Human Capital Growth Webinar: 2018 HCG talent development benchmark survey results ii deep dive

CopyrightHumanCapitalGrowth.AllRightsReserved.
2018 HCG Talent Development Benchmark Study
WEBINAR
2018 HCG Talent Development Benchmark Survey Results II
Deep Dive
June 2018

2
Authors
Shreya Sarkar-Barney, Ph.D.
CEO & Founder
Human Capital Growth
Alyssa Perez
Consultant
Izabela Widlak, M.S.
Sr. Research Consultant

3
Leadership
Excellence
Talent
Management
Excellence
US India
We help organizations achieve better outcomes through talent using
science, analytics, and empathy.
Drive business impact
through timely talent
actions
Evidence-based solutions
for measurable and
sustained improvements in
leadership

Pragmatic,
actionable solutions
Environmental
Scanning
Science
Translation
Using knowledge of efficacy
levels we help manage risks and
returns of talent investments.
Science-translation and critical
analysis provides clear
understanding and guidance on
durable solutions.
Environmental scanning reveals
persistent talent challenges of
organizations and trending
practices.
Driving Sustainable Talent Outcomes

Talent Development Excellence
Learning and
Development
Career
Development
Leadership
Development
Current role
Future role Broader role
Survey Goals
• Go beyond existing benchmark studies
and annual surveys
• Understand the nuts and bolts of talent
development practices
• Assess use of science-backed practices
• Degree of integration across talent
development practices
5

6
MODEL OF INTEGRATED TALENT MANAGEMENT
MANAGE THE
EMPLOYEE
LIFE CYCLE
Foundations of Talent Management
WORKFORCE
STAFFING
Job Analysis & Comp. Modeling
WORKFORCE
DEVELOPMENT
WORKFORCE
MANAGEMENT
ORGANIZATIONAL
EFFECTIVENESS
Talent Acquisition
Employee Selection
Onboarding
Training & Development
Leadership Development
Career Planning
Prog. Evaluation & HR Metrics
Performance Management
Compensation & Total Rewards
Workforce Analytics & Planning
Succession Planning
Org. Culture & Change Mgt.
Team Effectiveness
Employee Engagement
Work Design
Our Comprehensive Talent Management Framework
Focus on what works. Drive better results faster while saving time, money, and resource.

Certification Tracks for HR
Comprehensive certification for strategic HR Professionals in client partnering roles
Specializations for designers and implementer of talent management systems
Focused certifications on specific talent management practices
Certified Talent
Management
Practitioner
(CTMP)
Certified Talent
Management
Specialist
(CTMS)
Certified in
Workforce
Staffing
(CWS)
Certified in
Workforce
Development
(CWD)
Certified in
Workforce
Management
(CWM)
Certified in
Organizational
Effectiveness
(COE)
Certified in Talent
Acquisition
(CTA)
Certified in
Leadership
Development
(CLD)
Certified in
Workforce
Analytics
(CWA)
Certified in
Workforce
Analytics (CWP)
Certified in Change
Management
(CCM)
Certified in
Employee
Engagement
(CEE)
Our curriculum outline and certification exam are set by our expert panel

Krista Uggerslev
& metaBUS
Confidential. 8
HCG Expert Panel
Ramzi Baydoun

Victoria A. Davis
Fm
Liberty Munson Eric O’Rourke
Aarti Shyamsunder
Psymantic &
Michael Tocci
Neha Singla
Anu Ramesh Frank Bosco
& metaBUS

Agenda
 Study context
 Results of the Career Planning Benchmark study
 Results of the Leadership Development Benchmark study
 Successes and missed opportunities
 Q&A
9

Benchmark Study Participants
Learning and
Development
N=26
(70%)
Career
Development
N=15
(41%)
Leadership
Development
N=21
(41%)
All three areas
N=9
(24%)
50Organizations from across the global
37usable records
*Minimum 5 responses for inclusion in analyses
10

Study highlights
Doing well
• Prioritizing and funding talent development
• Perceived success in closing skills gap
• Creating an organizational culture that values
learning
• A few well placed investments – e.g.
coaching, self awareness, on-the-
opportunities for hipos.
• Use of sound design principles in creating
learning programs
Opportunities
• Current practices equivalent to stashing
money under the mattress
• Missed opportunities to drive 10x to 30x -
invest in selecting the right interventions
• Managers and leaders need to step up – the
lynch pin to employee growth and
engagement
• Investment in career planning lagging –
pathway to learning and leadership
development
• Absence of focus on human capital
development – growing collective capacities
11

