World_Report_on_HR_Challenges_2010

World_Report_on_HR_Challenges_2010

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Unformatted text preview: et. The new talent center, which operates alongside the HR function, has several unique characteristics. Through funding and staffing mechanisms that smooth the impact of talent movements on business units, it avoids the usual conflict with business unit leaders, who don’t want to lose their best people to grooming and transfer, and who have no incentive to underwrite talent development. Training sessions and coaching will increase development opportunities for high-potential talent, as well as increase the flow of talent through to managers at all levels. As a result, Sanofi-aventis is far more confident about overcoming the unique HR challenges of the Chinese market. T B C G • W F P M A Components of Effective Leadership Development Our interviews and experience suggest that the most effective approach to leadership development contains a blend of training sessions, frequent conversations, coaching, and hands-on experience. In each activity, the survey findings suggest that companies should devote more time to people development and effective decision-making. Highperforming companies rank their capabilities in those two skills much higher than do low performers. The most common leadership-development initiatives— technical and functional training, regular development con- versations and plans, and on-the-job projects—were each undertaken in nearly half of the companies surveyed. Technical and functional training, along with on-the-job projects, were deemed the most effective in developing leadership skills. (For a conceptual guide to leadership training content, see the sidebar “Navigating with a Leadership Compass.”) On the other hand, regular development conversations and plans were not considered very effective, in part because they are too infrequent and disconnected from other initiatives. (See Exhibit 8.) At many companies, a manager or even an executive might have just one conversation with his or her supervisor each year, to review Navigating with a Leadership Compass Young, promising employees need focused training and other measures to help them step into leadership roles. It’s essential to have a leadership “compass” that helps the next generation of leaders develop the right set of skills for navigating a volatile, interconnected, and complex world.1 In a recent study, BCG interviews with nearly 30 senior HR executives around the world revealed that four capabilities—the four points of the compass—will differentiate the most successful leaders in the coming years: ◊ Navigate. Leaders will need to combine analytical skills with an ability to interpret mixed signals in order to make decisions in uncertain situations. ◊ Empathize. Leaders must respect and understand diverse perspectives and build networks of people outside their organization. Empathy with people at all levels and with different perspectives can be quite valuable when entering new regions or market segments. ◊ Self-correct. Leaders wil...
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This document was uploaded on 09/30/2013.

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