Professional Documents
Culture Documents
ring
Foste g,
stron hips
ons
relati ork to
at w talent
retain
CAREERS We unveil
TALENT
Careers Survey
04 0 30 0 Michael Mauser
Editor's letter Treating HARMAN's Regional Head for
employees as adults Europe and President of its Audio
07 0 Talent management Division talks about culture across
should focus on the a 30,000-strong business
Future-proong
individual
talent strategy
AMBA's Aarti Bhasin 34 0
on managing evolving Nurturing Positive
skill sets relationships at work
Creating a workplace,
08 0 that encourages Maximum potential
The future of jobs strong and supportive Investing in the unique skills of
The REC's Tom relationships will every member of staff
Hadley investigates enhance productivity,
recruitment trends and reduce turnover
post-Brexit
39 0
12 0 The global
3
What is talent? talent network
Is it time to drop Creating a talent Recognition
the 'talent' label to alliance with partner Giving colleagues recognition boosts
maximise everyone's organisations, rather engagement as much as receiving it
potential for success? than competing, could
revolutionise talent
18 0 management
Inside HARMAN
44 0
The Regional Head Employee
of HARMAN Europe, recognition
on the role of talent Receiving recognition
in developing for work is positive,
breakthrough but giving employee
technologies recognition can also
deliver value
24 0 Love your team
Careers Research 48 0 Having strong, supportive working
relationships boosts producitivity
Analysis of the Attracting and
salaries, bonuses and retaining women
career trajectories
in business
of MBA graduates
A guide for men
in 145 countries
who want to make Top talent
Build a talent alliance to
a difference
network with the best
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
Editorial
Head of Editorial
David Woods-Hale
d.woods@mbaworld.com
@davidpaulwoods
Art Editor
Sam Price
Sub-Editor
Sarah Wild
'recognise the need for human talent', with have the right people, matched with the Membership Manager
52% planning to increase headcount in 2017, correct roles, where they can use their natural Tariro Masukume
but 77% were concerned that a shortage of talents, supported by the right ongoing
Digital Projects Manager
key skills could impair their companys ability development, it will lead to maximised Mike Kelly
to grow. More than eight out of 10 businesses performance for your teams and the
Finance and
in the US struggle to ll the roles they need, business.' It couldn't be simpler. Could it? Commercial Director
according to Manpower Group; and a quarter Once we've dened (or redened) talent, Catherine Walker
of jobs in the UK a shocking one in every it's easier to think about how to recruit,
Membership and
four remain unlled due to lack of adequate empower, engage, develop and recognise Operations Director
talent (UK Commission for Employment the right people for your business and, on the Martin Reid
and Skills). ip side, as individuals, nd the businesses in
Chief Executive
I've written about talent for my entire which to thrive as an employee, as well. Andrew Main Wilson
career and I've been bogged down, on David Woods-Hale, Editor, AMBITION
Assistant to the CEO
Amy Youngs
a.youngs@mbaworld.com
Copyright 2017 by The Association of MBAs (AMBA). All rights reserved. Material may not be reproduced without the permission of the publisher. Membership enquiries
While we take care to ensure that editorial is independent, accurate, objective and relevant for our readers, AMBA accepts no responsibility for reader membership@mbaworld.com
dissatisfaction rising from the content of this publication. The opinions expressed and advice given are the views of individual commentators and do not
necessarily represent the views of AMBA. Whenever an article in this publication is placed with the nancial support of an advertiser, partner or sponsor, Accreditation enquiries
it will be marked as such. AMBA makes every opportunity to credit photographers but we cannot guarantee every published use of an image will have accreditation@mbaworld.com
the contributors name. If you believe we have omitted a credit for your image, please email the editor.
www.mbaworld.com
CAREER DEVELOPMENT CENTRE
THE FAST LANE TO ACHIEVING YOUR AMBITION
www.mbaworld.com/career-centre
Search
Search for top jobs from thousands of the best
job-boards, recruiters and employers worldwide.
Build
Use our CV Builder tool to create an expert
CV based on employer requirements.
Watch
Watch high-quality videos on topics including
pay negotiation and self-development.
Research
Gain insight on leading global
employers.
AMBITION | BE IN BRILLIANT COMPANY
Future-proong
they meet the organisations values.
While human nature dictates that we
are generally not good at showing off,
the recruitment process provides the
talent strategy
perfect opportunity for candidates to
demonstrate what they can bring to an
organisation. No one else is going to
do this for you. 7
T
process, then what?
In order to be seen as valuable to
he recruitment landscape us again and again that cultural t an organisation, individuals have to
in the UK is changing as takes precedent over skills, in terms be willing to learn; open to feedback;
a consequence of the EU of recruiting the right people for the and take ownership of their role and
referendum and, more right roles. The leadership guru Peter responsibility for their decisions.
recently, the 2017 general election. Drucker once famously declared: They must also be prepared to
Political uncertainty has a ripple effect Culture eats strategy for breakfast. evolve their skill set continually to
into economics and continues While this may be true, if the meet the demands of the modern
to reverberate across the entire recruitment process is not managed business world.
business landscape. correctly, organisations could be Returning to the point about
Putting this into the context of accused of hiring people who t into uncertainty, we need future talent that
people strategy, the sheer number is sure, certain and prepared to go the
of unknowns facing business leaders, extra mile so organisations can ride
puts even more pressure on HR within 'The sheer number through turbulent times. But this can
organisations both large and small of unknowns facing only happen if this talent is engaged,
to understand their talent capabilities
business leaders puts enabled and empowered by their
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
8
Getting grips to
with the future of jobs
in a post-Brexit world
Business leaders will help to shape the future of jobs through the decisions they make about
recruitment and management practices, writes Tom Hadley, Director of Policy, Recruitment &
Employment Confederation
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
community.mbaworld.com
H
AMBITION | BE IN BRILLIANT COMPANY
www.mbaworld.com
The business community must take a brings together leading employers and
lead in creating a tipping point on the labour market experts to consider what
inclusion agenda by promoting innovative the future labour market will look like
hiring practices and making change and how policymakers should respond.
