Loading in 2 Seconds...
Loading in 2 Seconds...
redefining leadership: building tomorrow’s leaders today Nicole Pritchard Regional Manager, Talent Management, AXA Asia 4 June 2012. Overview. AXA at a glance Identifying, assessing, and developing AXA Asia’s future leaders Few tips and building leadership team ownership
Regional Manager, Talent Management, AXA Asia
4 June 2012
How do we build leaders for the unknown future?
Globally, AXA recognises leadership as a key business challenge
Henri de Castries, Chairman and CEO, AXA
(organic & inorganic)
having the right
The need to develop
leaders at all levels
Three key differences emerged between Top 20 Companies and other survey participants
The Top 20 Companies for Leaders Study
Source: Hewitt/RBL Survey
1. Begins with deeply understanding the businesses current and future requirements
2. The business analyses its leadership requirements…….
Leadership requirements are reviewed against what exists both today and what is needed in the future ………..
4. Actions are initiated to develop and source the right leadership ……..
5. The business is led effectively
3a. Quality of bench strength
4a. Development planning
Effective Business Leadership
3b. Quality/ quantity of pipeline
4b. Talent pipeline management
Leadership success dimensions directly cascaded from business strategy
Consistent frameworkdefining potential at AXA Asia
Custom designed development centres
Assessing the potential of future leaders to successfully lead AXA Asia is against a defined model and uses a robust, multifaceted approach
Organisation and Talent Review (OTR)
Technical and behavioural skill planning & development
AXA University campuses in Singapore and Paris
Long-term career planning
Internal pipeline management
External talent mapping
CEO, x entity
A common issue with developing future leaders is gaining CEO & Leadership team ownership
Develop high-potential development programs
Create assignment-based development programs
Develop "on-boarding" programs to ensure success in new roles
Link high-potential status to total compensation review
Track high-potential growth to identify best growth pathsBuilding tomorrow’s leadersA few tips on what we can do…
Assess- Ask senior team for feedback on current processes for developing leaders
Prioritize - Identify the 3 things that the company absolutely must do this year to build leadership depth and quality
Compare - Understand how the programs compare to those of the Top 20
Audit - Determine the total dollars spent by the organisation on developing leaders; assess return
Longer Term Actions
Leadership Strategy - Develop a holistic leadership strategy outlining how to source, align, develop and reward leaders
Implementation Audit - Assess capabilities to effectively implement leadership programs
Create the Practices – Create and implement those practices with the greatest leverage for building leaders
TipsThe Right Programs, Done RightShort-Term and Long-Term Opportunities
How committed is your CEO and Leadership Team members to build strong leaders?
What barriers exist to implement new leadership practices or processes?Closing questions to ponder upon
Based on our conversation today . . .