Developing a Leadership Pipeline That Works
The AMA Talent Management Series
January 20, 2016
Nearly every company recognizes that developing their future leaders is critical.
Over the next five years, approximately 72 million Millennials will be in the workforce. As the Baby Boom generation retires – taking their accrued experience and institutional knowledge with them – the need for cultivating new leaders becomes even more urgent.
A recent AMA/I4CP study indicates that only a third of organizations rate their leadership development efforts as effective, putting sustained business success at risk.
If organizations recognize that this is such a critical issue, why are so few of them making progress in addressing it?
Ideally, leadership development should be aligned with business strategy, and it should ensure a robust pipeline of people ready to step up to leadership positions. The importance of this alignment and readiness is highlighted by the often urgent, ongoing quest for effective methodologies.
What You Will Learn
AMA is convening this forum to allow senior talent management executives to share their thoughts and experiences in building and managing leadership pipelines. Join us for a frank and lively discussion addressing key issues:
- Steps being taken to prepare Millennials for leadership positions
- What assessments to use for identifying talent for development opportunities
- The core competencies needed for leaders to be successful
- How to reinvent the concept of career development to be about the next experience rather than the next promotion
A well-defined and robust leadership pipeline delivers important benefits to every organization. This program allows you to discover how others are facing the challenges and taking advantage of the opportunities of developing their next generation of leaders.
While attending this program is FREE, reservations are required.
Complimentary AMA Report for Attendees
All attendees will receive a complimentary copy of our research report, What Does Engagement Have to Do with Getting the Job Done? a new AMA study of over 1,700 participants.
Employee engagement is viewed as a key driver of employee productivity. But how do organizations bolster engagement? The study found that the key elements are career development opportunities, coaching/mentoring, specialized training and open communication.
This study, based on responses from a cross-section of managers, supervisors and other employees, indicates that more highly engaged organizations tend to share certain characteristics:
- They use a variety of tools to drive engagement; most widely used are those tools related to expanding learning and chances to grow within the organization. These organizations provide career development opportunities, coaching and mentoring, special workshops and training, and even special training to middle managers.
- They are involved in a process of continuous improvement, becoming more effective at fostering engagement over time. The status quo is not sufficient. Engagement levels are closely related to employee productivity. If the vast majority of participants are correct, then engagement does help organizations “get the job done.” Senior management teams seeking to boost production per employee need to adopt the strategies and tools associated with higher employee engagement levels.
About the Presenters