Leader Development

Leadership Development Scorecard
3 DDI (2018). https://www.ddiworld.com/DDI/media/trend-research/glf2018/global-leadership-forecast-2018_ddi_tr.pdf?ext=.pdf
4Kellerman, B. (2012). The End of Leadership. New York : Harper Business
64%
$50
Billion
56%
4SHL (2018) http://evalion.gr/articles/pdfs/8/2018%20Global%20Assessment%20Trends%20Report.pdf
Annual spend on leader
development4
Developing their “Next Gen”
Leaders top C-Suite challenge3
Identification of high-
potential talent/emerging
leaders a top priority2

John’s Leadership Development Journey
Challenged with
• Lack of support from leaders in advancing his
leadership
• Favoritism and politics in opportunities and
advancement
• A lot of leadership development activities but little
to realistically move the needle on effectiveness
Surprised by
• Leaders consistently driving growth and financial
success
• Opportunities for job tryouts to demonstrate capacity
for higher level roles
• Coaching support to advance leadership

PREPARE
PRACTICE
PERFORM
DESTINATION
JOB
• MULTISOURCE RATING
• PERFORMANCE RATING
• TRAIT MEASURES
(PERSONALITY)
• MOTIVATION TO LEAD
• LEARNING ORIENTATION
• BEHAVIORAL COMPETENCIES
• FUNCTIONAL COMPETENCIES
• ASPIRATION
HIGH POTENTIAL POOL
• ACTION LEARNING
• ON-THE-JOB
EXPERIENCES
• COACHING
• PEER LEARNING
• ASSESSMENT AND
FEEDBACK
• LEADERSHIP TRAINING
• ROLE PLAYING
• LEADER SHADOWING
• JOB ROTATION
• SPECIAL PROJECTS
• ONBOARDING
• GOAL SETTING & FEEDBACK
• MENTORING
IDENTIFICATION DEVELOPMENT
INDIVIDUALDEVELOPMENTPLANNING
ASSESSMENT OF LEADERSHIP POTENTIAL
IDENTIFYCRITICALROLESANDASSESSBENCH
STRENGTH
PROGRESS TRACKING
PROGRESS TRACKING
PROGRESS TRACKING
CRITICAL ROLES
The IDP Model for Leader Identification and Development
SUPPORTCHALLENGING JOB
OPPORTUNITIES
Placement
PLACEMENT
• ONBOARDING
• NETWORKING
• COACHING
• ROLE CLARITY
TRANSITION
SUPPORT
ONGOING FEEDBACK

Leadership Effectives
56
44
33
33
22
22
11
Leadership is not effective in growing talent
from within
Leadership is not effective in bringing on change
or adapting to the market
Employees are not satisfied with top leadership
Employees are not satisfied with their managers
Leadership does not drive necessary outcomes
for the organization
Employees are not satisfied with their jobs
Group performance is lacking
89%
Performance at or above
expected levels
44%
Leaders effective in growing
next generation leaders

Approaches to Selecting High Potential Employees
75
63
25
25
13
13
Managers use their judgment to identify high-potential
employees
High-potential employees are identified based on their
past performance
Employees nominate their peers for inclusion in the
high-potential pool
Employees complete detailed application forms for
inclusion in the leadership development program.
Candidates are selected based on their responses.
High potential employees are identified based on
psychological assessments
High potential employees are identified utilizing
assessment center data (e.g., psychological assessment,
business case analysis, interviews)
75%
Rely on manager’s
judgement to identify hipos
Potential source of bias
contributing to lack of
diversity

Measured Leadership Attributes
63
50
50
50
50
50
38
38
25
25
25
25
25
13
Self-awareness
Conflict style
Decision making style
Emotional Intelligence
Learning agility
Personality
Growth mindset
Negotiation style
Developmental efficacy
Implicit biases
Intelligence
Learning style
Meta-cognitive ability
Leader complexity
Underinvestment in high
value high return measures

Learning Agility
Utility of learning agility in predicting leadership success –
unconfirmed
19
Unrelated to peer
ratings of performance
Related to manager
ratings of performance
Unrelated to promotions

Metacognitive Ability
• Metacognition refers to “thinking about thinking”.
• Metacognition contributes to neural plasticity—the
brain's capacity to change and grow and function
smarter.
• It is the ability to be aware of one’s prior understanding
and reevaluating that understanding in light of new
information.
• Requires choosing and planning what to do and
monitoring what is being done.
20
6% - 22%
of leader effectiveness
explained by metacognition

Leadership Capabilities Prioritized for Development
88
88
63
50
50
38
38
13
Grow capability to manage and lead employees
Grow capability to lead change and organizational
transformation
Advance one's strengths
Grow capability to develop future talent
Grow capability to vision, strategize and inspire
Grow capability for execution excellence
Grow capability to lead in a global economy
Grow capability to lead digital transformation
Leading
people
&
leading
change
Most valued leadership
capabilities

