Quarterly
Enterprise Leadership
In This Issue
Encourage Your Leaders
to Take (Better) Risks
Enterprise Leadership:
The Key to One
Company Strategies
Four Resolutions
to Bolster Your
Influence in 2015
Hear from Your Peers:
Why I Took the HR
Maturity Diagnostic
Voice of the CHRO
Richard Floersch
Executive Vice President and
Chief Human Resources Officer
McDonalds
CHRO
Quarterly
Contents
Encourage Your
Leaders to Take
(Better) Risks
Enterprise Leadership:
The Key to One
Company Strategies
Editor
Mary McMenamin
Four Resolutions
to Bolster Your
Influence in 2015
11
13
16
Improve HR Analytics
20
Graphic Designers
Mike Jurka
Cameron Pizarro
Infographic
of the Quarter
Design
Compelling
STEM Careers
Despite these investments, organizations still face major challenges because STEM talent is:
harder to attract.
Organizations median
time to fill STEM roles has
jumped 77% since 2010.
To meet growth goals, companies must better manage and empower STEM employees:
28%
33%
33% of STEM staff list advancing to a senior management role in their top two career goals,
compared to 28% of non-STEM employees. STEM managers, however, are less open to seeing
their talent move to different parts of the organization, so only 17% of STEM employees even
discuss possible career alternatives.
The best companies rethink the career life cycle and improve performance
management to keep STEM employees engaged throughout their tenure.
Encourage
Your Leaders
to Take
(Better) Risks
Strategies CHROs and
Executives Can Employ to
Manage Risk and Increase
Organizational Speed
2
2. Information Intensity
C
C
C
C
C
C
C
C
C
3. Hyper-Transparency
Business conduct is increasingly visible and
scrutinized, magnified by instantaneous
communication technologies.
51%
Rapidly Evolving
Workplace and
Marketplace
HR Analytics
Globalization of
Labor Market
Source: CEB 2014 CLC Agenda Poll.
46%
35%
30%
3
11.1%
5.8%
= 47.7%
Enterprise
Leadership:
The Key to
One Company
Strategies
Worldwide, CEOs are strategizing
how to create one company, where
everyone thinks and acts in the best
interests of the overall enterprise.
6
2. Incomplete Information
3. Rewards Risk
37%
66%
35%
35% of leaders believe their
contributions to others will
be financially rewarded.
Source: CEB 2014 Enterprise Leadership Survey; CEB 2014 Enterprise Contribution Survey.
Enterprise Leadership
A leaders effectiveness at
meeting his or her individual
objectives, contributing to and
leveraging the performance of
other units or teams, and leading
his or her team to do the same
How to Recognize an
Enterprise Leadership
Organization
Individual leaders are taught to delegate their
way to success. Certainly all leaders must
delegate, but Enterprise Leaders are 20% more
likely to also work within their teams to find great
solutions, pull them out, and share them with
the broader organization. They seek out proven
concepts with demonstrated results that are
transferable to other operational areas. Solutions
range from improved back-office efficiencies to
new marketing strategies.
An organization of Enterprise
Leaders looks and feels very
different than an organization
without them.
Two-thirds of leaders agree that autonomy and control are critical to their success.
The design firm IDEO enables its leaders to selfidentify and facilitate enterprise contribution
opportunities through its annual business review
process. Leaders in each location start by creating
a framework that sets the direction for a review
of their units project portfolio from the past year.
Equipped with the framework, employees in a
given location set out in teams to assess results.
They incorporate the outputs from each team
into a collective review of the locations past year
and then use it to hypothesize next years needs
and opportunities.
Four Resolutions
to Bolster Your
Influence in 2015
Seeking more strategic influence inside
and outside the boardroom? Dont rely
on good relationships.
Although CHROs have historically experienced roadblocks
maintaining relationships with the CEO, board, HR team, and
peerswhile trying to exert greater influence on strategic
decisions, they have, in recent years, been able to overcome
these challenges. Today, CHROs report great working
relationships with the businesss leadership; in fact, nearly 50%
of them meet with the CEO weekly. This increased interaction
with C-suite leaders suggests that CHROs have some of the
essential ingredientssuch as increasing face time with the
CEO and board, establishing direct relationships with peers,
and developing a strong HR leadership teamneeded to play a
pivotal role in their organizations.
