TM - February 2008 - (Page 44)

recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning [succession planning]by Carlton D. Becker Tomorrow’s Leader: Identifying the Next Generation Past performance success still goes a long way to help determine who to put in leadership positions, but new criteria quickly has emerged to reflect the changing pace and emphasis of business. As a result, importance is now being placed on emotional intelligence, ability to respond to and relate to other cultures and comfort with leading and identifying largescale change opportunities. O February 2008 ver the years, organizations have relied on “readiness charts” and “strengths and weaknesses” assessments to identify those individuals who could lead an organization, business or department in a manner that minimized risk. With the onset of globalization and faster modes of communication, however, it has become imperative to identify characteristics that would enable people to be successful in a different future than the one we had been preparing for. Organizations that flourish in this new market will be those that do the best job of developing their people to support strategic initiatives, building highperforming work teams around the world, and functioning effectively in virtual environments. Traditional organizational structures and thinking are incapable of meeting these dynamic demands. the point of losing their national identities and becoming true global organizations. Leaders are going to find themselves increasingly in situations where the ability to work with diversity — in its broadest sense — will be absolutely critical. The ability to speak two or more languages and the ability to negotiate and mediate human rights issues also will be key skill sets. • Virtual organizations. Although completely virtual businesses might remain a pipe dream, the need for nimbleness in the global arena will force organizations to seek out and implement alternative work arrangements to assuage work difficulties related to widely distributed employee groups. Leaders will need the ability to work with minimal direction and supervision, to build teams through vision and value of work, to take on different roles as situations demand, and to “let go” and empower others. • Solutions orientation. A significant number of global players are looking for ways to expand their business models and increase shareholder value. One of the more popular ways to do this is to get into the “solutions” business. For example, instead of just building jet engines, a company might become an outsourcing organization that Current Trends and Their Implications for Tomorrow’s Leaders No one knows exactly what the future trends are that will impact individual businesses, but several current widespread issues have definite implications for would-be leaders. They are: • Globalization. It’s important to keep in mind organizations will continue to be more global, to 44 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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