the presentation - Verity International Limited

C O R O P O R A T E
B R I E F I N G
S E R I E S
RISK MANAGEMENT
RISK
MANAGEMENT
&
THE EXECUTIVE TEAM
R d i Ri k b H i
Reducing Risk by Having the Right People
h Ri h P l
April 15th, 2009
Agenda
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7:30 am
8:00 am
8:10 am
8:30 am
9:00 am
9:25 am
9:30 am
Registration & Breakfast
Welcome & Introductions
Presentation
Panel Discussion
Audience Q & A
Wrap up
Close
BPI Locations
Norway
Denmark
Germany
The Netherlands
Belgium
UK
Finland
Estonia
Latvia
Lithuania
Russia
Poland
Czech Republic
Austria
Romania
Ireland
Canada
Sweden
France
Switzerland
Spain
United-States of America
Portugal
Martinique
a t que
Guadeloupe
Mexico
Morocco
Greece
Italy
Tunisia
Ukraine
South Korea
Israel
Algeria
Japan
China
Lebanon
India
Hong Kong
Singapore
La Réunion
Brazil
Australia
Chile
Uruguay
g y
Argentina
South Africa
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BPI Group locations
1200 consultants in Europe and USA
2500 consultants in 40 countries
Introductions
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PANEL:
– Sylvia Chrominska,
Group Head, Global Human Resources & Communications, Scotiabank
– Tony Ianni,
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President, Ernst & Young Orenda Corporate Finance
– Paul Schneider,
Managing Partner BPI U S Partners
Managing Partner, BPI U.S. Partners
MODERATOR:
– Don McCreesh,
President The Garnet Group
President, The Garnet Group
PRESENTER:
– Dr. Jack Muskat,
Managing Director, Talent & Organizational Consulting, Verity International
Managing Director, Talent & Organizational Consulting, Verity International Limited
“Do I know who my people are?”
Dr. Jack Muskat
Dr Jack Muskat
Managing Director,
Talent & Organizational Consulting
[email protected]
‹
416‐862‐8422
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Why Assessment is Critical to Business Success
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What We Mean by Assessment – The Verity Approach
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Fitting It All Together – Principles for success
Verity International Limited
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BOMBARDIER AIR CANADA
GENERAL MOTERS
NORTEL
AMERICAN INTERNATIONAL GROUP
Verity International Limited
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ENTERPRISE RISK – The Success or Failure of the Business
Executive
Level
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The role of the board and the CEO –
Th l f th b d d th CEO “Horses for Courses”.
“H
f C
”
What are the strengths of the leadership team?
How do we best work as a team?
How do we leverage our capabilities?
SUCCESSION RISK Filling the Leadership Pipeline
SUCCESSION RISK –
Filli th L d hi Pi li
Upper
Management
ƒ Are we investing the right dollars in the right people?
False Positives (The Charmers)
False Negatives (The Wallflowers)
ƒ Flat organization – little room to move.
FLIGHT RISK – Identification and Development of High Potentials
High
Potentials
New
Hires
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Lack of agreement around the table.
Confusing performance and potential.
Lack of commitment or time to develop.
T l h di
Talent hoarding.
RECRUITMENT RISK– Becoming the Employer of Choice
ƒ Attracting the “Best and Brightest”.
ƒ Restoring values and trust.
R t i l d t t
Verity International Limited
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Understanding the Organization
Leadership Competencies Personal/Behavioural Characteristics
Feedback and Development
What is our Business?
What must our People Do?
Assessing Managerial Talent
Turning Insight into Action
• Strategy/Direction
• Manage the business – set direction, execute, achieve results
1. Completion of a test battery of psychological instruments which measure:
For the Employee
• Consultant facilitates the application of insights into action plan
• Challenges/Issues
• Barriers to Success
What is our Culture?
• Communication Style
• Morale and Performance
• Values, Beliefs, Customs
How does our Culture d
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Support our Business?
• Case Study: The Failure of GM
• Lead others – select, develop, build teams, manage conflict, lead the organization
• Manage oneself – personal effectiveness, integrity, self‐
awareness, maturity, balance
Do Competencies Support Business Objectives?
• Intellectual Style
• Interpersonal Relations
• Personality
• Motivation
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Participation in an in‐
depth biographical g
interview
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Consultant integrates tests and interview findings
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Developmental Recommendations (Culture/Fit)
• Are people doing the right things?
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• Are we measuring the right things?
• Coaching /Mentoring
• New assignments
For the Employer
• Employer gains insight into employee bench strength, their talents, motivators, ,
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and passions
• Gains competitive advantage through an engaged and productive workforce
Verity International Limited
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Employee
M ti t
Motivators
Organizational
Motivators
M i
Meaning
Competence
Recognition
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Productivity
Profitability
Utilityy
S U C C E S SF U L ENGAGEMENT
Verity International Limited
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Culture “Eats” Strategy
ƒ It must support the business and attract the right people.
It t t th b i
d tt t th i ht l
Competencies Relevant to Business Outcomes
ƒ Behavioural, observable, and reliable. How nimble are we?
Assess “People”, not “Competencies”
ƒ Hire for passion, interest and intelligence.
Link Assessment Findings to Business Results
Li
k A
t Fi di
t B i
R lt
ƒ Additional sources of information (360, observation, self‐report).
Organizational Support “Walk the Talk”
ƒ Provide meaningful development opportunities.
Recognize and Reward Appropriately
ƒ Reduce the “noise” in the system.
Reduce the noise in the system.
ƒ Attract and keep the best.
Verity International Limited
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C O R O P O R A T E
B R I E F I N G
S E R I E S
Panel Discussion
• Sylvia Chrominska, Scotiabank
Tony Ianni, Ernst & Young Orenda Corporate Finance
• Tony Ianni, Ernst & Young Orenda Corporate Finance
• Paul Schneider, BPI U.S. Partners
Dr Jack Muskat Verity
• Dr. Jack Muskat, Verity
MODERATOR
Don McCreesh, The Garnet Group
h h
Closing Remarks
Closing Remarks
Elizabeth Stevenson
Managing Director,
Managing
Director
Executive Advisory Services
Career Management & Transition
Career Management & Transition
Supporting Our Panelist Charities
pp
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Women’s College Hospital, http://www womenscollegehospital ca
http://www.womenscollegehospital.ca
Multiple Myeloma Research Foundation www multiplemyeloma org
www.multiplemyeloma.org
The Children’s Wish Foundation www childrenswish ca
www.childrenswish.ca
Imagine Canada
http://www imaginecanada ca/
http://www.imaginecanada.ca/