Building Talent and the Next Generation of Leaders
The nature of work and the employer-employee relationship is changing, and with it the nature of leadership and what it takes to be a successful leader. Globalization, outsourcing, and technological progress started us down the path of change in the workplace. The cost of real estate and energy, baby-boomer retirements, and new generations of connected employees are further transforming the character of work and making the nature of the employer-employee relationship and intra-firm associations more temporal. The approaches to collaborative work are changing as well, with information more pervasive and shared, yet simultaneously driving a sense of individual work profiles and portfolios. In this roundtable we discussed these trends and the best practices and challenges in attracting and recruiting talent, retaining (the right) employees, integrating different work styles, training people, and nurturing the type of leadership and communication that can succeed now and into the future. We addressed key issues related to the workforce today such as: (i) the blurring of work/life boundaries, (ii) the generation gap between older managers and those they “manage,” (iii) ownership/use of IP and communications devices (yours, mine and ours!). We examined questions such as:
- What are the key issues in talent management and leadership development you face today?
- What are you looking for in new employees? Are there certain characteristics you look for in today’s fast-changing environment? What are your expectations of the employer-employee contract? How have both of these changed?
- In today’s environment, what’s the balance between addressing talent needs from within and hiring from outside? What are the key components to successfully executing either strategy?
- What are the key changes you’ve made to recruiting? Are there important ways to take advantage of Web 2.0 type technologies in recruiting and retaining? What are they?
- Is career management now entirely in the hands of employees? Is it a positive or a negative for corporations to actively stay involved in this?
- How is social networking and the emergence of social technologies changing the workplace? What are the pitfalls and opportunities?
- How do you address issues of work/life boundaries in corporate expectations today and moving forward?
- How do you address working remotely and 24/7 connectedness?
- How are the work expectations of employees changing? To what degree and in what ways are you proactively addressing change? What are the levers you have to pull?
- How have your views on employee training changed? What do they need to be well-positioned to support the business moving forward?
- What are the keys to managing a truly global workforce? How do you get the right people at the right place at the right time? How do you find really good “general managers” that can effectively manage people in a global environment?
- What are our changing IT needs and how do we address them?
- How do we grow the new generation of leaders? How do we integrate them today?
Experience the findings from this roundtable in the written overview. A PDF version is available under “event documents” on the top of the page.
Bruce Shaffer, Human Resources Director USA, Tenaris (l) Russ Grant, Manager, Employee Relations & Organizational Development, North America Corporate Functions, Eaton Corporation (center) Gary Beach, Publisher Emeritus, CIO Magazine (r)
Tim Gardner, Associate Professor of Management, Owen Graduate School of Management, Vanderbilt University (l) Murray Deal, VP, Corporate Marketing, Sales and Pricing, Eastman Chemical Company (center) Constantine Alexandrakis, Managing Director, Russell Reynolds Associates (r)
Bill Blausey, Senior VP and CIO, Eaton Corporation (l) Jennifer Moemeka, Lead Human Resources Partner, Aetna (r)
Keith Sturgill, CIO, Eastman Chemical (left) Jane MacKenzie, General Manager, Global Workforce Development, Chevron Corporation (center) Lee Ashton, VP and Director, International Human Resources and Global Talent Acquisition, Brown-Forman (r)
Lee Ashton, VP and Director, International Human Resources and Global Talent Acquisition, Brown-Forman