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Succession Matters for Your

Future Workforce

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Andrew Bateman
@AndyWebcast

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THANK YOU
www.kornferry.com

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Succession Matters for your

Future Workforce
HCI webcast

September 9, 2015

2015 Korn Ferry. ALL RIGHTS RESERVED.

Our speakers

James Peters

Ronny Vansteenkiste

Senior Partner, Global Lead

for Succession Management,
Korn Ferry

Senior Vice President, Group

Head Talent Management and
Organizational Development,
Willis Group Holdings
Korn Ferry 2015. ALL RIGHTS RESERVED.

What does One have to do with succession?

One is the loneliest number that youll ever do

Two can be as bad as one
Its the loneliest number since the number one

Succession management should offer line executives choices

ideally three.

Korn Ferry 2015. ALL RIGHTS RESERVED.

Our agenda

Three questions to drive succession.

Identification of potential.

Right leadership capabilities.

Korn Ferry 2015. ALL RIGHTS RESERVED.

What the
research says

Succession Matters key findings

Korn Ferry Succession Matters survey, 2014.

1
2
3
4

Dissatisfaction with the status quo.

Too much talent bought not built.
Succession planning does not go deep enough.

Confusion about potential vs. performance.

Not enough ready now talent.

Korn Ferry 2015. ALL RIGHTS RESERVED.

The perception of succession programs

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Build vs. buy

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Depth of succession management programs

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How potential is being measured

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Potential for key roles

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Korn Ferry
succession
management
approach

To build the necessary talent capabilities, organizations

need effective succession and talent management

What leadership
talent do we need?

What leadership
talent do we have?

How do we close
the gaps?

Increased value to the organization.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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What talent do you need?

Answer:
Align talent and business
strategies.
Prioritize critical roles and
talent pools.
Create success profiles.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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What talent do you have?

Answer:
Assess your talent for
current and future
capabilities.
Review and segment
your talent.
Drive decision making on
talent deployment through
talent analytics.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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How do you close the gaps?

Answer:
Build: Through
development of individuals
and talent pools.
Buy: By benchmarking
and attracting external
talent.
Deploy: Ensure that key
talent is at the right place
at the right time.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Using analytics to inform better talent decisions

What does great
look like?
In our industry
Most innovative companies
For our strategy

Do we have the
leadership talent we need
to execute our strategy?

Who do we promote
or select?
Who has leadership
potential?
What is our leadership
bench strength?
Where is my talent?
How do the groups in my
organization differ?

Where should we invest

in development?

How does my talent

compare to my
competitors?

How should we focus our

recruiting?
How does my talent
compare to my
competitors?
Korn Ferry 2015. ALL RIGHTS RESERVED.

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Leveraging comparative analytics

Talent and business
strategies.
Group comparisons
and benchmarking.
Predicting outcomes
and impact.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Talent and business strategies

What talent is needed for innovation strategy?
Korn Ferry Four Dimensions of Leadership and Talent (KF4D)

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Talent and business strategies

Do we have the talent we need? Where should we invest in development?

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Multiple group comparisons and benchmarking

Where is my talent? How do my organizations groups differ?

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Multiple group comparisons and benchmarking

How does my talent compare to competitors?

Client XYZ

Competitors

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Predicting outcomes and impact

Organizations that use data for development outperform those who dont.

Source: Aberdeen 2011 Survey: Follow-up after high stakes assessment impacts results.
Korn Ferry 2015. ALL RIGHTS RESERVED.

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Predicting outcomes and impact

Correlating assessment and outcome data gives insight into performance drivers.

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Leadership potential
An individuals capacity
and interest to develop the
qualities required for
effective performance in a
significantly more
challenging leadership role.

Seven signposts
The drive and
motivation to
serve as a
leader.

Selfawareness of
strengths and
developmental
needs.

Awareness

Aptitude for
logic and
reasoning.

Managed
derailment risks.

Drivers

Capacity

A track record
of formative
experiences.

Experience

Learning agility

Leadership traits

The ability to
learn from
experience.

Leadership
traits associated
with advancement.

Derailment risks

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Performance and potential matrix summary

A valuable tracking tool
that is useful for
differentiating talent and
managing human
capital.

Performance (over time)

Its not enough to

differentiate in
assessment you must
apply differential
development!

