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©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.1打造领导力供给线预防供给线障碍BuildingaLeadershipPipeline&preventingPipelineBlockage2010中国人才管理论坛March25,2010主讲人:倪汇钟DDI中国区资深顾问©DevelopmentDimensionsInt’l,Inc.,MMX.Allrightsreserved.2Hiring/Promotion|LeadershipDevelopment|PerformanceManagement|SuccessionManagement浦那人才管理专家©DevelopmentDimensionsInt’l,Inc.,MMX.Allrightsreserved.3WhyDoOrganizationsSelectDDI?Source:AberdeenGroupResearchBrief,May2009©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.4什么是领导力供给线？WhatistheLeadershipPipeline?Acriticalbusinessprocessthatprovidesorganizationswithasustainablesupplyofqualityleaders(atalllevels)tomeetthechallengesoftodayandtomorrow.关键的商业经营流程，以便持续供给企业优秀的领导者，处理企业当下及未来的挑战。©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.51.企业未意识到领导力转型的难度2.供给线战略与商业驱动缺乏有效衔接3.早期发掘高潜质人才流程不足4.未能关注员工成功整体要素5.前期工作不充分6.与发展项目不对接7.假设：配置＝实现常见供给线堵塞要素CommonPipelineBlockagePoints©DevelopmentDimensionsInt’l,Inc.,MMVI.Allrightsreserved.6非正式及新兴领导者一线领导者运营领导者战略领导者商业驱动力加速人才储备库©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.7转型挑战TransitionalChallenges非正式及新兴领导者Informal&EmergingLeadertoPeopleLeader•领导前同事Leadformerpeers•指挥他人Workthroughothers•授权他人做决策Empowerotherstomakedecisions•激励、鼓舞他人Engageandmotivateothers•拥护企业价值及战略Advocatecompany’svaluesandstrategy非正式及新兴领导者一线领导者运营领导者战略领导者商业驱动力©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.8领导力转型与人生其他挑战的困难度对比HowLeadershipTransitionsstackupagainstotherlifechallenges搬迁9.9%管理青少年8.6%健康事务8.1％初为父母7.5％结婚4.7％家庭事务4.2％离异11.4%丧亲14.8%工作转型19%运营战略员工©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.9©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.9•经验Experience•知识Knowledge•能力Competencies•个人贡献PersonalAttributes非正式及临时领导者一线领导者运营领导者战略领导者商业驱动力©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.10供给线堵塞的成本TheCostsofPipelineBlockage•人才流失Turnover•员工士气低下Lowworkforceengagement•外部晋升内部晋升ExternalpromotionsInternalpromotions•工作适应期长Longrampuptimeinjob结果：不能执行战略并优化市场机遇带来的优势Bottom-line:Inabilitytoexecutestrategyandtakemaximumadvantageofmarketopportunities©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.11常见供给线阻塞要素CommonPipelineBlockagePoints1.企业未意识到领导力转型难度OrganizationsfailtorecognizetheDifficultyofLeadershipTransitions针对转型缺乏准备Nodevelopmentfortransition46%1239%©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.132.供给线战略与商业驱动力缺乏有效衔接PipelinestrategylacksastronglinktoBusinessDrivers常见供给线堵塞要素CommonPipelineBlockagePoints©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.14商业驱动力形成成功典范BusinessDriversinformtheSuccessProfile…与潜在能力及个人行为模式相对接…linkedtounderlyingcompetencyandpersonalstylepatterns.商业驱动力BusinessDriver能力Competencies个人行为模式优势PersonalityPatternEnabling个人行为模式缺陷PersonalityPatternDerailing控制、削减运营成本Controlandreduceoperatingcost运营决策OperationalDecisionMaking执行力Execution影响他人InfluencingOthers务实、注重流程Pragmatic,ProcessFocused独立思考Independentthinker不重视纪律Undisciplined规避冲突ConflictAverse不擅决策Indecisive提升营收能力Increaserevenueproduction企业家精神Entrepreneurship商业敏锐度BusinessAcumen客户导向CustomerOrientation战略性/创造性Strategic/Creative充满热情/驱动个人及他人Energetic/drivesselfandothers过度直接，过于极端Overlylinear,black&whitethinker缺乏热情和领袖雄心Lackofenergy,leadershipambition©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.153.早期发掘高潜质人才流程不足InadequateprocessesforearlyIdentificationofPotential常见供给线堵塞要素CommonPipelineBlockagePoints©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.1616传统的领导力供给线ATraditionalLeadershipPipeline非正式及临时领导者一线领导者运营领导者战略领导者©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.18供给线快速通道FastTrackPipeline人才加速储备库AccelerationPool®©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.19各事业部及整个公司均设有“人才加速储备库”的企业OrganizationwithaPoolinEachBusinessUnitandaPoolforCorporatePositions©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.20LeadershipPotentialFactors领导潜力因素LeadershipPromise领导力前景•PropensitytoLead有领导倾向•BringsOuttheBestinPeople激励员工的最佳表现•Authenticity诚信BalanceofValuesandResults价值观和成果的平衡•CultureFit适应公司文化•PassionforResults对结果充满热情PersonalDevelopmentOrientation个人发展导向•ReceptivitytoFeedback接受反馈•LearningAgility敏于学习MasteryofComplexity掌控复杂情况•Adaptability适应性•ConceptualThinking概念性思考•NavigatesAmbiguity在不确定中前进Sources:Howard&Bray;McCall;Hogan&Hogan;CollinsSUSTAINEDPERFORMANCE可持续绩效+©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.21业绩——潜力——胜任力PerformancevsPotentialvsReadiness定义Whatitmeans如何评估Howitismeasured绩效Performance员工在当前岗位创造绩效的能力Aperson’sabilitytodeliverresultsinaCURRENTrole绩效管理＋360反馈Performancemanagement+360survey潜力LeadershipPotential领导力快速成长的可能性Aperson’slikelihoodtogrowquicklyintoalargerleadershiprole潜力领导力测试＋管理层意见/数据整合LeadershipPotentialInventory+ManagementInputs/DataIntegration胜任力Readiness员工在未来或更高阶岗位创造绩效的能力Aperson’sabilitytodeliverresultsinaFUTUREormoreseniorrole特定职务或级别的评鉴方法，如领导力加速发展中心Roleorlevel-specificassessmentmethodseg.assessmentcentres©DevelopmentDimensionsInt’l,Inc.,MMIX.Allrightsreserved.22StrategicOperationalPeopleLeaderInformal&EmergingLeader非正式及临时领导者一线领导者运营领导者战略领导者加速人才储备库LPI=领导力潜力测试流程LeadershipPotentialInventoryProcessLII=领导力素质测试Le