Mismatch in Priorities
22
https://www.conference-board.org/blog/postdetail.cfm?post=6713&blogid=10
66%
Digital
Transformation
2/3 of CEOs believe that digital
transformation is a significant enabler
for their sustainability strategy
13%
Growcapabilityto
leaddigital
transformation
Vast majority of organizations are not
looking to grow from within the capability
to lead digital transformation

Leadership Development Program Features
100
75
75
63
63
50
38
38
38
38
38
25
25
Coaching
Workshop-based training (vendor led)
360-degree feedback
Assessments and feedback
Action learning
Workshop-based training (internally developed)
Development support through organizational sponsors
Executive education programs (university)
Multiple in-person meetings for structured learning
Stretch roles/special projects
Business simulations and case study analysis
eLearning/ augmented reality training
Outbound activities and team building experiences
3-25%
Improvements in leadership
attributable to coaching
0-15%
Improvements in leadership
attributable to 360 degree
feedback

Leadership Models
50
50
38
38
25
13
13
0
Company specific competencies
Leader behaviors (e.g. 7 habits of highly effective
people)
Situational leadership
Strength-based leadership
Servant leadership
Authentic leadership
Transformational leadership
Charismatic leadership
Underinvestment in high
value high return measures

Evidence from Science
25
Transformational LeadershipSituational Leadership
Leadership
Leadership Effectiveness
14%2%
Ken Blanchard’s One Minute Manager
Steven Covey’s Seven Habits
Spencer Johnson’s Who Moved My Cheese
Popular Leadership Behaviors
“While popular…lacks theoretical underpinnings
or research back-up”
Fred Luthans
Distinguished Professor of Management
University of Nebraska

Hipo Placement
75
38
25
13
13
Hipos have some practice in handling the target roles'
job responsibilities before being placed into the role
(e.g. special projects)
Hipos are placed in leadership positions with no prior
development
Hipos have plenty of opportunities to practice the
target roles' job responsibilies in safe settings (e.g. job
rotations) before being placed into their target roles
Leadership roles are filled based on tenure or non-
performance related factors
Hipos are placed into their target roles with some
development but no practice in handling the job
responsibilities
Practice
before
placement
A healthy sign of growing
talent from within

Leadership Succession Effectiveness
75
38
25
There is some history of growing and
promoting talent internally
Internally grown talent is consistently
promoted to their target leadership roles
across a broad set of positions
There is a robust practice of growing and
promoting talent to a few leadership
positions
Organizations leaning on
succession plans for
candidates
A healthy sign of growing
talent from within

Sponsors of Leadership Development Efforts
75%
Leadership
development
is led by HR
38%
Leadership
development
efforts jointly
led by HR and
business
leaders
25%
Leaders
actively
sponsor
leadership
development
efforts
HR is the primary driver of leadership development efforts. Opportunity for leaders to take the lead in growing talent from within. This requires a shift
in focus from talent development to human capital development.

How does your L&D team allocate their time across these activities?
Scanning for business needs for training 5%-20%
Conducting a needs analysis for an identified learning need 5%-25%
Developing content 15%-50%
Planning for deployment 5%-30%
Personalizing the learning experience 0-5%
Stakeholder management BEFORE learning begins
(get managers and business unit leaders to support learning of their employees) 5%-13%
Stakeholder management DURING the learning period
(influence managers to actively support employee participation in learning) 2%-10%
Stakeholder management AFTER the learning period
(ensure employees have opportunities to practice) 0%-10%
Evaluating learning outcomes
2%-10%
How L&D Spends Their Time
29

Career Planning and
Development

Career Planning and Development Scorecard
59%42%
3CEB (2018). The CEO 20 Pulse on the Future of Work. 2018 Benchmark Report
2Deloitte (2018) https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/human-capital/deloitte-uk-human-capital-trends-2018.pd
55%
4SHL (2018) http://evalion.gr/articles/pdfs/8/2018%20Global%20Assessment%20Trends%20Report.pdf
Selected career development as a
top priority in 2018 compared to
42% in 20144
Internal mobility and career path
– if significantly changed can
drive growth in the next 3 years3
not effective
at empowering people to manage their
own careers2

Jill’s Career Journey
Surprised by
 Freedom to explore career options within and outside
the function
 Freedom to progress on a technical track or a
management track
 Freedom to leave the organization for better
opportunities and return
 Encouragement to seek out mentors
Challenged with
 Negligible personalized career support
 Limited leader support
 Ad-hoc approach to career management
 Promotions still based on seniority

A validated Model of Career Management
Career success
(subjective and
objective)
Org. commitment Worklife balanceEmployability
Career insights
Encouraging a
protean career
attitude
Self exploration Career self-mgt
behaviors

