Leadership Development Diagnostic Reporting Framework
1. The current state of leadership development
and the organization of leadership training
A total of leadership training sessions were organized throughout the year, with a total number of person-times, and the overall training satisfaction was . Among them, the number of offline trainings, the number of trainees, and the overall training satisfaction was . The number of online trainings, the number of trainees, and the overall training satisfaction were .
and leadership development system
Whether the responsibilities of individual self-development and senior coaches are clarified in leadership development, and whether the leadership development and effectiveness responsibilities of professional leadership developers are clarified.
In terms of talent development system, whether the leadership competency quality model has been sorted out, whether the leadership learning map to guide leaders at all levels to learn and promote has been formulated, and whether the practical task package and promotion package have been sorted out. Whether the leadership promotion channel has been opened.
and leadership talent development
A total of leadership practice tasks were initiated throughout the year, including team practice tasks (designated by the company) and individual practice tasks (designated by the company). Among them, the attainment rate of team practice tasks is , and the attainment rate of individual practice tasks is .
At present, the company's talent leadership ability compliance rate at all levels, including the leadership compliance rate of grassroots supervisors, the leadership compliance rate of middle-level supervisors, and the compliance rate of senior leadership leadership ability. Among them, 17 competencies are lacking one of the proportions, two of them are lacking, and more than two of them are lacking. The proportion of grass-roots supervisors who lack one item is , the proportion of lack of two items is , and the proportion of lack of two items is . The proportion of middle-level supervisors lacking one item is , the proportion of missing two items is , and the proportion of missing more than two items is . The proportion of senior leaders who lack one item is , the proportion of those who are short of two items is , and the proportion of those who are short of two or more items is .
The number of talent leadership at all levels of the company (the number of people who have reached all the standards and the leadership ability of the next level is more than 50%, that is, 9 items) is, of which the number of outstanding employees, grass-roots supervisors, middle-level talents, and high-level talents are respectively. The number of talent leadership at all levels of the company is excellent (all of them meet the standards and the number of people who meet the leadership standards of the next level of more than 80%, that is, 14 items), of which the outstanding employees, grass-roots talents, middle-level talents, and high-level talents are excellent. The number of talent leadership at all levels of the company exceeds the standard (the number of people who meet all the standards of the next level of leadership) is, of which the number of outstanding employees, grass-roots talents, middle-level talents, and high-level talents is respectively.
From the perspective of the company's development, the company will set up a new subsidiary, which needs high-level, middle-level and grass-roots key talents. Analyze the reserve of management talents at all levels from the number of over-standard talents and excellent talents. From the perspective of the professional structure of talents, the talent reserve of each professional is analyzed.
and leadership development and effectiveness
In the process of leadership development, a total of action learning and impact projects were launched, focusing on improving organizational capabilities, summarizing best practices, and achieving first-class best practices in the province, industry, country, and world, with a total of 10,000 yuan of new annualized impact income that can be calculated.
The completion rate of the competitiveness development plan is , and at the same time, a new competitiveness development project has been added and reached the first-class level in the industryIn terms of core competitiveness development, how has the project been completed?How is the improvement of competitiveness?
Throughout the year, we summarized the first-class standards that allow employees to work safely, easily, efficiently, and with high quality and achieve self-managementAt present, the self-management standards have been summarized, and the coverage rate of self-management standard construction has reached, and the coverage rate of self-management standard construction of core departments is . The construction of the company's authorization mechanism, how much space employees can manage independently, and whether it needs to be further optimized?What is the current self-management atmosphere of the company, and what is the situation of scale leadership construction?
2. Problems in leadership development
From the point of view of the results, pay attention to the process results, and the final effect still needs to be improved (please modify it in combination with the actual situation).
First the improvement points in the past year, and then the areas that are still optimized. It mainly focuses on talent training, team building, organizational development, performance improvement, and scale leadership building effects. Such as:
A large number of leadership training programs have been organized throughout the year, the original leadership competency model has been further improved, and many new leadership courses have been developed, but the leadership maturity of leaders at different levels has not yet been assessed.
In terms of leadership team building, the learning team model is adopted to focus on the ability of senior coaches and personnel management and financial management to transform and achieve the expected results, but there are still many leadership skills that need to be transformed.
Many action learning projects have been carried out throughout the year, which have improved the competitiveness and performance of enterprises to a certain extent, but there is no quantitative calculation of project benefits, and there is still a lot of room for effectiveness in the action learning projects that have been carried out.
There has been no achievement in promoting leaders at all levels to lead teams to sort out self-management standards, and there is still a long way to go in building leadership at scale.
From the perspective of the process, pay attention to transactional work, and the work effect still needs to be improved (please modify it in combination with the actual situation).
Again, progress is affirmed first, and then there are problems. If there are few points of progress, you can summarize them and only mention the problems in the sub-items. It mainly focuses on the analysis of six dimensions: rapid talent growth system, leadership development system, project operation, learning and efficiency, standard construction and achievement promotion. Such as:
A lot of work has been carried out in talent development, leadership development system, and project operation, and in general, leadership development work focuses on transactional work, and there is relatively little work on creating results
Although the leadership quality model and curriculum system have been optimized and some leadership courses have been developed, it has always pushed employees to learn leadership passively, without stimulating their enthusiasm for independent learning, and has not given full play to the coaching function of superior leaders, so there is great room for optimization in leadership development.