happen. The late author and academic The RECs aim is not only to pre-empt
Stephen R Covey once remarked forthcoming challenges, but to inuence
that strength lies in differences, not the direction of travel based on the
in similarities. Boosting inclusion to knowledge and insight of the recruitment
challenge groupthink and widen talent industry, which is on the frontline of the
pools is becoming a habit of many jobs market.
highly effective organisations. Now is
the time to drive this agenda to make PREPARE FOR THE FUTURE
the most of the post-EU environment. In an age of accelerating change and
For future business leaders, this places disruption, the UK needs an agile and
an emphasis on the skills required to vibrant labour market that is underpinned
manage the diverse and multi-general by good hiring practices. Over the course
workforce of the future. of the Brexit negotiations, a core focus
More generally, the government needs must be to protect the UK jobs market and
to address the skills gap by reforming ensure that the post-EU landscape is one
education and training so that people in which both demand and supply of staff
are provided with the skills employers remains buoyant. Our message to the next
will need in the future. Improving careers government is an aspirational one: 'Lets
advice and information for people of all build the best jobs market in the world'.
ages would be big step forward in this Globalisation, growing diversity of
regard. The business community can play contractual arrangements, new job
a pivotal role, for example, by seeking out and career expectations, digitalisation
ways to collaborate with schools to help and demographics are all major drivers
embed employability skills within reshaping the way we work today. These
the curriculum. changes will also require a major shift in
management practices and capabilities. 11
immigration system must be agile and WHAT ARE THE LONGER-TERM A key conclusion from last years World
pragmatic enough to respond quickly CHALLENGES? Employment Conference in New Delhi was
to the evolving labour market. Many Londons Evening Standard columnist that the pace of change will accelerate
sectors rely heavily on workers from the Anthony Hilton recently made the and require more people to make sense
UK, and this reliance is not going away. point that, while politicians are focused of this constantly evolving employment
Unemployment in the UK has reached primarily on Brexit, there are greater landscape. Successful business leaders will
the lowest level since 1975 the idea challenges in jobs and education be the ones who engage with these trends
that there are UK nationals waiting ahead. This is certainly something that and nd the opportunities they present.
in the wings to take the jobs we are picking up at the REC from What does a great jobs market look
currently occupied by EU interactions with our members. like? It is one that provides job and
workers is unrealistic.
At the same time, Any new At a recent meeting with
the REC Legal & Financial
progression opportunities for all, promotes
inclusion and diversity, and ensures that
business leaders must
recognise the need to
immigration system Services sector group,
specialist recruiters
there is real synergy between the needs
of employers and the skills and attitudes
do more to improve must be agile and identied automation and of jobseekers. Nurturing a dynamic and
their offering to
potential employees,
pragmatic enough to AI as a greater business
threat to agencies
agile 21st-century jobs market is key to
economic and social wellbeing; this will
especially tapping
into underrepresented
respond quickly supplying qualied legal
staff than any post-EU
provide opportunities for individuals to
progress throughout the world and will
groups. Hirers should be to the evolving referendum uncertainty. drive business growth through skills and
looking at how they can
reach out to people who
labour market The REC has recently
launched the Future of Work
productivity.
Future business leaders will help to
might nd it more difcult to Commission to look at these issues shape the future of jobs through the
take on full-time work, such as and how they might play out against decisions they make about recruitment
parents or older workers. They should the backdrop of Brexit and management practices.
also evaluate how they engage with and rapid technological and
groups such as disabled people. Often, demographic change. Tom Hadley is Director of Policy,
this is about structuring work differently to Chaired by former UK Employment Recruitment & Employment
t a candidates needs and lifestyle. Minister Esther McVey, the Commission Confederation
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
12
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
Maximising the
potential of
13
every individual
Is it time to lose the talent label and invest
in the unique skills and qualities of every staff
member? Tailoring development opportunities
to individuals is good for individuals and for
business, argues Dorchester Collections
Laura Wigley
community.mbaworld.com
T
AMBITION | BE IN BRILLIANT COMPANY
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
This is why pigeonholing someone who If we adopt this perspective then, as through secret squirrel methods it only
demonstrates a set of behaviours into a business leaders, we need to work with adds fuel to the re. If people dont know
pre-dened high-potential talent pool is, all of our people to help them dene the what a development programme is, who
in my opinion, awed. Everyone is unique. way they do things, their aspirations, and gets offered it and what they gain from it,
We all have different interests, priorities, what they want to be involved in, rather it becomes a big mystery perceived to
strengths and weaknesses. When we, as than telling them who they are and what be only for the special ones.
leaders, have a deep understanding of they should do. This can be achieved I accept that, as a business, you
what these are, we can place our people through creating exible approaches may need to include development
into the right environments to develop, to people development, allowing each programmes for potential executives,
challenge and test these talents; we can individual to guide their own personal but any such programme needs to be
help them grow, both for their benet and pathway. For example, at Dorchester completely transparent, giving people the
for ours, enabling everyone to maximise Collection, we have removed competency opportunity and, most importantly, the
their potential. frameworks and mandatory employee choice, to decide for themselves whether
We should consider whether were completions from our performance they want to participate, and are ready
going to get the best out of our teams reviews, instead increasing the focus to do so. Encourage people to
by putting them in a pool or box on personal strengths and aspirations, put themselves forward for these
and teaching them the same things as allowing our team members to dictate schemes, rather than thrusting
everyone else, or by excluding them from how the processes work for them. opportunities upon them.
a development group because they are We also need to encourage openness Currently 55% of people placed within
deemed unworthy. around development opportunities. Stop a high-potential talent programme
I believe we owe it to our team creating opportunities that are accessed drop out within the rst year (SHL Talent
members to treat them as individuals, Management, 2014). I suggest that the
understanding and developing their retention rate would be far greater with
inherent talents and ensuring they an opt-in approach.
are in fullling roles that play to their
strengths. The only way talent pools will CULTURE OF CONTINUOUS
have any validity is when they recognise Line managers have ongoing LEARNING
each person as an individual and take While a mindset shift of this kind
the form of specialist development conversations with team could seem like a scary prospect for
groups for a wide range of talents. organisations, by moving from an all- 15
These should comprise collections of members and can identify encompassing, formulaic, process-driven
talented individuals who have their
own development plans, growing and curate opportunities approach to talent management, towards
one that is tailored to individuals, you
their contribution to the business and are likely to attract the right people into
themselves in their unique way. for our people the right development programmes.
