ETF/CEEMAN RESEARCH PROJECT

1. ETF/CEEMAN RESEARCH PROJECT Assessment of Management Training Needs At the Achieved Level of Transition Lessons from 9 CEE Countries Bulgaria Hungary Poland Latvia Romania Lithuania Russia Ukraine Slovenia Satlillo, Mexico, 3-4 March 2004

2. ETF/CEEMAN Assessment of MT Needs Research Sample • 158 Companies • 77 Manufacturing • 81 Services • 852 Managers • General Managers • HR Managers • Individual Managers Satlillo, Mexico, 3-4 March 2004

3. ETF/CEEMAN Assessment of MT Needs Research Philosophy • Context Chain • Business Challenges • Strategic Responses • Managerial Capabilities • Training Needs • Provision of Training • Evaluation Satlillo, Mexico, 3-4 March 2004

4. ETF/CEEMAN Assessment of MT Needs Research Methodology • Quantitative • 3 different questionnaires for • 3 different target groups • Qualitative • Interviews and discussion • References to previous studies, if any Satlillo, Mexico, 3-4 March 2004

5. ETF/CEEMAN Assessment of MT Needs Research Results Dissemination • CEEMAN/RABE International Conference, Moscow, June 1999 • National Seminars • Riga, 3 April 2001 • Kaunas, 5 April 2001 • Budapest, 19 June 2001 • Kiev, 21 June 2001 Satlillo, Mexico, 3-4 March 2004

6. ETF/CEEMAN Assessment of MT Needs Research Outputs • 9 Country Reports • 1 Cross Country Report (5 countries) • 1 Cross Country Paper (9 countries) Satlillo, Mexico, 3-4 March 2004

7. ETF/CEEMAN Assessment of MT Needs PROJECT SUMMARY • The Challenge Myopia • Even hard strategies require soft skills • Management capabilities/roles – Victims vs. Enablers • Do managers know what their needs are? • From management training to MD • From training services to learning partnerships • You get what you measure! • Lessons for learning partners Satlillo, Mexico, 3-4 March 2004

8. The Challenge Myopia Findings • Increased Awareness of Challenges • Yet - Not Sufficient • Exposure / Awareness Satlillo, Mexico, 3-4 March 2004

9. The Challenge Myopia Conclusions / Issues • Self-Satisfaction • Achieved transition • The stormy days are over • Lack of Understanding • Culturally Embedded Perception • Change Aversion Satlillo, Mexico, 3-4 March 2004

10. The Challenge Myopia Recommendations • If inevitable, still curable • Improved understanding of challenges • Broader Training Objectives • Thinking horizons • Change values and attitudes Satlillo, Mexico, 3-4 March 2004

11. Even Hard Strategies Require Soft Skills Findings • Companies claim to have comprehensive strategies • Shifting from Hard to Soft • Major projects focusing on the Hard • HR and MD still neglected Satlillo, Mexico, 3-4 March 2004

12. Even Hard Strategies Require Soft Skills Conclusions / Issues • Strategies follow perceptions • Confusion about strategies/tactics/tools • Human factor “Cinderella” • Generation gap • 3rd generation strategies • 2nd generation organizations • 1st generation managers Satlillo, Mexico, 3-4 March 2004

13. Even Hard Strategies Require Soft Skills Recommendations • Develop “Strategic Mentality” • Strategies could not be crafted in a vacuum • Skills for crafting and implementation • HR based strategies require new positioning of HR function Satlillo, Mexico, 3-4 March 2004

14. Capacities/Roles – Victims or Enablers Findings • Capabilities • Hierarchy • Potential of non-managerial groups • Middle and Lower Management critical • Roles • Managerial only at the top level • Others mainly professional • Individual managers having different views • Critical talents recruitment – mainly internally Satlillo, Mexico, 3-4 March 2004

15. Capacities/Roles – Victims or Enablers Conclusions / Issues • Hierarchy remains almost untouchable • Potential remains rather underutilized • Simultaneous increase in all roles • Different perception of roles lead to different perception of training needs • Market for managerial talents Satlillo, Mexico, 3-4 March 2004

16. Capacities/Roles – Victims or Enablers Recommendations • Management as a new profession • Emphasis on weak points • Improved capabilities – new roles • Young talents – opportunities and needs • Recruitment and management succession both require training Satlillo, Mexico, 3-4 March 2004

17. Do Managers Know What Their Needs Are? Findings • High consensus about problem/opportunities • A bit lower regarding training priorities • Reflect companies’ strategies and departmental needs • Three main patterns • Hierarchical • Participative • From corporate to individual responsibility Satlillo, Mexico, 3-4 March 2004

18. Do Managers Know What Their Needs Are? Conclusions / Issues • Do managers really know what they needs are? • Vertical inconsistencies • Context chain malfunctioning • Horizontal inconsistencies • Poor internal communication • Inadequate positioning of HR function Satlillo, Mexico, 3-4 March 2004

19. Do Managers Know What Their Needs Are? Recommendations • Management training needs are contextual • A journey of discovery rather than a known territory • Needs assessment requires involvement of all learning partners Satlillo, Mexico, 3-4 March 2004

20. You Get What You Measure ! Findings • Very poor if any systems and measures • Companies claim to have knowledge diffusion and sharing • Managers believe that the value decreases from individual via departmental to company’s level Satlillo, Mexico, 3-4 March 2004

21. You Get What You Measure ! Conclusions / Issues • HR and MD: If not measured – not important • Poor measures – poor gains ! • Explicit knowledge turning into tacit knowledge rather than the other way round Satlillo, Mexico, 3-4 March 2004

22. You Get What You Measure ! Recommendations • Establish measures and systems • Life-long learning • Learning organizations • Learning society • Supporting each other Satlillo, Mexico, 3-4 March 2004