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Welcome to the June 2008 Journal!
This E-Journal will focus on the various
aspects of Best Practices in Talent
Management for the Top Executive Suite and CEO
position.
We will present our research, key case
studies, and recorded
Webinars and e-learning groups from top
experts for your learning in these areas.
We will present a survey that will
be used to initiate dialogue and further
research by our throught leaders to pioneer
new methods in this critical topic area.
CORPORATE MEMBER NEWS
From July 15-17th, the senior executive board
of BPI will be meeting in a closed meeting to
bring you new insights in the field of Human
Resources and Organization Development. And,
they will meet to discover their purpose and
roles in transforming the global economy. The
board consists of twelve top EVP's of HR
representing the following BPI membership
organizations; Cisco,
GlaxoSmithKline, Hewlett Packard, Saudi
Aramco, Johnson and Johnson, Johnson
Diversey, Volvo,Bank of America, EMC,
Corning, Best Buy, and Boston Scientific.
Louis Carter, CEO, Best Practice Institute
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BEST PRACTICES RESEARCH STUDY IN TALENT
MANAGEMENT Marshall Goldsmith, John Sullivan,
Louis Carter
We created a research study that addresses
the following areas: 1. Talent and Succession
Management 2. Performance Management 3.
Leadership Development 4. Global Change You
and your organization will likely get the
most from this study if you work with a team
in selecting a few of the cases to study in
depth. Aspects of several cases may apply
well to your organization and its culture.
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. The twelve initiatives in this
study have achieved recent best practice
global results. Each chapter shows how the
organization advanced a global business
strategy with a specific new initiative in
the areas of talent and succession
management, performance management,
leadership development, and global change
issues. Each case describes the overall
strategy, the planning and implementation of
the initiative, feedback from participants,
and overall evaluation of results to date.
Many of the cases also discuss the specific
competency models, practical tools,
instruments, and materials that were used.
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Accelerating Leadership Performance at the
Top: Lessons from Bank of America's Executive
On-boarding Process
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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The Imasco Limited Case Study outlines an
action learning-based program that is
designed to develop the strategic thinking
capabilities of senior and middle management.
Imasco Limited is a $10 billion (Cdn$)
diversified conglomerate focusing on consumer
goods and services in North America. They
compete in the tobacco, financial services,
drugstore, and land development industries.
Like most conglomerates, Imasco faces the
challenge of leading and allocating resources
across a diverse group of companies. This is
complicated by a company culture valuing
de-centralized control. The characteristics
of a typical action learning experience
include (1) an emphasis on learning by doing,
(2) most often performed in teams, (3) using
actual and substantive company issues that
put participants into problem-solver roles,
and (4) require team decisions that are
formalized into presentations (Noel, 1993).
This article describes the lessons from one
such program and its implications for
designing action learning experiences with
greater impact. In this case, action learning
has been carefully tailored to meet very
specific organizational needs and objectives.
In this article you will find: · Company
Description · The Concept of Action Learning
· Building A Business Case for Action
Learning at Imasco · Objectives of the Action
Learning Team · The Action Learning Program ·
Operating Company Visits · Customized
Management Education Program · Work Project:
"Imasco: The Next Generation" · Lessons Learned
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How does it differ from traditional
management succession planning? Social
relationship succession planning? Based on
research and experience in working with many
types of organizations for the past 25 years,
William will share practical approaches to
capture, preserve and communicate tacit
knowledge.
Participants will:
Hear distinctions between management and
technical succession planning
Compare their own organizational practices to
best practices
Learn how to address the most common problems
and mistakes made in implementing technical
succession planning programs
How does it differ from traditional
management succession planning? Social
relationship succession planning? Based on
research and experience in working with many
types of organizations for the past 25 years,
William will share practical approaches to
capture, preserve and communicate tacit
knowledge. Participants will: · Hear
distinctions between management and technical
succession planning · Compare their own
organizational practices to best practices ·
Learn how to address the most common problems
and mistakes made in implementing technical
succession planning programs
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This article is meant to encourage you to
reflect critically about the role of
executive replacement. The article explains
why succession management has garnered
increased global attention and is likely to
continue to do so for some time. Secondly, it
defines succession management and summarizes
how it is usually carried out. Thirdly, the
chapter is meant to challenge you to think
beyond succession management to how work can
be accomplished. Lastly, I suggest that
values modeling is likely to become a driver,
along with competency modeling, for future
succession and work management efforts.
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We invite you to join us in an exclusive
opportunity to build an executive coaching
and leadership development system with
Marshall Goldsmith, known throughout the
world as the #1 expert in executive coaching
and helping executives achieve positive
behavioral change.
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