Developing current talent into future talent - Aenslee Tanner
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
TALENT DEVELOPMENT AENSLEE TANNER
Developing current
talent into future talent
With the increasingly rapid employees will require significant revealed that only eight per cent of
pace of change and innovation reskilling and upskilling, yet the EY leaders say that skilling their current
survey found that only 38 per cent people is their number one priority.
today, terms like talent scarcity,
of workers have seriously considered Instead, 61 per cent of employers
skill shortages, and the global the impact of technology on their seem to believe the market will
war for talent are commonly employment opportunities. deliver them the capabilities they
seen in business headlines. require, even though many digital
Aenslee Tanner looks at what
Talent shortage is seen as a skills are already in chronic under-
top risk but not a top priority supply against accelerating demand.
New Zealand organisations
A 2018 survey by Mercer Marsh
are doing to ensure they have Benefits and the Human Resources Few leaders are equipped to
access to the talent they need Institute of New Zealand indicated lead through transformation
to thrive as technologies and that 92 per cent of respondents see EY’s research found that leaders are
markets continue to evolve. talent attraction and retention as a paralysed, that uncertainty around
top risk. However, less than half think when and how digital technology will
that addressing this risk is a priority hit their organisation is preventing
"Business leaders have a responsibility for the entity they work for, and few them from proactively responding.
to ensure that the jobs and have plans in place to address it. According to a report by PwC and
opportunities created by these It appears most organisations are Harthill Consulting, The hidden
technologies – now and in the aware that disruption is coming, but talent: Ten ways to identify and retain
future – are accessible to all." – Keith they are failing to prepare proactively. transformational leaders, 54 per cent
Block, Co-Chief Executive Officer, of change programmes fail because
Salesforce. leaders with the right capabilities are
The proportion in short supply. Only 8 per cent of
The latest research paints a bleak of organisations individuals in senior management
picture. prioritising investment teams profiled as strategists, the
Adoption of emerging in AI over the next minimum stage of development with
technologies is growing, but three years is expected the capacities to be effective as the
workers aren’t prepared to double. change leaders so needed today.
The recently released EY report,
Stop talking about the future of Labour supply is down, but Leaders are paralysed,
work, stated that the proportion organisations are still relying that uncertainty around
of Australian and New Zealand on an external hiring strategy when and how digital
organisations prioritising investment According to the Ministry of Business, technology will hit
in artificial intelligence (AI) over Innovation and Employment their organisation is
the next three years is expected to Quarterly Labour Market Report from preventing them from
double – a leading indicator of the May 2019, the labour supply has proactively responding.
accelerating momentum towards job shrunk, with overall net migration
disruption. Due to trends like these, slowing, increasing numbers of
the World Economic Forum’s 2018 baby-boomers retiring, and the Moving beyond paralysis
Future of Jobs report anticipated that, unemployment rate hovering near Rather than continuing to hope
by 2022, at least 54 per cent of all record lows. Yet the EY report against hope that it will be possible
44 HUMAN RESOURCES SUMMER 2019
The six ways to lead in the context of a transformation
Stage of development/action Profiling Strengths description
logic (%)
Generates social transformations. Integrates material, spiritual and societal
transformation.
Alchemist 0%
Effective at leading society-wide transformation.
Generates organisational and personal transformations. Exercises the power of
mutual inquiry, vigilance and vulnerability for both the short and long term.
Strategist 8%
Effective as a transformational leader.
Interweaves competing personal and company Action Logics. Creates unique
structures to resolve gaps between strategy and performance.
Later stages
Individualist 33%
Effective in venture and consulting roles.
Meets strategic goals. Effectively achieves goals through teams; juggles
managerial duties and market demands.
Achiever 52%
Well suited to managerial roles; action and goal-oriented.
Rules by logic and expertise. Excellent in pursuing technical quality.
Expert 7%
Earlier stages
Strong as an individual contributor.
Avoids overt conflict. Wants to belong; obeys group norms; rarely rocks the
boat.
Diplomat 0%
Effective as supportive glue within an office; helps bring people together.
