إدارة القيادة والخلافة خطر
Organizations across the world are continuing to face significant risks related to succession and business continuity. Future-proofing against these risks and strengthening leadership capacity is key.
التحدي الحرجة وظائف شاغرة More than 50% of companies could not immediately name a successor to their CEO, and 39% of employers cited that they have ‘zero’ viable internal candidates (Stanford University)
التهديد من تحت نموا خلفاء More than 40% of individuals on high potential programs may not belong there and companies fail to build an effective leadership pipeline(Harvard Business Review)
ضعف الاستيعاب من القادة الجدد 1 in 2 leaders cannot engage employees and fail to turn their teams or organizations into high performing machines(Harvard Business Review)
الفقراء نشر المواهب ضد أهداف العمل 46% of leaders fail to meet their business objectives in a new role(Mercer Talent Enterprise)
Clearly Articulate your Objectives and Outcomes from Talent Identification processes
Mercer Talent Enterprise has identified five crucial dimensions of assessing leaders, which provide a comprehensive
view of current and future potential, succession readiness and the strategic impact of leaders on individuals,
teams, the organization and the community.
Based on research by Mercer Talent Enterprise, تقييم القيادة تأثير معقدة ومتعددة الأوجه ،
يتطلب متعدد الوسائط النهج لضمان أن العملية الهدف وقوية المستقبل تثبيتهم.
Mercer Talent Enterprise’s proprietary approach to conducting leadership assessments includes خمسة حاسمة
dimensions:
Cognition. intellectual curiosity, business acumen and openness to learn القادة بحاجة إلى إثبات القدرة المعرفية والتعلم خفة الحركة لتلبية متطلبات الأعمال في المستقبل و يؤدي تسارع النمو في عالية التعقيد ، ارتفاع معدل التذبذب البيئة.
A clear and consistent demonstration of key leadership behaviors and competencies Leaders need to consistently role model critical leadership behaviors which demonstrate that both the ‘what’ and the ‘how‘ are essential in creating a high performing organization.
Self awareness to understand personal derailers, limitations. blindspots and their impact on others Leaders need to display the honesty and humility to recognize their derailers, limitations, allowable weaknesses and their impact on others.
Commitment to the organization and the willingness to put the organizational interests before one's own Leaders need to demonstrate long term commitment to the organization, with the right values, motives and drives.
A fit to the current /future role and organizational culture, along with critical experiences to deliver business value Leaders need to fit into the organizational culture, as well as expected role and adapt to the organization's business priorities and lifecycle.
أدوات قد تختلف استنادا إلى المشروع الغرض وكذلك متطلبات العميل.
هوجان الأعمال المنطق المخزون
القدرة المعرفية والتعلم خفة الحركة مثل العددية الطلاقة, المنطق, تفسير البيانات وما إلى ذلك.
The Thriving Index®
Critical behaviors, strengths and personality across 34 factors mapped to your competencies
360 منظور مؤشر® مع القيادة الإخراج مؤشر® على هوجان التنمية المسح
تأثير القادة على الآخرين من خلال 360/ متعدد التصنيفات ردود الفعل ، بما في ذلك التعرف على القيادة derailers والقيود
محاذاة منظور مؤشر® والعمل منظور مؤشر®
Individual commitment to the organization across 7 dimensions through the API®, and understanding career history, future career aspirations and work motivation through the WPI®
القيادة التنفيذية تقييم
1-1 Leadership Assessment through in-depth case study, role play and detailed leadership impact interview
Manage your succession risk by assessing your leaders and create a robust and objective approach to whether you can ‘build’ a pipeline from within or ‘buy’ strategic leadership capacity externally.