High Hopes
With hopes of being key players in their organizations, most
CHROs enthusiastically bring their most compelling HR inputs
(e.g., engagement data, benchmarking content, perspective)
to meetings, ready to impact business outputs (e.g., profit,
employee performance). However, barely half of them consider
themselves influential. Despite their ambitions, simply bringing
HR data to the table is inadequate and talking only about HR
issues can reinforce perceptions that the CHRO is not a business
leader, but a functional expert.
Boards at top-performing
companies are twice as likely
to have a deep understanding
Kevin Cox
Chief Human Resources Officer
of talent issues than are
American Express
boards at lower-performing
competitors. To engage your board, provide greater levels of
assurance on critical talent risks impacting business strategy
by reverse-engineering strategic priorities to isolate talent
risks. For example, if innovation is a focus, discuss attraction
and retention strategies for diverse talent. Read more in Three
Critical Talent Conversations.
Nolitha Fakude
Executive Director,
Sustainability and Business
Transformation
Sasol
11
Jorge Figueredo
Simon Riis-Hansen
Senior Vice President,
Executive HR
The LEGO Group
12
Accelerate execution.
Get Started:
1. Search Maturity Diagnostic on the CEB
Corporate Leadership Council site for a
brochure.
2. Contact your account manager or e-mail us at
HRPractice.FMD.Support@executiveboard.com
to discuss participation.
13
NORTH AMERICA
Atlanta
Boston
Charlotte
Chicago
Columbus
Dallas
Mexico City
Minneapolis
Monterrey
New York
Palo Alto
Toronto
Washington, DC
EUROPE
Dublin
Frankfurt
London
Madrid
SOUTH AMERICA
Bogota
Lima
Santiago
AFRICA
So Paulo
Johannesburg
AUSTRALIA &
NEW ZEALAND
Auckland
Canberra
Melbourne
Perth
Sydney
ASIA
Dubai
Hong Kong
Kuala Lumpur
Singapore
Chicago
London
New York
Toronto
Staff Briefing
13 August
10 September
6 October
21 October
27 October
Executive Briefing2
4 August
Auckland
5 August
Chicago
11 August
Melbourne
18 August
New York
20 August
Atlanta
26 August
Monterrey
(In Spanish; Half Day)
6 August
Canberra
TBD August
Perth
8 September
London
16 September Bogota
(In Spanish; Half Day)
6 October
Palo Alto
29 October
Toronto
TBD October Lima
(In Spanish; Half Day)
4 November
Charlotte
Executive Retreat1
1617 September
1819 November
Sydney
London
Palo Alto
New York
Atlanta
Chicago
London
CHROs/heads of HR only.
FebruaryAugust 2015
SeptemberNovember 2015
How to Attend
SeptemberOctober 2015
The HR functions premier event brings together
executives to learn, network, and engage with senior
leaders from across all HR and talent functions.
Providing insight and resources that progressive
organizations are using to build the HR function
of the future, the conference helps HR leadership
teams respond to trends reshaping the talent
landscape.
New for 2015, an expanded three-day format
features more opportunities to network, learn from
peers, and access insight from all of CEBs talentrelated businesses.
Voice
of the
CHRO
16
17
18
19
Improve
HR Analytics
They Ask
The Questions Key Stakeholders
Will Ask You
CEO and the Board
20
HR Leaders
HR Business Partners
You Act
We Support
The Approach Leading CHROs Take to Resources to Help You Act More
Turn Talent Data into Analytic Impact
Quickly and with Confidence
Redefine Your Talent Analytics Approach
Design the right skill set and hiring strategy for analytics
staff by focusing more on data judgment.
21
HR News Report
Quarterly functional insights
on advances, challenges,
and opportunities in HR
categorized by 10 key
functional areas
Global Workforce
Insights Report
Quarterly workforce insights
on global and country-level
changes about what attracts,
engages, and retains
employees, based on data
from 18,000+ employees
in 20+ countries