Individualized Career Plan Design
1. Employee
Assessment
2. Career
Counseling
4. Plan Execution3. Career plan
Creation
5. Progress
Tracking
Purpose:
Self-exploration of
career interests and
aspirations;
Assess values and
interests; identify
career stage
Activities:
 Interviews
 Psychological
assessments
Purpose:
Interpret
assessment scores
Provide guidance on
career and
development
options
Activities:
 Interviews
 Counseling
workshops
Purpose:
Using assessment
interview data
design a plan to
prepare for the
destination
role/career
Activities:
 Counseling
workshop
 Self service tool
Purpose:
Ensure adequate
allocation of time
and effort to
complete the CM
plan.
Activities:
 Various career
development
activities such as
training, role
playing, job
shadowing
Purpose:
Provide feedback on
progress; determine
continued
investment of
organizational
resource.
Activities:
 Track progress
against plan
 Gather metrics
 Share feedback
on progress

Career Planning Effectiveness
100
100
80
80
80
60
60
0
Most internal promotions are based on seniority in org
Most internal promotions are based on seniority in role
Employees free to take multiple pathways to advance career
Former employees (boomerangs) welcomed back
Employees free to apply for internal roles within function
Dual career ladder for careers in technical or management track
Employees free to apply for internal roles outside function
Fixed career paths, employees prepare for next role sequentially
Seniority still the best way
to get ahead in
organizations
Growing acceptance of
protean careers

Outcomes of Careers Management
60%20%
20%
Average tenure of employees
4-8 years
8-15 years
greater than 15 years
20%
40%
40%
Promotions from within
5-10%
21-40%
greater than 40%
Greater than 60% of employees have access to career development opportunities

Career Development Options Provided by Organizations
100
100
100
75
75
75
75
50
25
25
25
25
Career paths
Training and Development Activities
Career discussion with HR or Manager
Internal job postings
Self-exploration and assessments activities
Tuition reimbursement
Job rotation
Career discussion with HR or Manager
Career planning workshop
Formal mentoring
Retirement preparation
Outplacement consulting
Career management
practices yet to mature

Career Development Elements
80
60
60
60
60
40
20
Informal mentoring programs
Psychological assessments of interests and preferences
Training and development for future roles
Defined career paths supported by job descriptions
Internal job posting system
Career development counselors, mentors, and coaches
Formal mentoring programs

Climate for Career Planning
100
100
80
60
40
Employees are encouraged to visualize a long-term career within the
organization
Our organization has well-defined career paths for several job families
Internal employees are considered first when filling an open position
All job openings are first posted internally
There are resources for anyone looking to advance their career within the
organization

Challenges Impacting Career Management Effectiveness
60
60
20
0
0
Lack of sponsorship by organizational leaders
Lack of technology to store and retrieve
career interest information
Lack of documented career paths
Lack of funding
Lack of expertise in running career
development programs
$Not the challenge

Integrated Talent Management
41

Relationship between Career and Workforce Planning
Future role
interest
Integrated TM System
Career
planning
Business
Strategy
Workforce
planning
Employee
Organization

Integrated Talent Management
Talent management practices leverage the career planning data
100
100
75
75
50
0
Learning and development
Leadership development
Succession planning
Performance management
Talent acquisition
Workforce planning

04
Begin small, experiment, iterate, and expand
03
Design integrated talent solutions to manage
the employee experience
02
Ask “how might we drive those outcomes?”,
Look at the scientific evidence for “what
works”
01
Question everything, break away from the
past. Start with “what outcomes are most
important?”
A Roadmap to Transforming Talent Development

45
Want to Benchmark your
organization’s talent development
practices?
Email
insights@humancapitalgrowth.com

New!
Member
platform and
community
 Curated high-quality content on evidence-based
talent management
 Tools and resources
 Mini workshops on evidence-based practices such
as “how to build a learning plan”, “how to
measure leadership potential”
 Community Discussion Boards
 Live Small Group Discussions with academic and
industry experts
and more
46

If you found value in this webinar, you may also be interested in
our webinar on digital leadership and our curriculum on talent
development.
47
Growing Leaders who Thrive
in the Digital Age
WEBINAR
Elevate your expertise in
evidence-based talent
development
LEARNING +
CERTIFICATION

https://www.linkedin.com/in/sarkarbarney/
48
Thank You!
For more information contact
Shreya Sarkar-Barney, Ph.D.
www.linkedin.com/company/human-capital-growth
@hcgtm
info@humancapitalgrowth.com
707.317. 7644
www.Humancapitalgrowth.com
Follow us
shreya@humanpitalgrowth.com
@sarkarbarney

Human Capital Growth Webinar: 2018 HCG talent development benchmark survey results ii deep dive

More Related Content

What's hot (20)

Similar to Human Capital Growth Webinar: 2018 HCG talent development benchmark survey results ii deep dive (20)

More from Human Capital Growth (13)

Recently uploaded (20)

Human Capital Growth Webinar: 2018 HCG talent development benchmark survey results ii deep dive