DDI’s Talent Management Intelligence

2.0 or not 2.0 – That is the Question.

By Verity Bissett-Powell

A voicemail from my Dad earlier today: “OK, I have finally succumbed and signed up for Facebook. It seems that it is the only way I can keep in touch and find out what you’re doing”. I have lived in America for two years and while I try my best to send my parents photos and call regularly with updates, my Dad still recognized that to truly understand what I was experiencing, he needed to get a Facebook account.

But what does this mean to the world of Talent Management? Just as Facebook has become a natural way of social life, similarly such modern media is going to become part of professional learning and development (note I say “is” and not “might”). The Kirkpatrick level 3 behavior change goal is going to get a V8 boost as various technological options propel development initiatives from concept into practice.

For example, if an organization wants to drive acceptance of change then they can blend instructor-led learning with a vodcast from the CEO on the benefits of continuous improvement, maybe a senior leader could write a one-week blog on the topic, and post-classroom the learners can share ideas through discussion boards, maybe even skill practice through Skype sessions organized via a LinkedIn group. Now, I’m not a betting person, but even I’d put money on such a varied learning model delivering the desired culture of change.

Of course, this 2.0 inclusion isn’t going to happen overnight. And what’s really interesting about using 2.0 capabilities in learning and development, is that for once the “top down” approach might not be the best bet. With the comfortable acceptance of social media by X and Y generations, this evolution is likely to move up the Leadership Pipeline, from the Tweeters to the Boomers.

Like Hamlet, I sought the perspective of my father on the question - 2.0 or not 2.0? Dad said he’s “sold” on it, but couldn’t talk long because he was having an IM conversation with an ex-colleague he’d found on Facebook.

Verity Bissett-Powell is a Consultant with Development Dimensions International (DDI).

Facing Stormy Conditions

By Rich Wellins, Ph.D.

More than 100 people were in New York last week at The Conference Board’s Talent Management Conference, braving winter weather once again. Aside from the weather forecast, most attendees were facing stormy business conditions, but they were more optimistic than a year ago.

But, what struck me about this conference was more congruence than ever around some key themes:

1.    From Succession to Mobility

Up, out or across? Yes, organizations still consider succession a key priority and, evidently a challenge, but talent mobility is not just about “up.” It’s about moving people to where they are needed. Out is about assignments in high-growth global areas, especially China. Across is moving people to different assignments, teams, or jobs (based on both business need and development). IBM for example, recently swapped two senior leaders for purposes of perspective and experience (the lending executive went to customer marketing and vice versa).

2.    Senior Managers Stepping Up

While there is still a way to go, senior executive teams, including the CEO, are taking a more active role as talent champions. Becton Dickinson’s “office of the CEO” (the top executive team) is spending more time once a quarter reviewing the talent in the top 45 positions. At J&J, the CEO spends two days of his time facilitating a program for top leaders. 3M’s CEO is estimated to spend over 250 hours a year reviewing top talent. It makes a difference.

3.    Pipeline No Longer a Pipedream

Today, nearly half of the presenters at the Conference Board, including  IBM, J&J, and 3M, showed “the leadership pipeline triangle,” with clear development and transition programs in place for each level of leadership. Organizations are realizing the strength of their leadership bench is only as good as their weakest “leadership level” link, requiring a more holistic look

4.    Gone Global, Going Local

No trend has impacted the management of talent as much as going global. Many companies attending the conference have more than 50% of their business coming from outside of their home country. The most critical change I have seen, however, is a reduction in the need for expats. While still a prevalent part of the global talent mix, corporations are doing their best to put local talent in key leadership positions. 

Were you there, or are you experiencing the same thing? Please share what you're seeing. 

Rich Wellins is senior vice president at Development Dimensions International (DDI).

Embrace the “Brown Fat”

By Barry Stern, Ph.D.

Years ago, a former colleague and business partner, exasperated with a client’s middle management layer, referred to them as “the arteriosclerosis in the veins of the organization”. Today it has become de rigueur to fret over the arteriosclerotic impact of the current global economic climate upon leadership pipelines. Yet while watching the news early one morning this week I found out that there is a “brown fat” that comprises a small percentage of an adult’s body weight which might play some role in regulating body weight and energy balance. Perhaps, I was informed, there may even prove to be a link between obesity and a lack of brown fat. And the very next morning my sensibilities were further assaulted when I was reminded on the same show that the cholesterol scouring class of drugs called statins could cause lethargy, muscle weakness, and liver damage.

So this got me to thinking about two sets of questions:

• What is our responsibility as HR professionals to seize this unique moment in the business environment to leverage those “brown fat” leaders now more likely to remain in our organizations?  How vital to our organizational leanness and energy balance are they? And finally, have we the nuanced approaches and systems to accomplish this in a meaningful way?
• Are our statin-like efforts to “unclog our pipelines” too heavy handed? Will the side effects of our efforts likely sap the vitality from our organizations and ultimately result in permanent disability? 

Just as researchers are sure to learn more about brown fat in the immediate future, I propose that we “embrace the brown fat” with our Talent Management efforts. There’s much to learn. What steps are you taking? This golden opportunity won’t last forever. The clock is ticking. 

Barry Stern is vice president, Consulting Services and Delivery for Development Dimensions International (DDI).

Is the Pipeline Clogged?

By Rich Wellins, Ph.D.

DDI’s CEO, Bill Byham, is always thinking.  In 2000, he wrote a best-seller called Grow Your Own Leaders (Financial Times Prentice Hall Books) and reinforced the “war for talent” which he predicted would be especially acute at higher leadership levels due to an aging workforce.

That was back then.  Fast forward to 2010, the “leadership world” according to Bill has changed.  The war for talent may well be over for many parts of the world.  And, the leadership pipeline may become clogged. 

Why? For one, advances in healthcare make it much more likely that people will live for longer.  The traditional 10-15 golden years could extend to 15-20.  Many people, (not all) find this a bit long for “retirement” and are increasingly worried they will outlive their savings.

Perhaps a bigger reason is the enormous economic losses we faced in the last two years—many people are simply unable to retire.  The potential consequences are enormous:

• What happens to younger high-pos interested in rapid progression?  Will we be able to hang on to them?  Are they likely to start their own “younger Incs,” competing with traditional corporations.
• What do you do with senior managers coasting to retirement?  It’s one thing to tolerate a bit lower productivity for the final years of a career.  But what happens if “coasting” goes on for five years or more?
• Will the clogged pipeline lead to stale business models, less innovation, and diminished chances for change?  Diversity, especially at leadership levels, is key to business success.

So, do you think the war for talent has ended–at least for the next five years?  Are you worried about a clogged pipeline?  We’re interested in what you think can be done about it.

Rich Wellins is senior vice president at Development Dimensions International (DDI).