Innovative Talent Strategies and the Bottom Line ...
The Iclif Leadership and Governance Centre ...
Indian business culture paradox: High levels of individual engagement coupled with low productivity and high attr...
All Rights Reserved. The Iclif Leadership & Governance Centre 4
Global Research Plus, our experience in Software ...
Why does Leadership Matter?• Leadership drives business results. Clear and consistent leadership provides superior return...
What do all effective leaders have in common? Source: The...
What I heard in India 2011:Do any of the observations apply to your firm? “Our new hires have the technical skills. They n...
Pop Quiz: How Many of the Global TopCompanies for Leadership are in Software? Globally: 1. IBM ...
Pop Quiz: How Many of the Global Top Companies for Leadership are in India? Globally: 1. IBM ...
Pop Quiz: How Many of Top Companies for Leadership in Asia are in India?Asia:1. ICICI Bank (India)2. China Mob...
Both IBM and ICICI value… Technology AND Culture of leadership (not just individual leaders) All Rights Reserved. The ...
Leadership people can believe in: IBMAll Rights Reserved. The Iclif Leadership & Governance Centre
Leaders create culture“I came to see, in my time at IBM, that culture isn’t just one aspect of the game -- it is the ga...
IBM’s focus for developing leaders in 2012Technology: on-line learning communities, searchabledatabases, job relevant info...
ICICI: Leaders create culture“ICICI had a problem of atrophy, and we had to break it ifwe were to survive. In 1996-1997, w...
ICICI Leadership Development Strategy: Meritocracy with Corporate Commitment• Focus: Spot, groom and deploy leaders i...
Three Things Top Leadership Can Do• Energize yourself as a Leader (self-leadership)• Enlist Co-Leaders (team leadership)• ...
From High Levels Individual Engagement in the Work toHigh Levels of Organizational Engagement in the Individual 1. Engag...
Support our research? adeline@iclif.org or kate@iclif.org All Rights Reserved...
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NASSCOM HR Summit 2012: Connecting the dots between innovating talent strategy & bottom line

Published on: Mar 3, 2016
Published in: Business      Education      
Source: www.slideshare.net


Transcripts - NASSCOM HR Summit 2012: Connecting the dots between innovating talent strategy & bottom line