This results in greater motivation,
TALENT ALCHEMY engagement, productivity and,
Talent is a science, after all. If you have ultimately, protability for the business.
the right people, matched with the Some leaders baulk at the idea of
correct roles, where they use their natural offering personalised development to all,
talents, supported by the right ongoing seeing it as costly and time-consuming;
development, it will lead to maximised however, I disagree. Development no
performance for your teams and the longer constitutes a training course,
business. You dont need to cherry taught to all in a classroom or online.
pick the top 10% to achieve this. This Helping a team member grow and reach
talent formula could be used across the their personal potential means using
organisation, at every level. Imagine the everything available to them including
benets if you did. the development opportunities that
The key to this type of approach is surround us every day, such as mentoring,
determining the organisation you want to networking, reading, the internet and
be. For some, a competitive culture and job shadowing.
hierarchy works its how they want to In order to recognise all individuals as
be dened as a business and its the type talent, and to develop a wide range of
of culture they strive for. I can see this skills across the organisation, a culture
may have its positives. However, my own of continuous learning is required. To
perspective is that organisations perform create that culture, you need to open
best with a culture that is nurturing, your mind to the value of non-traditional
supportive, values diversity and where development sources, from the yoga
being transparent and holistic is key. someone has mastered to manage stress
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
their people to the right opportunities they can pitch their abilities to their
and give them the freedom to create managers demonstrating how they can
development goals that play to their support the business and
strengths and aspirations. We absolutely where they can get involved and
shouldnt say this is what talent looks request the development that is right for
like in our business and then rank our their journey.
people based on this. In my opinion, that To encourage all employees to view
is closed-minded and detrimental themselves as talented, and identify
to peoples engagement and to where their natural talents lie, some work
business sustainability. needs to be done around the perception
Initially, the focus should be on of talent and who excels in particular
developing leadership coaching skills areas. One way to achieve this is through
in our line managers and educating proling a much wider range of success
and exploring with them what is within stories. Typically, career success centres
their control when it comes to people around those at the top and links directly
development. We also need to teach to prot or sales; measurable targets.
our people, at every level of the If an organisation isnt willing to place
organisation, that it is ok to say no to the spotlight on anything other than
being developed in a specic way, at a nancial benets or leadership capability,
particular point in time and that it wont then its never going to be ok for
impact negatively on their career within someone to say actually, I dont want to
the organisation. Thats very challenging be a leader, but I would like to have this
for businesses with highly structured opportunity instead.
development processes and hierarchies; We have to be better at celebrating
however, the way the world is moving, its different talents and receptive to the
the only way to engage and retain the needs of our people. If were encouraging
right people for the business. them to be proactive in asking for
development, we must be ready to listen.
SHIFTING TALENT RESPONSIBILITY And, if their business case is strong, we
16 It cannot, however, be left solely to the must be open to offering them the type
organisation to spot and nurture talent. of learning they need.
Individuals must also step up and take
responsibility for their own development CHANGE TAKES TIME
levels, making them more effective at if they wish to continue to grow. Whether This kind of change does not happen
work, to the counselling qualication that thats a promotion, enhancing their skills overnight and, at Dorchester Collection,
has helped an individual with listening and capabilities, mentoring others or were only at the start of the journey
and reasoning. Marathon training taking on additional responsibility, it ourselves. This isnt an A to B transition.
may teach an individual discipline and all must start with the individual and all Businesses need to dene and evolve the
commitment. Typically, these out-of-work begin with a true understanding of who culture they create in their organisations
activities are not seen as career-related they are and where they want to get to. on an ongoing basis. Therefore, as
learning; but why not? We have to make Once they are clear about these factors, leaders, we must review and progress our
developing talent human, relatable, open, talent approaches alongside this.
transparent and holistic. Who we develop, and how we develop
To a large extent, achieving this lies them, sends out a strong message about
with our line managers. They are the who and what we value as a company.
people who have ongoing conversations To get this right, we should ask ourselves
with team members and can identify and
curate opportunities for our people. They
Everybody is a genius. But regularly whether our vision, values
and talent strategies send out a clear
need to get to the bottom of what people
want, their motivations and what really
if you judge a fish by its and coherent message to our teams.
Are we optimising our performance by
drives them. Only then can they put the
right mechanisms in place to support and ability to climb a tree, it supporting each of our team members to
be their best? Or are we simply forcing
encourage them to reach their potential.
This is why, as employers, we must will live its whole life our sh to climb trees?
www.mbaworld.com
AMBA CONNECT LIMA
08 September 2017
Lima, Peru
At this event, you will find out more about the benefits
available to you as a AMBA Member as well as having
the opportunity to hear brief extracts from exclusive
interviews hosted by Andrew Main Wilson (AMBAs
CEO), with CEOs from Unilever, Western Union and
the worlds largest marketing agency WPP.
HARMANs
future after acquisition:
enhancing scale,
innovation
18
and
technology
Michael Mauser, Regional Head of HARMAN Europe, talks about the role of talent
in developing breakthrough technologies and retaining independence following
the companys acquisition by Samsung. Interview by David Woods-Hale.
