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光辉国际发布《2015真实世界领导力》报告

(2015-12-29 17:43:25)
标签:

光辉国际

kornferry

hroot

人力资源

领导力

分类: 行业新闻
(2015年12月29日,/HRoot.com/)人才与组织咨询公司光辉国际(纽交所代码:KFY)近日进行了一项详尽的全球性领导力调研,指出许多企业领导力发展失败的原因,并对领导力发展计划如何进行调整以获得更好的投资回报提出了切实的建议。

光辉国际进行的“真实世界领导力”调研数据来自全球107个国家的超过7 , 500名高管的积极参与。该调查发现,“缺乏高管重视”是阻碍领导力发展成功的首要因素。有55%的受访者对他们在领导力发展方面得到的回报描述为“比较满意”到“非常糟糕”。

该报告创造一种健全的、可持续的领导力发展渠道提出了具体的建议:
  • 把领导力发展嵌入公司文化与战略制定的过程中,保证获得高管持续的支持。
  • 在理念上认可领导力发展是一项持续的过程,而不仅仅停留在单项培训课程或一次性事件上。
  • 通过把领导力发展的规划放置在企业当前发展策略与商业议题的中心,令其更具有相关性和参与性。
  • 对企业所有层级的职位都开展领导力发展计划,其中包括资深高管以及企业的高层领导。
  • 不要在公司遭遇困境时削减对领导力发展的投资,相反,组织要在此时应更积极地进行投入。

Korn Ferry's survey on Real World Leadership 2015

(Dec.29,2015,/HRoot.com/)Korn Ferry's 2015 survey on leadership development reveals a sense of urgency among business leaders about their leadership pipelines. It points out the reasons for the failure of many business leadership development, and puts forward some practical suggestions on how to adjust the leadership development plan in order to get a better return on investment.

The survey of Real World Leadership generated more than 7,500 responses from 107 countries. Lack of executive sponsorship is the number one barrier to successful leadership development. 55% of Korn Ferry’s recent global survey respondents indicate the return on their development investment is “fair” to “very poor,” leaving few with enough leaders ready to take on greater responsibilities. 

To build a robust leadership pipeline, there are several critical actions:
  • Embed leadership development in the culture and strategy, ensuring it is consistently sponsored by top executives.
  • Embrace the idea that leadership development is a continuous journey and not just made up of one-time classes or "one-off" events.
  • Make leadership development more relevant and engaging by focusing programs on the organization's current strategies and business issues.
  • Provide targeted onboarding and transitional development support for leaders in new roles. Roll out relevant and appropriate development for all levels in the organization, including senior executives and the C-suite.
  • Don't stop developing leaders when times get tough. That is the time to double down efforts.

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