Chief Learning Officer Magazine - August 2014 - Page 30
Results from the fourth annual Global Leadership Research Project — a study of some 300 CEOs and senior HR leaders globally from Chally Group Worldwide.
scil's insight:
Was sind die zentralen Elemente von Führungskräfte-Entwicklungsprogrammen:
- Coaching / Mentoring (56%)
- Action learning & developmental assignments (49%)
- Assessments & feedback (45%)
- Involvement of the CEO
"The survey reveals the more time chief executives commit to leadership development, the higher their level of satisfaction with the partnership will be. (...) Large-company CEOs spend an average of 29 percent of their time on employee development and 18 percent on their own development, while small-company heads spend 35 percent and 24 percent respectively. Taken together, CEOs spend approximately half their time on development activities — and those from higher-ranked companies spend even more."
Und wie müssen Talent-Programme für die "Millennial"-Generation gestaltet sein? Bei Deloitte setzt man auf folgende Elemente:
"The program teaches client-management skills, team-building and professional development, largely delivered through a social media environment. According to Jennifer Steinmann, Deloitte’s chief talent officer, “the emphasis is on interactive experiences, including simulations, role-plays, small-group teams — even video games — and an online New Hire Center with a custom dashboard to track first-year tasks.” Metrics indicate Deloitte’s efforts have been successful. Some 97 percent of new hires feel welcome to the company, and 96 percent report they understood its culture."