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
19
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
HARMAN INTERNATIONAL IS
KNOWN FOR INNOVATION IN
TERMS OF PRODUCTS AND
SERVICES. CAN YOU OUTLINE SOME
OF YOUR RECENT INNOVATIONS?
I mentioned Summit as an in-car
innovation we are extremely proud of.
It includes some powerful technologies
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
that are unique to HARMAN. For experience and work with some very
example, it offers Individual Sound talented people. Younger generations
Zones, a technology that allows each car Michael Mauser is President of appear more willing to embrace this
occupant to hear a different audio source approach and they want to try different
without having to wear headphones.
the Lifestyle Audio division and roles, work in different countries and
Everyone is sceptical, asking how can it regional head of different environments. I welcome this
work without bleed from other sources HARMAN Europe. and believe a broad range of experience
but once they try it, they are blown away! Michael is responsible for all aspects of his division, is hugely benecial in communicating
Its the end to those arguments about which develops, manufactures and sells highly with different people. We are
what to listen to and you dont have to innovative and industry leading car audio solutions, increasingly a global race but its also
have your audio interrupted just because as well as best-in-class consumer audio products important to appreciate and respect the
a phone call comes into the car. for the home and on the go. He oversees an fact that we are individuals.
But we arent just about luxury organisation of more than 5,700 employees with
systems. We have also demonstrated engineering, manufacturing, sales and marketing
this year that small and entry-level cars
shouldnt have to miss out on great
centers around the globe. Michael reports to
President and CEO Dinesh Paliwal and is a member
HARMAN INTERNATIONAL
sound. Targeting on-the-go consumers,
such as millennials, the Voyager Next
of the executive committee.
Since joining HARMAN in 1997, Michael has
HAS 30,000 EMPLOYEES
audio system is made for customers held several senior management positions of HOW DO YOU ENSURE
craving customisation. This full range
portable audio system features JBL
increasing responsibility. Michael was co-president
of HARMANs automotive division, as well as co- THERE IS A CLEAR MISSION
Connect technology that allows it to
pair with multiple compatible JBL smart
president of HARMANs infotainment and lifestyle
divisions. Michael was also senior vice president
AND CULTURE ACROSS ALL
audio devices for powerful, concert-like of nance and chief nancial ofcer of HARMANs YOUR REGIONS?
sound wherever you happen to be. automotive division until 2010. Our people are the reason why HARMAN
The VOYAGER Sub can be popped Prior to joining HARMAN, Michael spent seven is where it is today. We understand this
into and out of the vehicle for seamless years with Daimler-Benz Aerospace Inc. now and take care of our staff by developing
listening on the go. Onboard the vehicle, Airbus Group SE where he worked in various and rewarding them.
it functions as an additional subwoofer; controlling and nance positions. Everyone here at HARMAN makes a
outside, it can pair with multiple Michael holds an industrial MBA from the difference and we want to ensure that 23
compatible smart audio devices for University of Stuttgart in Germany. each voice is heard.
powerful concert-like sound. We have established some
mechanisms and tools, as mentioned
community.mbaworld.com
AMBITION | BE IN BRILLIANT
AMBITION | BE IN BRILLIANT
COMPANYCOMPANY
AMBA Careers
Report 2017
James Menzies, Research Executive
at AMBA, provides an analysis on the
career trajectories of MBA graduates
in 145 countries
METHODOLOGY Of the total respondents, 11% strongly they agree or disagree. KEY TERMS
This survey was designed to were from the UK, 7% from Greece PayData, a third-party 'Pre-MBA' refers to the time period
determine the value of an MBA and 6% from India. More than consultancy, independently a year before MBA enrolment.
qualication. It collected 3,355 35% of respondents were aged 35 administered the survey. 'Post-MBA' refers to the time
online responses from MBA or under. Respondents provided India, China and the UK are period a year after graduating from
graduates, representing 121 information on their career path. classed as their own distinct an MBA.
nationalities. The online survey Opinions were also measured regions; the Eastern Europe region 'Current' refers to the time the
was distributed to alumni via through closed-ended statements includes Russia; and the Oceania survey was completed by the
Business School staff and AMBA. where they were asked how region includes Fiji. respondent (June / July 2016).
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
in the industrial
or manufacturing
sector
25
FUNCTIONAL AREA
At the time of completing the survey, a
quarter of respondents (25%) reported
working in general management
positions and almost one in ve
(18%) of respondents worked in sales
and marketing positions. In terms of
functional areas within organisations,
legal and communication roles were
the least popular career choices for
respondents, with each accounting for
1% of the total sample.
Prior to completing their MBA, 15%
of respondents worked in general
management roles, however, 18% of
respondents reported working in such
roles post-MBA.
Likewise, only 4% of respondents
indicated that prior to studying for an
MBA they worked in a strategy and
planning role, yet 13% of respondents
reported they worked in such a role a
year after graduation; an increase
of 8%.
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
Figure 4: Benets of having
an MBA according to
graduate respondents Figure 5: Factors
that inuence
Strongly agree Agree Disagree Strongly disagree career choice
3,806 points
4% 6%
in terms of career
progression An improved
work-life balance
3,012 points
34%
expectations had 13%
2% 9%
been met
The opportunity to
work abroad
1,144 points
career progression / promotion
opportunities, 82% agreed 51% 26%
27
or strongly agreed that their 53%
expectations had been met. Working for an
Graduates who completed I am more condent and ambitious My MBA has helped me get a more innovative start up
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
4% 4% 3% 2% 4% 4% 5% 4%
100 10% 8% 6%
21% 19% 13% 15% 22% 24% 28% 29%
13% 30%
38%
80 57% 52% PERCEPTIONS OF EMPLOYABILITY
56%
57%
50% 57% When asked to respond to the
52%
54% 53% statement my employer actively
60 47%
recruits MBA graduates there were
signicant regional variances in terms
39%
of response. More than four out
40 of ve respondents based in India
(81%) agreed or strongly agreed to
31%
27% this statement, whereas only 25% of
25% 24%
20 21% 20% respondents based in Eastern Europe
18% 17%
13% 14% 14% indicated the same.
