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Welcome to the March 2008 Journal on
Organizational
Change and Leadership Development. The theme for
this month is Talent Management. Topic areas
this
month will include creating an integrated
leadership
and talent management program as well as
extraordinary practices in recruitment and
retention.
We will be launching our first cohort of
selected
executives for the Talent Management Online
Practicum on Wednesday, March 26th featuring Dr.
John Sullivan as our research scientist and best
practice case study
leaders Lynn Ware and Candy Albertsson.
During the journal this month, we bring you
four of our
top thought leaders on the topics of performance
management, leadership development, executive
transitions, recruitment and retention and
personal
and organizational growth. These topic
areas seem
to encapsulate many of the top issues of our
current
Talent Management cohort and our membership at
large. We have found that approximately 68%
of you
have ranked one or more of these issue areas
as your
top 4 major
strategic change initiatives planned for the
2008 year.
Register now and you may view Jay Conger,
Marshall
Goldsmith, John Sullivan, and Ed Lawler III as
well as all
live and recorded online learning sessions
and the 2007
BPI research report for
the price
of one membership. Register
now
and you will gain access to the BPI's
Original
Best and all live and
recorded online learning sessions and
presentations from the world's top thought
leaders and faculty members.
On behalf of BPI and its talented thought
leaders,
executives, and case study leaders - let's
make this a
great month of learning and pioneering best
methods
of talent management!
Louis Carter, CEO, Best Practice Institute
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Marshall Goldsmith's Online
Learning Session, "What Got You Here Won't
Get You There"
America's most sought-after executive coach
shows how to climb the last few rungs of the
ladder
The corporate world is filled with
executives, men and women who have worked
hard for years to reach the upper levels of
management. They're intelligent, skilled, and
even charismatic. But only a handful of them
will ever reach the pinnacle -- and as
executive coach Marshall Goldsmith shows in
this book, subtle nuances make all the
difference. These are small "transactional
flaws" performed by one person against
another (as simple as not saying thank you
enough), which lead to negative perceptions
that can hold any executive back. Using
Goldsmith's straightforward, jargonfree
advice, it's amazingly easy behavior to
change. America's most sought-after
executive coach shows how to climb the last
few rungs of the ladder
The corporate world is filled with
executives, men and women who have worked
hard for years to reach the upper levels of
management. They're intelligent, skilled, and
even charismatic. But only a handful of them
will ever reach the pinnacle -- and as
executive coach Marshall Goldsmith shows in
this book, subtle nuances make all the
difference. These are small "transactional
flaws" performed by one person against
another (as simple as not saying thank you
enough), which lead to negative perceptions
that can hold any executive back. Using
Goldsmith's straightforward, jargonfree
advice, it's amazingly easy behavior to change.
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Jay Conger and Brian Fishel's
Online Learning Session "Accelerating
Leadership Performance at the Top: Lessons
from the Bank of America's Executive
On-Boarding Process"
A well designed on-boarding intervention for
executives can and should serve three
purposes. The first is to minimize the
possibility of derailment on the job. By
accelerating the new executive's
understanding of the role demands and by
providing support through constructive
feedback, coaching, and follow-up, a well
designed program can and should pre-empt
failures. The second role is to accelerate
the performance results of the new leader.
For example, research suggests that a senior
level manager requires an average of 6.2
months to reach a 'break-even point' - the
moment at which the new leader's contribution
to the organization exceeds the costs of
bringing them on board and their acquiring a
critical base of insight into the job.
Effective on-boarding interventions should
shorten this cycle of learning by
accelerating the development of a network of
critical relationships, clarifying leadership
and performance expectations, and
facilitating the formulation of more
realistic short and medium term performance
objectives. A third role for on-boarding
interventions concerns organizations that are
aggressively pursuing acquisitions or
experiencing high growth rates. In both
cases, they must grapple with socializing an
influx of outside senior managers. An
effective on-boarding intervention should
facilitate a far smoother integration
experience for these incoming executives. It
accomplishes this by helping them to rapidly
acquire an understanding of the business
environment, socializing them into the
organization's culture and politics, building
a network of critical relationships, and
familiarizing them with the operating
dynamics of the executive team. In this
presentation, we will look at the Bank of
America's executive onboarding program which
accomplishes these three objectives in a
highly sophisticated manner.
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Ed Lawler Online
Learning Session "Built to Change"
Organizations are built to perform, not to
change. But in today's highly competitive
business environment, organizations must be
ready to change and change frequently.
Organizations cannot sustain excellent
performance unless they embrace change.
This
online learning session will focus on
identifying practices
and designs that organizations can adopt so
that they are able to change. It will
include information about creating
strategies, structures, reward systems,
communication processes, and human resource
management practices that are designed to
facilitate the ability of an organization to
change.
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John Sullivan's Online
Learning Session "The Amazing Way Google
Manages Talent"
If you need to be the dominate player in your
talent market, you should begin your effort
by benchmarking against the world's first
true "talent machine" - Google. Google has,
in a handful of years, become the #1
employment brand, securing on their first
attempt the top spot on FORTUNE magazine's
"100 Best Companies to Work For" annual
ranking. During the last few years they have
attracted thousands of applications per week,
generated a hard to match $1 million plus in
revenue per employee and maintained an
unbelievable 4% turnover rate.