  • 1. Innovative Talent Strategies and the Bottom Line Kate Sweetman Head of Research and Curriculum Iclif Centre for Leadership and GovernanceAll Rights Reserved. The Iclif Leadership & Governance Centre 1
  • 2. The Iclif Leadership and Governance Centre Iclif is an international, Asia-focused centre of excellence delivering practical and usable leadership and corporate governance programs which help companies to visibly improve their business performance.All Rights Reserved. The Iclif Leadership & Governance Centre
  • 3. Indian business culture paradox: High levels of individual engagement coupled with low productivity and high attritionInnovative Talent Strategies that work in software and in India are needed to protect our bottom lines All Rights Reserved. The Iclif Leadership & Governance Centre 3
  • 4. All Rights Reserved. The Iclif Leadership & Governance Centre 4
  • 5. Global Research Plus, our experience in Software Services firms as well as other companies based in:  US  Europe  Asia  Middle East  IndiaAll Rights Reserved. The Iclif Leadership & Governance Centre
  • 6. Why does Leadership Matter?• Leadership drives business results. Clear and consistent leadership provides superior returns• Leadership doesn’t just happen. In TCFL, 85% of the senior leaders place a top priority on leadership development (v. 45% of other competing companies)• Leaders come from within. Companies everywhere tend to reject senior level hires (politics, culture, and new exec’s lack of internal knowledge and network) How do we spend our time and attention as leaders?All Rights Reserved. The Iclif Leadership & Governance Centre
  • 7. What do all effective leaders have in common? Source: The Leadership Code All Rights Reserved. The Iclif Leadership & Governance Centre
  • 8. What I heard in India 2011:Do any of the observations apply to your firm? “Our new hires have the technical skills. They need to build depth in relationship skills with clients and peers, leading and mentoring others…” “Our people need to learn to work together, and not just throw client needs across the transom. Our sales group in North America and our development teams in India barely interact.” “It is much harder to teach the soft skills than the technical skills…” All Rights Reserved. The Iclif Leadership & Governance Centre
  • 9. Pop Quiz: How Many of the Global TopCompanies for Leadership are in Software? Globally: 1. IBM 2. P&G 3. General Mills 4. McKinsey 5. ICICI Bank (India) 6. McDonald’s 7. General Electric 8. Titan Cement 9. China Mobile Comm Corp 10. Hindustan Unilever 11. Natura Cosmetics 12. Colgate Palmolive 13. TNT (Australia) 14. Deere & Company 15. Whirlpool 16. 3M 17. Cargill 18. Olam (Singapore) 19. Eli Lilly 20. PepsiCoAll Rights Reserved. The Iclif Leadership & Governance Centre
  • 10. Pop Quiz: How Many of the Global Top Companies for Leadership are in India? Globally: 1. IBM 2. P&G 3. General Mills 4. McKinsey 5. ICICI Bank (India) 6. McDonald’s 7. General Electric 8. Titan Cement 9. China Mobile Comm Corp 10. Hindustan Unilever (India) 11. Natura Cosmetics 12. Colgate Palmolive 13. TNT (Australia) 14. Deere & Company 15. Whirlpool 16. 3M 17. Cargill 18. Olam (Singapore) 19. Eli Lilly 20. PepsiCoAll Rights Reserved. The Iclif Leadership & Governance Centre
  • 11. Pop Quiz: How Many of Top Companies for Leadership in Asia are in India?Asia:1. ICICI Bank (India)2. China Mobile Communications (China)3. TCL (China)4. Hindustan Unilever (India)5. Olam (Singapore)6. Aditya Birla Group (India)7. Lion Nathan (Australia)8. Infosys (India)9. New Zealand Refining (NZ)10. Wipro (India)11. Trustpower (New Zealand)12. British American Tobacco (Malaysia)All Rights Reserved. The Iclif Leadership & Governance Centre
  • 12. Both IBM and ICICI value… Technology AND Culture of leadership (not just individual leaders) All Rights Reserved. The Iclif Leadership & Governance Centre
  • 13. Leadership people can believe in: IBMAll Rights Reserved. The Iclif Leadership & Governance Centre
  • 14. Leaders create culture“I came to see, in my time at IBM, that culture isn’t just one aspect of the game -- it is the game. In the end, the organization is nothing more than the collective capacity of the organization to create value. Vision, strategy, marketing, financial management – any management system, in fact – can set you on the right path and can carry you for a while. But no enterprise…will succeed over the long haul if [the right cultural] elements aren’t part of its DNA.” Louis GerstnerAll Rights Reserved. The Iclif Leadership & Governance Centre
  • 15. IBM’s focus for developing leaders in 2012Technology: on-line learning communities, searchabledatabases, job relevant information available in networkedmobile devicesLeaders develop leaders: Senior leaders actively engage inselecting, developing , assessing peers as well as junior staffCareer guidance: employees can map their own growth incoordination with others. Development surveys ask themwhat they believe that they need to learn (“pull”) Results: excellent financial returns AND very high engagement and very low turnover – a sustainable model All Rights Reserved. The Iclif Leadership & Governance Centre
  • 16. ICICI: Leaders create culture“ICICI had a problem of atrophy, and we had to break it ifwe were to survive. In 1996-1997, we had this wonderfulsituation where the smartest graduates from top B-schoolswould come to ICICI and atrophy within a year.”  KV Kamath, ICICI Bank case study, HBS• Tied Talent strategy to company strategy (performance evaluation system)• Tied Talent strategy to Technology strategy (90 day rule)• Specific Leadership Development strategy ICICI’s Global Expansion, Tarun Khanna and Ramana NandaAll Rights Reserved. The Iclif Leadership & Governance Centre
  • 17. ICICI Leadership Development Strategy: Meritocracy with Corporate Commitment• Focus: Spot, groom and deploy leaders in-house (600 searchers)• Treat best b-school grads as entrepreneurs• Star system (A, B, C) with senior management attention  360 degree assessment  7-9 member skip level assessment panels  All assessors are top talent• Allow for failure; provide levels of backstops• Training:  Experience (eg report to board)  Classroom (eg case studies, etc) 17 All Rights Reserved. The Iclif Leadership & Governance Centre
  • 18. Three Things Top Leadership Can Do• Energize yourself as a Leader (self-leadership)• Enlist Co-Leaders (team leadership)• Galvanize Large Numbers (enterprise leadership)All Rights Reserved. The Iclif Leadership & Governance Centre
  • 19. From High Levels Individual Engagement in the Work toHigh Levels of Organizational Engagement in the Individual 1. Engage senior leadership: values start here 2. Engage Talent organization: 70/20/10 3. Engage other senior level sponsors: mentorship and storytelling 4. Engage clients: connect to their perspective 5. Engage employees: they matter most of all 6. Engage “others”: expand notion of who can be a leader All Rights Reserved. The Iclif Leadership & Governance Centre
  • 20. Support our research? adeline@iclif.org or kate@iclif.org All Rights Reserved. The Iclif Leadership & Governance Centre 20