The only region in which more than
0
50% of respondents agreed or strongly
agreed to the statement my employer
IA
EA ICA
)
LA
PE
D
EZ A
BB R
N RIC
RO
A
UE
RI ME
KO D
IC
G
ST
IN L.
G AN
EU
VE E
N
ER
CH XC
CA A
L. M
EA
D TH
O A
IA
A
N
D (E
H IN
LE
ER
A
AN
XC N
AN R
AN SIA
C
IA
CH
(E ATI
D
N
O
N
T
RI
CE
ID
TI
D
ES
N
A
UK
LA
IN
W
Strongly agree Agree Disagree Strongly disagree China and Hong Kong (51%). All other
regions only reported an average of
The survey conrmed that, in every region studied, more than 75% of respondents agreed or strongly 26% of respondents that agreed or
agreed that the knowledge gained from their MBA meets their employers current business needs. strongly agreed to this statement.
Respondents in China and Hong
Kong (84%), agreed or strongly agreed
28 that their MBA was strongly valued by
More than 75% agreed that the knowledge gained from employers (Figure 6).
The survey conrmed that in every
their mba meets their employer's current business needs region studied, more than 75% of
respondents agreed or strongly
agreed that the knowledge gained
from their MBA meets their employers
Figure 7: How far do respondents agree that their MBA knowledge meets current business needs (Figure 7).
their current employer's needs?
2% 1% 1% 1% 4% 2% 2% 2% 5% 3% 3%
100
14% 18% 16% 22% 9% 21% 15% 15% 19%
11% 13%
56%
55% 56% 59%
80 59%
57% 54% 59%
65% 56% 59%
60
40
33%
29% 29% 28%
26% 24%
20 21% 21% 23%
19%
13%
0
IA
EA ICA
)
LA
PE
D
EZ A
N
A) IN
BB R
N RIC
RO
A
UE
RI ME
KO D
IC
G
ST
IN L.
G AN
EU
VE E
N
ER
CH XC
CA A
L. AM
EA
D TH
O A
AM
IA
N
D (E
H HIN
LE
ER
CA
AN
XC N
AN OR
AN SIA
IA
(E ATI
D
N
N
T
RI
CE
C
ID
TI
D
ES
N
A
AF
UK
LA
IN
Employees
as
adults, consumers
and human beings
Career and talent management should
focus on the individual and be designed
around them, writes Lucy Adams
30
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
C
oming from an HR
background I can say
that theres nothing
an HR director likes
more than producing
highly strategic and
beautifully crafted
programmes. I did it many times when I
was at the BBC, creating amazing talent
development programmes and then
being slightly confused when they
failed to get the recognition I thought
they deserved.
It was only after I left corporate life, and
had a chance to really think about how
things had been done, that I realised my
fatal mistake. In all the strategising, Id
forgotten about the core purpose of the
HR function: to treat employees as adults
(not children), as consumers (not staff) and
as human beings (not just a cog in the
corporate machine).
I call this the EACH model: Employees as
Adults, Consumers and Human beings.
When it comes to career and talent
development, every HR director and every
leader should be thinking about each
individual; about the experience they 31
have before they join an organisation and
during their tenure with that company. It
should not be about formulating fancy
processes through which to put people, but
about creating an experience that enables
individuals to connect deeply with the
organisation and be willing and able to give
their best.
TREAT ME AS A CONSUMER
The parallels between creating a superb
employee experience and the consumer
experience are numerous: the need to
attract talent and deploy them quickly; to
retain great people and for them to act as
advocates for your brand. Yet, while the
customer experience is well understood
and embedded, the design of a
great employee experience is still in
its early stages.
As consumers, were used to being
able to personalise our experiences.
We can create our own Spotify play lists
rather than listen to generic radio stations.
We can pre-set our driving seat to our
preferred position. We like the feeling that
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
personalisation gives us, just as we like Effective brand alignment does not creates an environment in which people
being able to follow the news we want necessarily mean we have to provide are unprepared to challenge authority,
to read about not just whats on the same experience for every employee. speak up, try something new, and take
terrestrial TV. In the same way that consumer risks. How is the Holy Grail of greater
Why is it that this personalisation ends organisations work hard to align the productivity and creativity attainable
at the entrance door to work? The rot expressions of their brand to their when the company culture is one of wait
seems to set in during the recruitment different consumer segments, we and be told what to do, and if you dont
process when you cant speak to anyone can strive to create employee experiences do it, youre in trouble.
in the organisation and just get sent that vary depending on their different In terms of talent development, if you
generic communications both when its needs and desires. treat people as children it has a knock-on
good news inviting you for an interview, Based on different types of employee, effect. Employees can become almost
or news of a rejection. Employment we can vary approaches to recruitment, infantilised. They feel less ready to make
contracts and the induction processes performance management, development responsible choices and expect the
are tedious and standardised and reward and careers while remaining true to our employer to make all decisions around
frameworks are universally applied. brand promise. their welfare. Thats certainly not
In research that we conducted at an environment thats going to
Disruptive HR, we asked 300 senior HR TREAT ME AS AN ADULT encourage talent development
professionals about their approach to So much of what we do when we and career progression.
induction, performance and reward manage people at work is based on the
and 70% said that they used a one-size- parent-child relationship. Let me give an TREAT ME AS A HUMAN
ts-all method, showing that were a example. It was one day, not long after I Its amazing how quickly our processes
long way from providing a customised started at the BBC, that it started to can dehumanise an experience. Take
employee experience. snow heavily. One of my team came to induction and onboarding. Recruits
Perhaps its because weve created me and said: Its time to write an all-staff and new talent are usually put through
silos. Marketing departments have email. Why? Because we needed to let a vanilla offering of PowerPoint slides
become the custodians and guardians of them know about the weather and that crammed with bullet points from every
the brand, while HR departments work perhaps they should consider making possible department. Not a great
separately and rarely overlap. In fact, their way home. introduction to a new employer.
there are sometimes direct contradictions: Seriously. Smarter companies do this better.
