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Leadership Assessment - Aon

Aon Hewitt Performance, Reward & Talent Proprietary and Confidential Leadership Assessment The Backbone of a Strong Leadership Pipeline April 2015. Risk. Reinsurance. Human Resources. Aon Hewitt Performance, Reward & Talent Proprietary and Confidential Leadership Assessment is the backbone of a sustainable Leadership pipeline. However, organizations often struggle with determining how to identify leaders with potential, which Assessment approach to use, and how to apply Assessment results.. The Aon Hewitt Top Companies for Leaders research reveals that companies known for strong Aon Hewitt Top Companies for Leaders Research Leadership differentiate themselves through a pervasive focus on Assessment for every Founded in 2001, the Aon Hewitt Top Leadership stage, from front-line through Companies for Leaders study is one of the executive levels.

Aon Hewitt Performance, Reward & Talent Proprietary and Confidential Risk. Reinsurance. Human Resources. Leadership Assessment The Backbone of a Strong Leadership Pipeline

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1 Aon Hewitt Performance, Reward & Talent Proprietary and Confidential Leadership Assessment The Backbone of a Strong Leadership Pipeline April 2015. Risk. Reinsurance. Human Resources. Aon Hewitt Performance, Reward & Talent Proprietary and Confidential Leadership Assessment is the backbone of a sustainable Leadership pipeline. However, organizations often struggle with determining how to identify leaders with potential, which Assessment approach to use, and how to apply Assessment results.. The Aon Hewitt Top Companies for Leaders research reveals that companies known for strong Aon Hewitt Top Companies for Leaders Research Leadership differentiate themselves through a pervasive focus on Assessment for every Founded in 2001, the Aon Hewitt Top Leadership stage, from front-line through Companies for Leaders study is one of the executive levels.

2 They also employ a wide range most comprehensive longitudinal studies of of Assessment measures and strategically talent management and Leadership practices integrate Assessment with other talent practices. Using information gleaned from top companies' around the globe. Our first results, published in practices, scientific research, and Aon Hewitt's 2002, demonstrated the link between financial extensive practical experience, organizations can success and great Leadership practices, and dramatically strengthen their Leadership pipeline identified differentiating elements found only in by considering six Guiding Principles for top companies. The current study, conducted Leadership Assessment . in 2014, marks the eighth iteration of this foundational research. The pool of competing organizations was the most competitive we've A Strong Leadership seen to date, demonstrating that even those Pipeline is Essential to that didn't make the Aon Hewitt Top Companies for Leaders list are pushing in the Growth right direction.

3 For additional information, visit our website at In today's global corporate environment, strong Leadership is an organizational imperative, and companies must deftly balance their current and future Leadership needs. Leaders not only ensure the efficient operations of the organization; they The lack of potential leaders is the most pressing also drive performance and influence their HR challenge organizations expect to face.. Industry Week company's reputation. A robust Leadership pipeline is essential to meeting revenue goals, 85% of executives across the globe agree that the innovation, engagement, and growth. definition of effective Leadership has changed within the current decade.. Center for Creative Leadership Despite the need to power a solid Leadership pipeline, the current business landscape creates Mid- and senior-level leaders are viewed as the a context in which organizations struggle to most critical roles in organizations, yet are also the successfully fill their talent gaps.

4 The graying of most challenging to attract and retain.. the workforce signals the impending retirement Aon Hewitt Top Companies for Leaders Study wave of the Baby Boomer generation, which will Attracting and retaining talent ranks among the top inevitably create Leadership vacancies. Further, 5 most critical risks organizations face.. global economic instability fuels the war for talent, 2015 Aon Global Risk Management Survey and organizations engage in fierce competition for the best and brightest while simultaneously Organizations with top-tier Leadership teams outperform by . striving to develop their internal Leadership bench Corporate Leadership Council strength. The VUCA (Volatile, Unpredictable, Complex, and Ambiguous) business environment Leadership Assessment The Backbone of a Strong Leadership Pipeline 1.