Source: PwC and Harthill Consulting, The hidden talent: Ten ways to identify and retain transformational leaders
SUMMER 2019 HUMAN RESOURCES 45
TALENT DEVELOPMENT AENSLEE TANNER
to hire all the people an organisation Preparing your current talent However, research from the field
needs from outside directly, for the future of adult development, such as that
employers must adopt a strategy Lack of time, unclear development conducted by Keith Eigel and Karl
of investing in developing their pathways, cost and a lack of Kuhnert, has found that, “All other
current workforce, growing it into awareness about how technology is things being equal (traits, knowledge,
the workforce needed in the future. changing the nature of work are the skill, and ability), individuals who
Starting today. main barriers to employees engaging know, process, decide, and relate at
in L&D. Discussed below are three the highest [stages of development]
Employers must adopt ways to begin addressing them. not only respond to life’s dilemmas
a strategy of investing in more effectively, but have an
Communicate: Raise awareness increased capacity to lead more
developing their current of impending job disruption by effectively as well”.
workforce, growing communicating with employees
it into the workforce about how technology is changing
needed in the future. the nature of work. Collaborate in The future of our
uncovering the new role opportunities organisations depends
It’s important to remember that that automation and other on successfully identifying
technologies such as AI, blockchain innovations will create. and developing all
and robotics will not only eliminate Guide: Provide structured guidance leaders to higher stages
some jobs they will also create new on development pathways based on of development.
ones. Just as the creation of social your organisation’s future needs and
media platforms over a decade ago matched to individual’s career plans. According to the PwC and
gave rise to roles for social media Harthill Consulting research, it is
managers, and our increasingly Prioritise: Dedicate weekly time for
transformative development that
digital-centric world created a need your people to engage in L&D and
tends to underpin the development of
for user experience designers, Cloud have leaders in your organisation
the strategist capabilities needed to
service specialists and cyber-security role model this as a priority. It’s
effectively lead business change and,
managers, so too will today’s time to shift from the traditional
therefore, this needs to be prioritised,
emerging technologies create new model of learn, earn, retire to one of
especially for leaders.
job opportunities. continuous learning for everyone at
every age and stage of life. Engaging in reflective thinking,
Transitioning employees into new being exposed to the perspectives
roles takes considerable energy and Addressing both horizontal of people at strategist or later
investment, but it can also be less and vertical growth needs stages of development, learning
costly and disruptive than letting "The future of our organisations about developmental theories, and
people go and recruiting new talent. depends on successfully identifying working with a professional coach
Research from Gallup indicates that and developing all leaders to higher are examples of ways to support
creating development pathways for [stages of development] so that individuals’ vertical growth.
people can also increase employee they can respond effectively to the
engagement and retention, which increasingly complex demands of By investing in upskilling your
directly ties to outcomes such as our times." – Keith Eigel and Karl current workforce and developing
productivity, profitability and turnover. Kuhnert, Authentic Development: leaders to be effective at leading
Leadership Development Level and transformation, your organisation will
Where will the funds to cover the be well placed to navigate the next
Executive Effectiveness
required learning and development big wave of disruption.
(L&D) investment come from? While there are two main
EY’s research suggests that New dimensions people can grow in,
Zealand organisations are wasting most professional development that
around $250 million of L&D spend organisations are currently investing
annually by focusing too much on in is ‘informative’ (horizontal growth) Aenslee Tanner (PCC) is a certified leadership
growing skills that are relevant for as opposed to ‘transformative’ coach specialising in adult development and
today rather than building skills (vertical growth). Growth Edge Interviewing. Her research-based
coaching methodology
for tomorrow. Were these funds to
Organisations can support draws on adult stage
be redirected and more effectively (vertical) development
people’s horizontal growth through and complexity theory,
targeted, EY estimates the growth in
interventions such as peer-to-peer neuroscience, positive
L&D needs could be covered within psychology and high-
learning, mentoring, and online
existing allocations. performance sport. Learn
courses relevant to the future skill more at aensleetanner.
needs of the organisation. com.
46 HUMAN RESOURCES SUMMER 2019
SUMMER 2019 HUMAN RESOURCES 47
You can also read