32 from the fast-moving tech company that These were highly intelligent, educated They spend time learning about their
sends out wads of paper employment individuals yet we didnt trust them to new talent, nding out how they can best
policies to new employees before look out of the window and make a welcome them and deploy them within
they join, to the insurance company decision for themselves. the organisation. Wipro BPO, an India-
that promises peace of mind but lets Not only is this relationship based global leader in business process
redundancies drag on for months. unsustainable in a modern age, it also outsourcing, does exactly this. It uses
The good news is that there are
some companies making great strides
in bringing the consumer experience
into their employee experiences. Virgin
Trains asked its marketing department
to use its approach to customer
segmentation to help understand its
3,500 employees. Called the Amazing
Colleague Experience, this process went
deeper than the traditional employee
engagement survey. They then used
the results to create meaningful,
employee-driven initiatives.
So much of what we do
when we manage people
at work is based on the
parent-child relationship
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
How to foster
strong
relationships
at work and
retain talent
34
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
35
community.mbaworld.com
W
AMBITION | BE IN BRILLIANT COMPANY
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
between staff
happiness of your employees a badge of relating to workforce transformation to
honour on a par with prots. better navigate uncertain times and avoid
members allows for disengagement and a devastating loss of
KEEP HIERARCHY IN CHECK
honest, two-way Though its important for experience and
trust in management. Investing in human
interactions, making sure employees
career conversations seniority to be respected, its vital that every relate to one another with respect, and
individual is held accountable. Make sure conduct themselves in a open manner will
PRIORITISE EMPLOYEE youre not turning a blind eye to improper allow everyone to deliver their best work.
WELLBEING behaviour simply on the grounds of Furthermore, it will steer your organisation
Never abuse relationships by making someones seniority, or for fear of a difcult clear of low productivity and high turnover
unreasonable demands on your co-workers. conversation. and prevent the loss of capable talent.
Senior managers who abuse relationships Ensure you give all employees a voice, Ensure your employees feel connected.
by asking junior staff to pick up their dry regardless of rank, and assess all members I believe this to be a sure way of retaining
cleaning or work beyond reasonable ofce of your team regularly, from interns to line staff, enhancing their performance and
hours may generate resentment. managers. Millennials are known to prefer future-proong your bottom line.
Though establishing a friendly, atter structures at work; retain key talent
supportive workplace will invariably by showing you not only understand, but Nick Goldberg, CEO, UK & Ireland,
motivate employees and encourage hard respect, such an outlook. Lee Hecht Harrison | Penna
community.mbaworld.com
Always Be One Move Ahead of the Game...
Follow the smartest moves of the Kings and Queens of Business and Business Schools.
Every month the worlds most influential Leaders will share their insights with
AMBA Members and Schools.
Leadership Skills
Ethically & Socially
Responsible
Financially Literate
What makes an AMBA MBA?
An AMBA MBA has invested over
2,000 hours learning from the worlds
most impressive Thought Leaders,
complex case studies and smartest
fellow students. Combining high
intelligence, career ambition, passion
and determination, their brain power
can help lead your organisation to an
even brighter future.
39
Tackling
the talent
deficit
Creating a talent alliance with partner
organisations, rather than competing to
attract recruits, could revolutionise talent
management, writes Jon Reed
community.mbaworld.com
B
AMBITION | BE IN BRILLIANT COMPANY
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
often fail to share their people between partnership with one another. Once youre clear about your
sister businesses, let alone allowing their When going along this path, we objectives, get your own people
staff to work for partner organisations recommend starting small and taking it involved in deciding which types of
and potentially losing these people to slowly, identifying one or two businesses business / organisation could join your
them in the long term. For this to work, with which you could envisage partnering talent alliance. Ask them for their views
there would need to be some very in terms of talent attraction and for their aspirations in their career
clear ground rules and carefully thought- development. Get together to lay out and in life. Assess the feasibility of the
out plans. the rules and consider how it could work partnership organisations suggested.
However, the days of survival of in practice. Comprehensive thinking and The main issue to bear in mind
the ttest and knowledge is power open-mindedness are essential in this here is whether or not your potential
are drawing to a close. The world is process; thinking laterally and vertically, partner thinks like you. Do you have a
embracing greater collaboration thanks exploring all options to decide whether cultural connection and shared values?
to improved technology. Weve seen this partnership could be fruitful and how If not, then its highly likely a clash will
the rise of the gig economy, where that could happen. occur and competing views will have a
freelancing and taking on short-term Understanding where a collaboration negative impact upon the business. So
contracts are preferred by many workers. could add value is key to deciding who before attempting to develop any sort of
And weve witnessed the diversity and to partner with. What are you trying talent alliance, make sure there is clarity
inclusivity agenda racing up the list of to achieve? If the goal is to attract about who you are as a business and
priorities for organisations. talent, then, as with the example of what you stand for.
Companies that wish to survive and the partnership between Macmillan
thrive must take notice of the changing Cancer Support and the British Heart COMMITMENT AND TRUST
shape of the workforce. The world Foundation, identify which organisations To conclude, creating a talent alliance
of business has evolved into a place sit most comfortably beside your own, in is no mean feat, and is certainly
where collaboration and co-creation a non-competitive way, with whom you not something that can be decided
are desirable skills, and those who think might be able to attract the right calibre and created overnight. It requires
differently about talent will win through. of employee through the door. commitment, trust and excellent talent
And the tide is starting to turn: just In the same vein, if its about sharing management. However, it can be a game
over three-quarters of CEOs say they development resources, consider with changer if developed correctly not
have changed their talent strategies whom you could join forces in order just for the businesses involved, but the
42 to anticipate what business will look to broaden the learning opportunities entire industry or sector within which
like in the future (PwC, 2017). But they available to your people. they operate.
acknowledge that more could be done in The creation of talent networks is
essential for the future sustainability of
entire sectors. I challenge you to think
www.mbaworld.com
5
th
The winners enjoy unique industry wide recognition of the contribution accredited business
schools, their students and employers make to the MBA arena and global business community.
