to engage in development in the way they need to.
INSPIRE YOUR WORKFORCE TO BE LEADERS
PREMIER LEADERSHIP
SKILL DEVELOPMENT
STATE-OF-THE-ARTDELIVERY
RETURN ON LEADERSHIP
FRONTLINE LEADER IMPACT In partnership with Center for Creative Leadership®
Reimagined Online
Experience
Rich Instructional
Model
Social and Collaborative
Engaging and Personalized
Shareable and Savable
Portable and Secure
23!
INSPIRE YOUR WORKFORCE TO BE LEADERS
PREMIER LEADERSHIP
SKILL DEVELOPMENT
STATE-OF-THE-ARTDELIVERY
RETURN ON LEADERSHIP
FRONTLINE LEADER IMPACT
24!
Learn more at LeadershipACE.com
Profile of the “Next Genera1on” Leaders
25
Difficult Discussions – “Engaging in important conversa3ons with employees and peers”
Building rela6onships – “Networking with leaders across the organiza3on”
Cri6cal thinking – “Par3cipa3ng in think tank group to op3mize the supply chain”
Career development – “growth-‐focused development measured in the immediate benefits and long term value the development returns to the organiza3on and the learner's career” Performance
Management – “bringing out the best in a team”
Leadership Styles – “relevant and effec3ve soE skill training that immediately apply to day-‐to-‐day situa3ons”
Feedback – “Personalized context through immersive feedback on assignments, faculty interac3on and learning projects”
Q&A
ApolloPD.com | LeadershipACE.com | West.edu/NAW 26!
ApolloPD.com
LeadershipACE.com
West.edu/NAW
27!
Thank you!
28!ApolloPD.com | LeadershipACE.com | West.edu/NAW