The project operation is relatively mature, but it lacks post-school application conversion tracking, and the effect is not good only by relying on the enthusiasm and cognitive transformation ability of individual employees.
Basically, there is no co-ordination of all units to carry out learning and efficiency activities to refine the standards of self-management, and there is no intention to summarize the results for promotion.
On the whole, there is still a lot of room for optimization in leadership development, and the creative effect of leadership development has become the focus of work in the next stage.
From the perspective of investment, ignoring the effect, the planning plan is not in place, and the allocation of resources is not reasonable (please modify it in combination with the actual situation).
Leadership development planning and project planning have been relatively improved, but there is a lack of effect-oriented awareness, no final effect that leadership development can create, and no reasonable matching of leadership development resources to create the maximum effect.
Objectively, there are many gaps between the company's leadership development investment and that of advanced enterprises in the industry. But the key to the problem is how to create the maximum value with limited resources, so as to gain the support and trust of leaders at all levels, and finally get more development resources, and then embark on the road of a virtuous circle.
3. Leadership development and improvement ideas
Optimize the concept of leadership development to ensure that the direction is correct
Individual leadership development is mainly based on the individual, and the intensive training is mainly used to solve the problems of team growth and organizational growth
Because each person's experience and ability are different, the leadership ability they need to develop is also different, and the training is difficult to develop leadership for individuals, so the establishment of a personal leadership self-learning promotion platform, so that employees through independent assessment, independent learning, independent practice and finally independent promotion. The intensive training is mainly used to solve the common problems existing in the leadership team, and can also be used as one of the links in action learning to develop organizational capabilities.
Mentoring accelerates leadership development for subordinates and enhances individual leadership skills
Superiors themselves are responsible for talent development, and with their understanding of subordinate employees, personalized guidance for subordinates to develop leadership can not only effectively improve the leadership ability of subordinates, but also enhance personal leadership in teaching and learning. Therefore, it is necessary to establish a senior coaching system, and on the basis of systematic research on the composition of leadership, decompose the abilities that leaders at different levels should master, and then unify leadership development methods and ideas.
Strengthen the concept of leadership development and efficiency, and effectively improve the performance and competitiveness of enterprises
Strengthen the concept of leadership development and efficiency, so that leadership development can serve the needs of enterprise organizational ability and performance improvement. Carry out enterprise-level action learning projects around the needs of enterprise strategy execution to effectively improve enterprise performance and competitiveness. At the same time, leadership itself is the ability to lead the team to create results, and each department then carries out learning and efficiency activities around the needs of improving the performance and competitiveness of the unit, which not only effectively supports the action learning project at the enterprise level, but also develops the leadership ability of leaders at all levels in actual combat, so as to improve the performance and competitiveness of the enterprise.
Strengthen the construction of self-management and build scale leadership
Leadership development is not only about promoting individual, team, and organizational growth, but also about building leadership at scale. That is, by promoting the construction of authorization mechanism, the construction of self-management standards, and the optimization of enterprise incentive mechanism, employees are promoted to work independently and even automatically. Therefore, leaders at all levels need to establish the optimal self-management standards in the process of learning and creating benefits in the team, so that employees can work safely, easily, efficiently and with high quality, and achieve self-management.
Optimize leadership development responsibilities and establish first-class leadership development
Clarify the responsibilities of individual leadership development and the coaching responsibilities of superiors in leadership development, and emphasize the development and effectiveness responsibilities of leadership development professionals, and establish an efficient and collaborative leadership development system.
Introduce professional leadership development institutions to assist in the construction of a platform for independent leadership development and learning
The construction of the above platform requires not only rich experience in leadership development and research, a comprehensive and systematic theoretical system of leadership self-learning and promotion, but also supporting leadership independent learning resources, which is time-consuming and laborious and difficult to be systematic and comprehensive. With the help of professional leadership independent learning and promotion development institutions, we can build a leadership independent development learning and promotion platform, lay the foundation for future internalization, and avoid tort liability.
Build and efficiently operate a mentoring system to accelerate the development of leadership at scale
The key to the effective operation of the superior coaching system lies in the unified leadership development ideas and methods and leadership empowerment capabilities, and the course "Comprehensive Leadership Development and Empowerment Skills" can be introduced to quickly improve the operation ability of the superior coaching system, and improve the ability of leaders at all levels to lead the team to create results, so as to lay the foundation for enterprises to build the best self-management standards and build large-scale leadership.
Strengthen planning and effectiveness, and effectively allocate leadership development resources to create results
Strengthen leadership development planning, project planning and effectiveness, and focus on the development of organizational capabilities around corporate strategy to improve corporate performance and competitiveness under the condition of ensuring the independent development of individual leadership and the normal operation of the superior coaching system.
In the process of allocating leadership development resources, it is necessary to fully allocate the final effect and operational difficulty of each project, and allocate resources to projects that have large space for creation and are easy to operate.
Attached: Diagnostic framework for the effectiveness of leadership development
Topic Name:Leadership Development Effectiveness Diagnostic FrameworkEnhancement Capabilities:Ability to diagnose the effects of leadership development.
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