Winners will be announced at our glamourous Awards and Gala Dinner on 02 February 2018,
taking place at one of Londons most exclusive venues One Great George Street.
We would like to
thank our sponsors:
AMBITION | BE IN BRILLIANT COMPANY
The value
of promoting
44
employee
recognition
Receiving recognition for your work is positive,
but the act of giving employee recognition can
also deliver signicant organisational value and
needs to be championed by business leaders,
argues Robert Ordever
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
45
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
O
verwhelming evidence, willingness to go above and
including extensive beyond
research from the O.C. desire to be working at the same
Tanner Institute, proves organisation in one year.
that appreciating Among UK employees, 69% agreed
employees, otherwise that giving others recognition helps them
known as employee connect better with colleagues and 74%
recognition is a viable agreed that giving others recognition
strategy that every creates a better organisational culture.
organisation should use
to attract, engage and ARE EMPLOYEES USING RECOGNITION?
retain their people. Only 42% of respondents had given a
Recognition has a profound impact colleague recognition in the past week.
on business metrics such as culture, The UK ranked well below the global
turnover, innovation and engagement; average in terms of how often employees
however, most published studies that give recognition. Among UK employees,
measure recognitions impact have focused one in ve indicated that they either had
exclusively on the employee that receives never given recognition at work or that it
recognition. By focusing solely on the had been more than a year since they last
recipient of recognition, leaders do not gave recognition to another employee.
have a full understanding of recognition There are many reasons that
programmes and they underestimate the organisations struggle with employee
ROI recognition can truly provide. recognition. One of the top reasons is a
While recognition has an impact on disconnect between senior leaders and
those who receive it, the global study front-line employees. Within the study, 91%
from the O.C. Tanner Institute, of 3,496 of executives agreed that everyone has
employeees across four continents, nds the opportunity to be recognised at their
recognition also has a considerable impact organisation, but when the same question
on employees that give recognition. It is is asked to non-manager employees, this
46 this act of giving that can deliver signicant drops to 60%. This highlights that often,
organisational value and this needs to be the perceptions of management dont
championed by business leaders. match the reality of front-line employees.
Another challenge associated with
GIVING RECOGNITION MATTERS recognition is that many leaders have
The global study revealed that when falsely bought into the idea that social
employees who never / rarely give recognition means something similar to
recognition are compared to those that social media sites where online social
always give recognition at work, there interaction is all that matters.
is a 26% increase in engagement scores, The study asked how often employees engaged and 70% were actively innovating.
a 22% increase in actual work results observe other people receiving Overall, employees who gave, received,
and 33% rise in innovation. In the study, recognition: 41% of employees said they and observed recognition scored higher
recognition was dened as an expression hadnt observed anyone else receiving in every measure compared to employees
of gratitude or appreciation from someone recognition in the past month and 20% who did not do all three. This held true
else when they have done something hadnt observed recognition at work for even for employees who frequently did two
well at work or experienced a personal more than a year. Having two out of every out of the three areas of recognition.
milestone. Recognition may be as simple ve employees report that they hadnt When organisations create a culture of
as acknowledging, noticing, valuing or observed others receiving recognition in true social recognition, employees choose
caring about the work of others. the past month doesnt sound very social. to engage, innovate and stay at the
As employees give recognition more organisation longer.
often, the data shows increases in areas, POWER OF TRUE SOCIAL To be successful at social recognition, a
including their: RECOGNITION company needs to foster a culture where
motivation to contribute There is signicant value to be gained from employees celebrate each other. Senior
support of company values social recognition. True social recognition leaders need to encourage effort, reward
understanding of how teams occurs when employees frequently give, results and celebrate careers. Ongoing
contribute to organisational receive and observe recognition. Within effort should be recognised weekly or
success the study, only 17% of employees indicated daily; results should be rewarded each time
likelihood to recommend the that they frequently give, receive and an employee accomplishes great work; and
organisation to friends observe recognition at their organisation. careers of loyalty should be celebrated on
pride in the organisation Among those 17% of employees, 90% were employee work anniversaries.
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
EIGHT
ways to attract
Men and
women need to
collaborate to
nurture gender
equality in the
workplace, and
the benets of
this collaboration
make good
and
retain women business sense,
writes
in business: Emma Nicholls
D
to make a difference
48
www.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
left standing on the sidelines, not knowing To create an action plan for change, I these events. It is easy for a male HR
what they can do to help. encourage men to identify the key areas director to suggest that his female
There is room for men and women for improvement. In the earlier example, employee should attend because she is
to collaborate. Collaborative advocacy the organisation made the recruitment better placed to understand the issues.
for gender equality in the workplace process more transparnet; ensuring that However, by attending himself, he is not
shouldnt only be beneting women. It interview panels were always represented only showing his advocacy as a supporter
also allows men to bring their whole selves by equal numbers of women and men. of inclusion, but also gaining a better
to work, while also making good business understanding of the issues women face.
