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LDP 101: Closing the Upcoming Leadership Gap through Leadership Development Programming

LDP 101: Closing the Upcoming Leadership Gap through Leadership Development Programming. Megan Brogger, M.A. Katie Olson, M.A., L.P.P. John Fennig, Ph.D., L.P. DRI Consulting St. Paul, MN. Context. Federal Government 60% of all federal workers eligible to retire by 2016

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LDP 101: Closing the Upcoming Leadership Gap through Leadership Development Programming

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  1. LDP 101:Closing the Upcoming Leadership Gap through Leadership Development Programming Megan Brogger, M.A. Katie Olson, M.A., L.P.P. John Fennig, Ph.D., L.P. DRI Consulting St. Paul, MN

  2. Context • Federal Government • 60% of all federal workers eligible to retire by 2016 • Includes 28% of all senior leaders • Significant leadership gap exists due to past hiring practices • Recruitment and retention • Private Sector • 50 – 75% of senior management eligible for retirement by 2010* • 97% report significant leadership gaps* • *Source: HayGroup

  3. Context • Over one-half of organizations have NO succession plan, knowledge transfer plan, replacement strategy • Existing plans often focus on technical KSAOs • Fewer focus directly on leadership KSAOS • Good news about the recession • Leadership programming is a proven and achievable approach to filling leadership gaps

  4. Goals • Provide information on best practices in leadership development programming • Describe successes and challenges in providing leadership programming in a federal government organization, the US Army Corps of Engineers

  5. The Client:United StatesArmy Corps of Engineers(USACE)

  6. USACE History • 1775 Continental Congress est. Corps of Engineers • First task: build Bunker Hill fortification • 1802 West Point founded - US Military Academy to prepare engineers for USACE

  7. USACE History • 1906 San Francisco earthquake • 1914 Panama Canal completion

  8. USACE History • 1942 Alaska Highway • 1884 Washington Monument

  9. USACE History • 1936 Flood Control Act • Recognized Corps as federal flood control agency • 1942 Manhattan Project • Construction of production facilities

  10. USACE History • 1936 Hoover Dam completed • 1945 – 1952 Reconstruction of Japan

  11. Who Is USACE? USACE Organization Distribution Civilian /Military HQ in DC: 799 /48 HQUSACE Division HQ: 861/26 SES Divisions (9) Districts (45) Districts: 27,757/259 Real Estate (33) MILCON (26) OCONUS (8) Civil Works (38) Civilians: Uniformed: 32,973 FTE 587 Authorized

  12. US Army Corps of Engineers • Since the early 1990s, “pockets” within USACE have offered LDPs • By 2000 about half (N = 20) of the USACE organizations had LDPs • In 2006, Engineering Requirement that all organizations within USACE would have 4-tiered LDPs • Since 2001, DRIC has consulted in >20 year-long LDPs in 7 USACE organizations

  13. Best Practices (BPs) in Leadership Development Programming

  14. Typical Scenario • Shortages at manager, senior manager, direc-tor, and senior leader levels (down 15 – 20%) • Impact of stimulus package • Need to develop leaders from employees hired on technical bases • LDPs seen as ways to • increase the pool of internal leadership candidates • reduce gaps in leadership skills • grow leaders more quickly

  15. The Handout • Strategy • Enablers • Design • Components • Content • Outcomes • Handout: • - Are we doing this? • Keep as is or • make changes?

  16. Best Practices - Strategic • Business strategy drives the goals, objectives, and content of the LDP • Organizational needs assessments provide LDP goals and outcomes • Needs assessments uncover the leadership competencies on which LDPs are based

  17. Best Practices - Strategic • LDPs are integrated into broader talent management/ workforce development effort Graphic: SHRM

  18. Best Practices - Enablers • Senior leaders voice and demonstrate genuine commitment ($$$) to the LDP • Participation is voluntary • Selection process is rigorous • Participants come from across the organization and a variety of disciplines

  19. Best Practices - Design • One size does not fit all; Customize • Formal program structure • Use a classroom format • Meet regularly • Establish a curriculum • Sessions are spaced, not massed • Formal program provides the structure upon which to hang other components

  20. Best Practices - Design • Use appropriate time spans appropriate to different types of KSAOs • Components are integrated, cohesive and internally consistent • Assure transfer of training; Require practice and reporting back; Avoid “one-shot,” stand- alone workshops

  21. Best Practices - Design • Transfer of Training via Action Learning • Prework • Training and in-session practice • Real world practice with on-the-job support • Reporting back on successes and challenges • Continued practice • Utilization assignments

  22. Best Practices - Components • Include both cohort & individual components • Assess individual leadership style and preference as baseline; Use results for developmental purposes only • 360 degree surveys, based on org’s leadership competencies are “the most useful element …” in LDPs • Especially when paired with Individual Action Plans

  23. Best Practices - Components • LDP Projects are Win-Win • Provide opportunities for action learning • Contribute to organizational outcomes • Use of External Coaches • Internal Formally-Structured Mentoring Program

  24. Best Practices - Components • Books and Readings • Facilitated Discussion of Case Studies • Rotational/Developmental Assignments • Structured Reflection – most useful and most disparaged

  25. Best Practices - Content • Content varies across organizations • Content should be driven by organizational needs assessment • Will increasingly include strategy, change, work-life balance, and developing others

  26. Best Practices - Content THEN • “Just in case” – broad, general approach • Focus on individual leadership • Transactional leadership NOW • “Just in time” – relates to current business environment • Focus on relationships and interactions • Transformational & authentic leadership

  27. Best Practices - Content • Relates to org needs & assessment/360 results • Includes Emotional Intelligence • Provides training on derailers and how to avoid them

  28. Best Practices - Outcomes • Disposition toward decisiveness and action • Effects = Whole person, not just the work person • Increased success of the organization in accomplishing its mission • Enhanced retention of employees

  29. Best Practices - METRICS • Vary between not having any and $ estimate • Most common are turnover, professional progress, career trajectory • Typically, Kirkpatrick’s Levels 1, 2, 3; not 4 • Many orgs are comfortable with informal and qualitative approaches

  30. Best Practices - METRICS • Require a long-term vision since dividends may not be realized for years. • Valid and reliable LDP outcome metrics are the wave of the future

  31. Questions?

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