Emerald | Strategic HR Review

Preparing our leaders for the future

Steve Newhall — 2011-11-29 00:00:00.0

Abstract

Purpose – Recent research released by global talent management company, DDI, shows that over the last decade, there seems to be little real improvement in leadership quality. In the most recent Global Leadership Forecast, only one in three leaders reported that their quality of leadership was high and only 18 percent of HR professionals reported strong bench strength to meet future business needs. Clearly a significant shift is required in developing our leaders if this trend is to change, so the aim of this article is to ask: what can DDI's 6th Global Leadership Forecast tell us about leadership effectiveness and development? Design/methodology/approach – The Global Leadership Forecast is a comprehensive survey of the attitudes of leaders in relation to talent management practices, encompassing the views of more than 12,000 organizational leaders and 1,800 HR professionals from across 74 countries. Findings – Leaders rate themselves poorly, do not possess the skills necessary for future business success and do not have a sufficient pipeline of talent within their organization. Leadership development, processes and practices require significant transformation if organizations are to meet the increasingly rapid pace of business change. Originality/value – This article provides useful and current data on the attitudes of leaders to development and talent management as well as providing senior leaders and HR practitioners with a useful reference for planning an effective talent management strategy.

Social media gaming – a recipe for employer brand success

Tisha Freer — 2011-11-29 00:00:00.0

Abstract

Purpose – As part of an ongoing employer brand initiative, Evviva Brands developed My Marriott Hotel, a culinary social media game, for Marriott International that launched on Facebook in June 2011. This article seeks to focus on this initiative. Design/methodology/approach – Global research insights identified social media and gaming as primary in-home activities and a path for repositioning the Marriott brand with internal and external target audiences.?Focus groups, interviews and ethnographic observations led to key game-play and design components that would ensure the game delivered operations realities as well as entertainment value. Findings – The game was designed as a tool for reaching employment candidates in countries like China and India where the service industry is growing but hospitality is not a highly sought career.?By managing a virtual hotel kitchen including staff, supplies and ingredients, players are given insights into the world of hospitality and a culinary career at Marriott. Practical implications – By relying on target audience insights to build a business case, the project received support from key executive leaders throughout the process and their involvement generated over $500,000 in media exposure during the first few weeks of game launch. Originality/value – As first to market with a hospitality simulation game, numerous observations can be made about the processes that lead to successful game development and global deployment on Facebook's API.

Igniting business performance through transformational coaching

Carole Gaskell, Janet Logan, Lyn Nicholls — 2011-11-29 00:00:00.0

Abstract

Purpose – This case study aims to explore how coaching capability and leadership behaviors were developed at Ageas UK in order to improve business performance and create a cultural change at all levels of the organization. Design/methodology/approach – Following its introduction in early 2010, the Full Potential Group “High performance through coaching” program continues to deliver highly-pragmatic, experiential and business focused workshops across the Ageas UK management teams. The workshops incorporate a two-day session together with a one-day follow-up six to eight weeks later. Findings – With close to 150 of its management community having taken part in the program to date and receiving ongoing support from L&D to cascade and sustain the key principles, the return on investment at Ageas UK has been significant. Business performance gains from both a sales revenue and customer “upgrade” perspective have been considerable and managers are feeling more empowered and better able to lead, guide and support their teams. Originality/value – The article shows that the key success factors for embedding coaching into Ageas' company culture and making it stick long-term are: pro-active support from the board and senior management teams; fully aligning the coaching program to the Ageas UK business strategy; creating a “full potential” transformational attitude and mindset of continual development and improvement; and executing a comprehensive sustainability plan.

Developing analytical leadership

Jeanne G. Harris, Elizabeth Craig — 2011-11-29 00:00:00.0

Abstract

Purpose – This paper aims to set out key steps in the development, engagement and retention of analytical leaders, showing why they are such a core resource, highlighting the key types of analytical talent and focusing on the core skills needed to attain analytical proficiency. Design/methodology/approach – The research is based on a comprehensive survey of 799 analytical professionals employed by large US companies across a range of industries carried out in July 2008, as well as on the book Analytics at Work by Thomas Davenport, Jeanne Harris and Robert Morison, which was published in 2010. Findings – The research identified the core skills requirements for each of the four main types of analytical talent, highlighting the skill set needed by analytical leaders. Where developing and retaining this vital resource is concerned, it was found that analysts who understood their roles were six times more likely to be engaged than those who did not. Practical implications – Organizations need to take steps to develop, care for and retain their analytical talent. This is a prerequisite for establishing analytical leadership in a recruitment market where competition for analytics talent is increasing all the time. Originality/value – As well as drawing on exclusive research, the paper shows that Accenture uses case studies based on in-depth interviews and thought leadership to demonstrate analytical leaders' unique qualities.

Mapping a strategic approach to HR leadership

Andrea Adams — 2011-11-29 00:00:00.0

Abstract

Purpose – This paper aims to discuss the contribution that strategic human resourcing (HR) makes to organizational success and the crucial conversations that HR must orchestrate to truly fulfill its strategic role. Design/methodology/approach – Strategic HR has the potential to modernize management practice, bringing it into line with the needs of the twenty-first century organization. The paper acknowledges that while the role of strategic HR is understood, there is often a difference between this understanding and what happens in practice – the “knowing-doing” gap. To show how this gap can be addressed it presents a case study of building strategic HR capability in a leading retailer. This case study defines strategic HR's role in the case organization and charts its evolution. The process of building strategic HR capability is described in detail, and components of the resulting strategic development plan demonstrate a staged process for embedding strategic capability in the HR team. Findings – Strategic HR balances business demands with the needs of the organization and its workforce to adapt to change. Effective strategy builders facilitate conversations beyond the bounds of the HR team. They hold the organization's vision and work in the space between this and the organization's “current reality” to create a more sustainable future for all of the organization's stakeholders. Practical implications – Building strategic HR capability is building HR business leadership. To lead their organizations, HR people must first lead themselves. The case study shows how HR people can build confidence and strategic leadership capability through a planned change process. It also shows how to build appetite and expectation for a strategic HR contribution among line colleagues. Originality/value – The paper shows the critical importance of strategic HR leadership to today's organizations. It acknowledges that there is often a knowing-doing gap for HR professionals and an “appetite” gap for line colleagues. Triumpha's strategic HR development framework shows how capability can be developed and put into practice to create a more sustainable future for all of an organization's stakeholders.

The crucial link between performance and reward

2011-11-29 00:00:00.0

Initiative junkies

2011-11-29 00:00:00.0

Using CSR to motivate and train staff at VocaLink

2011-11-29 00:00:00.0

Association for Coaching UK Resilience Conference, London, UK, 14 July 2011

2011-11-29 00:00:00.0

Taking a more objective view to employability

2011-11-29 00:00:00.0

A look at current trends and data

2011-11-29 00:00:00.0

Supervision Coaching: Supervision, Ethics, and Continuous Professional Development

2011-11-29 00:00:00.0

What is the best way to improve cultural integration in a MNC?

2011-11-29 00:00:00.0

Lee Walters, learning and development manager

2011-11-29 00:00:00.0

Improve morale in times of austerity

2011-11-29 00:00:00.0

How Molson Coors deals with the cultural issues surrounding its M&A activity

2011-11-29 00:00:00.0

Mitchells & Butlers – HR strategy to deliver business performance

2011-11-29 00:00:00.0

The future of HR

2011-11-29 00:00:00.0