GET NETWORKING
2
sense; inclusion fosters innovation and a
SHARE THE OFFICE
3
productive work environment. As part of my work, I attend
numerous female leadership HOUSEWORK
SEVEN WAYS MEN CAN networking events, conferences, and think Changing gender stereotypes
SUPPORT THE CAUSE tanks. I am always amazed now few men about duties isn't just for life at home.
attend or speak at these events. I often ask Women often take on more ofce
MAKE YOUR BOARD BRAND
1
myself where are all the men? housework, such as organising the ofce
ATTRACTIVE TO WOMEN The men who do attend, are often parties, taking notes at a meetings and
It is human nature to want to called out as heroes and welcomed with training new recruits. Those tasks steal
associate ourselves with the in crowd. open arms. I dont believe that women valuable time from core responsibilities
Organisational culture can either make only want to meet other women at such and can keep a woman from participating
or break a talented woman. Recent events. The people who need to be there fully in business matters.
studies have shown that talented women are the decision makers and strategic I encourage women to stop
are leaving high paid jobs to set up in inuencers, and in many cases, these automatically assuming the role of the
business. This phenomenon is known as people are men. I encourage men, to feel helper and men to be more aware of this
the Glass Pyramid or Leaky Pipeline. the fear, step up, and start supporting trap and look out for it. Men should offer
Women consider how they would t to take the notes, get the coffees and not
in at the top table and, if what they see assume that a woman will take on these
is a lot of middle aged men, they will duties. Men can also encourage their male
believe that there is no place for them; peers to follow their lead; that way, they
a seat at the board is not an attractive become a role model and someone who is 49
value proposition. Men play a key role seen as a collaborator and a great leader.
in breaking this cycle by taking a closer
BE A SPONSOR
4
look at the brand they represent. Is it
a brand of inclusion and willingness to During my career, I have had
change? Senior male leaders can check the benet of male sponsors.
the inclusion temperature of their brand In particular, one operations director
by asking their junior and middle female supported and encouraged me to take
leaders the following questions: advantage of opportunities for promotion
What is your perception of us? and sponsored me to undertake my
How could you describe our brand? Executive MBA. I encourage men to look
This can be done through focus groups around their teams and identify women
or the use of an external interviewer. My who might benet from sponsorship.
recent research with one organisation Some men have told me that they fear
found evidence that women felt the top being too supportive of women in the
jobs were already earmarked for men and workplace because it might create
that the selection process was in some way gossip. It is 2017, we must move on
awed and biased. from such feelings of insecurity. If the
woman is talented and of high potential,
sponsorship can make the difference
between her rising to a senior position
innovation and 5
TEST YOURSELF
I would like everyone at work
environment
own biases, you cannot do anything
about them. If you discover you have a
community.mbaworld.com
AMBITION | BE IN BRILLIANT COMPANY
Collaborative advocacy for gender equality how are you assessing the risk of your
female talent walking out the door, and
what are you doing to minimise it?
at work shouldnt only benefit women - it also WATCH OUT FOR TIARAS
allows men to bring their whole selves to work 8 It is important for men to be
aware of 'Tiara Syndrome' to
watch out for it and ensure that
the 'tiaras' are getting the recognition
bias, you can then review your processes succession plan includes unconscious bias. they deserve.
and systems to remove those biases. For People will use their own limiting beliefs Tiara Syndrome is when a woman works
example, if you have a gender bias, you to predict the desires (or ambitions) and extremely hard to get all the stuff done,
might want to undertake your review ability of others. Could you set yourself a often picking up activities owned by others
of CVs for a vacancy with the names succession planning target? For example: ,and then wonders why she is not getting
removed, or with a female colleague. Our vision is to have a pool of emerging the recognition she knows she deserves.
talent and successors that has a ratio of She is expecting someone to come along
WATCH YOUR LANGUAGE
6
50:50, female: male by 2018. and place a beautiful sparkly tiara on her
A study published by the You might argue that would be head.
American Psychological impossible if your organisation is only Of course, this rarely happens unless
Association found that womens styles of 20% female in total. I would suggest that senior stakeholders are astute enough to
communication are more 'communal', is exactly why you need to set the 50% look out for these missing Tiaras.
using more emotional and social words target. Be disruptive remember not all So how can men help women to break
than mens styles of speech. Second, the successors have to come from within your this Tiara habit?
researchers tied womens perceptions internal market. The bigger your pool Look around and see if you can
of gendered words to previous research of identied female talent, the greater recognise the women in your teams who
on the nature of subtle wording your ability to attract more female talent might be suffering from Tiara syndrome;
differences in job advertisements. The becomes. Look harder, look wider and those women who are not hovering
50 authors hypothesise that to women, look deeply at your potential talent pools. outside your ofce all the time waiting to
masculine-sounding words alert them Dont forget to check your ight risk: tell you about their fantastic ideas, but
to the possibility that they will not t or who are delivering the work and ensuring
do not belong. The results showed that your objectives are met. How could you
women found that job descriptions with a create opportunities for these women to
masculine tone, less appealing. gain more visibility? Could you ensure
Organisations should take the that they are invited to key meetings?
opportunity to review the language Reect on how you value contribution and
they use to ensure it is more gender effort between women and men? Do you
neutral; not only in job advertising value the men because they are great at
but also in internal employee stepping up and presenting, and value the
communication channels. women because they 'get things done'?
Losing the Tiara can be tough for
SCRUTINISE THE SUCCESSION
7
women who gets things done and it can
PLAN take a while for them to build condence.
If you took out your succession What can you do to sponsor them in this?
plan today, could you tell me whether it In summary, there are lots of proactive
had a good mix of women identied as things men can do to encourage gender
successors within it? If not, why not? equality. Are you ready to step up and
I ask organisations to look at their plans be one of those men who will make
in more detail who is missing? Have you the difference?
excluded someone because you believe
that they are not ambitious, or have put
their career on hold because they have a Emma Nicholls is Founder and MD
young family? Are they different to your of Your Red Dress, which supports
typical successor? Could you have a job organisations in the attraction,
share as a potential successor? Are your development and retention of female
assumptions correct? talent, and enables women to achieve
If your organisation is dominated by success through transformational
men at the top, you may well nd your mentoring and development
www.mbaworld.com
ASIA PACIFIC CONFERENCE
FOR DEANS AND DIRECTORS
08-10 January 2018 | Harbin, China