5 Aon Hewitt Performance, Reward & Talent Proprietary and Confidential creates a pressing demand for leaders who are highly agile and adaptable. Survey after survey indicates that organizations face significant problems in filling key Leadership roles and have grave concerns regarding the adequacy of their Leadership pipelines. Aon Hewitt's Top Companies for Leaders research on Leadership and talent management demonstrates that organizations that can successfully drive Leadership growth through an emphasis on growing Leadership capabilities at all organizational levels thrive despite the challenges in the dynamic global marketplace.. Aon Hewitt Top Companies for Leaders Incorporate Assessment at Every Leadership Level According to Top Companies for Leaders findings, top companies possess an acute awareness that the need to acquire and develop outstanding talent is rapidly intensifying.

6 A key differentiator of top companies is an exceptional focus on creating an extensive and integrated Leadership pipeline that incorporates formal Assessment strategies for every Leadership level, a variety of rigorous Assessment techniques, and integration of Assessment into multiple talent practices. Assessment at All Leadership Levels Fuels a Robust Pipeline Top companies recognize that Assessment is the cornerstone upon which a sustainable Leadership pipeline is built. Not only do world-class companies utilize a range of reliable and valid Assessment methods, but notably, they also learn from their Assessment results. Assessment allows these companies to generate a full picture of their current Leadership abilities, identify gaps in their future Leadership , and Leadership Assessment The Backbone of a Strong Leadership Pipeline 2.

7 Aon Hewitt Performance, Reward & Talent Proprietary and Confidential formulate targeted development plans for potential leaders in order to fill those holes. Specifically, 100%. of global top companies use Assessment to identify deficiencies in their Leadership skill sets versus only 76% of all other companies. In addition, 96% of global top companies implement accelerated development plans based on these outcomes, compared to 71% of other participating companies. Guiding Principles for Leadership Assessment Clearly, Assessment plays a principal role in Leadership pipeline development. However, the way in which organizations approach Assessment , as well as the methods and tools they utilize, significantly impact the effectiveness of Assessment in powering a strong and sustainable Leadership bench.

8 As Church and Rotolo (2013) point out, many organizations endlessly search for the Assessment technique that will be most fruitful in developing future leaders. Given the vast array of Assessment methods available, organizations may struggle to form an Assessment strategy, choose appropriate tools, and utilize results in an informative and actionable way. Keeping in mind some fundamental guiding principles can help in developing an Assessment approach that is both effective and sustainable. Aon Hewitt's point of view on Leadership Assessment is based on the scientific literature, extensive experience with thousands of organizations, and exposure to the practices of the Top Companies for Leaders since 2002. Guiding Principle #1: Assess potential to make the curve at each Leadership level Top companies distinguish themselves by their commitment to investing in leaders at all business levels and their pervasive focus on appropriate Assessment at front-line, mid-, and senior executive levels.

9 An insufficient pool of Leadership talent at lower Leadership levels will inevitably lead to limitations in talent at higher levels. Designing and implementing assessments for each crucial curve in the Leadership pipeline is an efficient, reliable, objective, and cost-effective way to develop and prepare internal talent for their next Leadership step. Kaiser and Bartholomew (2011) point to the importance of creating tailored Assessment plans for every stage of the company hierarchy. In their novel empirical study, the authors illustrated that unique Leadership capabilities are required at each Leadership level. These results indicate that organizations cannot rely solely on previous performance to understand the capacity for lower-level managers to successfully fill more senior-level Leadership positions.

10 This study conveys how necessary assessments are to obtain an accurate evaluation not only of current Leadership capabilities but also the potential to make the turn at subsequent steps in the pipeline. Therefore, an important step in planning for Assessment is to define the competencies required for success at each Leadership level, particularly those competencies needed to make the curve at key career transitions. Assessment instruments that specifically measure these competencies can then be developed and implemented. Leadership Assessment The Backbone of a Strong Leadership Pipeline 3. Aon Hewitt Performance, Reward & Talent Proprietary and Confidential Charan's classic Leadership pipeline model describes six key Leadership stages and the critical competencies that individuals must cultivate in order to successfully transition to each subsequent stage (Charan, Drotter, and Noel, 2001).


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