Potential
Korn Ferry 2015. ALL RIGHTS RESERVED.

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Talent calibration: performance and potential

A research-based, validated, and repeatable process that provides a clear view of your talent
placed into 9 cells, with associated development plans unique to their cell placement.

Benefits to the organization

Develops the ability within your

leaders to objectively and
accurately assess performance
and potential.

Emphasizes the creation of

pragmatic and meaningful
development assignments.

Reinforces a culture where

talent and potential are valued.

Leaders learn how to have

discussions about talent and
how to take action to develop it.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Is potential
immutable?

Is potential immutable?
Michael Oher

Korn Ferry 2015. ALL RIGHTS RESERVED.

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On leadership potential
Leadership potential is mutable it can be developed.
Assessing leadership potential allows you to determine
altitude, velocity, and path.
Being a high potential is not forever potential can and does change.

Being a high potential is a responsibility and not a right.

Leadership potential is about the high potentials and the high professionals.

Companies over focus their attention on high potentials.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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The right leadership capabilities

The Einstein quadrant.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Leading global risk advisor, insurance and reinsurance broker.

Willis Global Franchise

2014 Commissions and Fees by Segment

North
America
38%

International
29%

Global
33%

Willis Subsidiaries and Associates

2014 C&F: $3.8 billion

With roots dating to 1828, Willis operates today on every continent, with more than 18,000
employees in over 400 offices.

Across geographies, industries and specialties, Willis provides its local and multinational
clients with resilience for a risky world.
Willis is known for its market-leading products and professional services in risk management
and risk transfer.
Willis experts rank among the worlds leading authorities on analytics, modelling and
mitigation strategies at the intersection of global commerce and extreme events.
Korn Ferry 2015. ALL RIGHTS RESERVED.

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Focusing on subject matter experts...

Hence focus on the Einstein quadrant keepers of your core competence.

Nature of your businessa high-potential or a high-professional

organization.

Talent management is more than high-potential development.

Many of the most critical roles require deep mastery.

Have known this since the Renaissancemaster crafters and explorers.

The last decade has called for a more balanced view on talent.

Increasing emphasis on big data and analytics calls for deep specialization.

Increasing requirement for true top performers who are also true masters.

Talent management too often too concentrated at top of the organization.

Succession management does not go deep enough.

As you go deeper, you deal with more craftmanship.

Some are in most important leadership positions.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Mastery or learning agility?

Going deep vs. going broad.
Depth: High mastery,
high professional

Breadth: High learning agility,

high potential

Recognized functional, technical expert: unique

knowledge, skill and expertise which is rare, and
therefore difficult to replace or buy.

Easily learns and applies new ways, new

technologies, and new functions.

Clever problem solvers.

Know curent job extremely well so can be counted

on, especially in tough times.

Think strategically.

Superior performers year after year.

Perform well under new, tough conditions.

Work independently with little or no supervision.

Change behaviour or approach easily.

Love wht they do, may not aspire to broader

management.

Have wide interests (highly curious).

Deal well with ambiguity & complexity.

Promotable outside their areas, especially into

general management and senior leader roles.

Like to try different approaches.

Impatient, dont accept the status quo, therefore

sometimes low tolerance for marginal processes or
behavior of people.

Have depth of organisational knowledge.

Excellent at developing people.

Trusted resources within the organisation.

Hate to lose as difficult to replace in kind.

Widely recognised outside the company.

Both are considered consistently high performers in their given context.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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examples

Top experts in their field, expertise area, and professional services.

Our global growth capabilitiesall mastersto create competitive
advantage.
Risk analytics.
Global client advocates.
Placement specialists.
Industry specialists.
Shift from traditional insurance broker to the risk advisor.
The analytical broker.
The (global) client advocate.
Deep dive in the sales function.
Field sales leaders.
The farmers vs. the hunters.

Korn Ferry 2015. ALL RIGHTS RESERVED.

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Any questions? kornferry.com/contact-us

James Peters

Ronny Vansteenkiste

Senior Partner, Global Lead

for Succession Management,
Korn Ferry

Senior Vice President, Group

Head Talent Management and
Organizational Development,
Willis Group Holdings
Korn Ferry 2015. ALL RIGHTS RESERVED.

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 Korn Ferry 2015. ALL RIGHTS RESERVED.