Google has developed a unique HR strategy
that provides them with a competitive
advantage. Some of the key lessons that you
will take away from this webinar include the
approaches that they use to increase
innovation, their unique perspective on
training and development, some of their WOW
tools for attracting the best around the
world, and how their people practices have
become the most "talked about" in the media
since Jack Welch's time at GE. Join industry
leading strategist Dr. John Sullivan, as he
highlights their compelling story, while also
analyzing both what they do and why it works.
It will be time well spent!
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Online Learning Sessions and
Presentations
Past and current online learning faculty include:
Dr. John Sullivan, Bruce Appelson, Marshall
Goldsmith, Ed
Lawler, Dr. Aubrey Daniels, Lizz Pellett,
Marilyn Greist, Michael Goussev, Sibyl Cryer,
Roosevelt Thomas, Jeff Davidson,
Jay Conger and Brian Fishel.
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Best Practice Case Study at
Cellular One in Employee Retention and Talent
Management
This case outlines a successful effort used
by Cellular One to consciously increase
employee retention and to become a preferred
place to work amongst wireless communications
employers. Cellular One is the leading
wireless communications company in the San
Francisco Bay Area. Cellular One's corporate
vision is to enhance people's lives through
wireless communications. In pursuing this
vision, the company focuses on serving
customer needs and uses the most advanced and
progressive wireless communications
technology to provide the products and
services customers desire. As part of its
"Customer Solutions" strategy, Cellular One
is "dedicated to providing the best total
solution to meet a customers unique needs."
The wireless communications industry is
currently growing at an explosive rate. There
are now over 60 million subscribers and that
number is expected to grow to more than 91
million by the year 2000. In addition,
studies in the wireless industry demonstrate
a growing pattern of higher employee turnover
within the segment. Sensitivity to these
trends catapulted the Cellular One management
team to recognize that the ability to attract
and retain scarce talent in the
telecommunication industry would be a core
driver of the business's ability to execute
its strategic growth plan.
The
Cellular One management team was also
concerned about the cost of turnover. To this
end, the company studied its direct costs
related to: · Recruiting · Selection ·
Training new personnel · Losses in
productivity due to new employee learning
curves · Lost opportunities while positions
are vacant
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Lessons in Leadership Development
and Competency Management at BP Amoco
This case study outlines an
integrated
leadership development system based on
leadership competencies that leverages
assessment and a worldwide, high-potential
development program as the cornerstone for
developing future top leaders.
This
case study takes place in 1999 when BP Amoco
was a recently merged $143 billion dollar
petrochemical company with annual revenues of
$108 billion dollars and earnings of $6.4
billion dollars. The workforce numbered
85,000 in 100 countries on six continents.
More than 70% of profits were generated in
the United States and Europe. While going to
print, BP Amoco announced the planned
acquisition of the $27 billion dollar
American Oil Company Arco. Subject to
shareholder and regulatory approval, this
acquisition made BP Amoco the second largest
oil company in the world by the end of the
millennium. The case study begins with the
Leadership Competencies that were launched in
1992, concurrent with a record low share
price of £1.84 and the departure of our
Chairman/CEO. While BP Amoco was a company in
crisis, these competencies contributed to the
foundations of a turnaround. Over the last
seven years, the Leadership Competencies have
provided the cornerstone for an integrated
management development system that has
developed world-class international leade
rs
who have delivered a £10.00 share price. This
case study describes the design and
implementation of BP Amoco's competency-based
management development system including: ·
the nine Leadership Competencies · a
360-degree feedback tool that measures the
Leadership Competencies for developmental
purposes · a state-of-the-art senior level
assessment center that measures the
Leadership Competencies and is linked to
action plans after returning to the workplace
· a groupwide high potential program that
develops people viewed to have the potential
to achieve the top 120 posts In this article
you will find: · Company Description · The
Development of the Leadership Competencies ·
360-degree Feedback Tool · The Lead Program:
Senior Level Assessment Center · Participants
· Program Overview · Competency Profile ·
Linking Competency Assessment to Development
Action Plans · Competency Fit with Critical
Business Situations · Aggregating LEAD
Performance for Strategic Advantage ·
Integrated Group High-Potential Program ·
Evaluation · Critical Success Factors
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BPI Original Research - Best
Practices in Talent Management, Leadership
Development, Performance Management, and
Global Change
This research study
addresses four core areas
that
the BPI Senior Executive board and general
membership identified as the four most important
operatives within thier respective
organization's
human resource departments. In an order of
process, these are the four most important
elements
that are within this study. 1. Talent and
Succession,
2. Performance Management, 3. Leadership
Development, 4. Global Change. This study
addresses themes, core issues, critical success
factors, change agent design, implementation,
evaluation features, and more. From the
cases you
will be able to extract approaches,
interventions, and
specific tools that can serve your
organizational
goals. By studying a number of the cases,
you will
be able to see which programs are likely to
work best
for you.
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