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Businesses have evolved, and technology has taken over the crux of the work that once was handed down to human capital to manage. But, the one pertaining concern persists around the globe across all industries; the challenge of being an impactful leader has increased nonetheless.

Referring to the 2015 global research conducted by Deloitte on “Human Capital Trends” the second most talked about concern by HR leaders and CEO’s was ‘leadership’ and their inadequacy in moving towards a more prepared state to address the issue.

The question that pops up every time is even when companies recognize ‘leadership’ as a critical talent problem, then why are so few making any progress in addressing it?

The simple reason is that most companies tackle leadership as short term goals, providing training & development to a select few employees, failing to make long-term strategic decisions towards leadership, building a proper succession planning platform within their organization. Whereas, leadership should be a priority for C-level management, to constantly invest in this area.

Why leadership planning not effective in Organizations: (Refer to the diagram across regions)

 

• Leadership development is for selected C-management executives rather than open to all employees
• Lack of a constant investment even during good and bad business years. Leadership development should not to be taken as a luxury and not only when the company can afford for it.
• A weak leadership channel leads to fewer impactful HR and business initiative, falling short of implementing on company objectives and deliverables.
• Companies feel that they can continue to purchase off-the shelf solutions to develop leaders

 

New and improved data driven tools offered by end-to-end HR solution providers like Rolling Arrays can help accelerate leadership by assessing its qualities and understanding career patterns of successful leaders. This is one way companies can look within their talent management pool and use people analytics to analyze which job experiences and backgrounds have produced the best leaders in the past. Trainings can be developed around the skill sets of these leaders learning from their past experiences whereas using assessment tools can be developed in order to measure the capability and readiness for the next level of leadership skills.

Next few years predict strong workforce patterns that will define leadership:

1. Younger Generation will drive new ways of working – Generation Y & millennial are expected to represent almost 70% of the workforce by 2025. The younger generations expectation of employment relationship and their way of engagement at work will and have already started to differ. Work will require more flexibility, better and sustaining work objectives. Statistics and data can create challenging dynamic workplaces.
2. Technology will demand better people skills – Technical skill requirement will increase but with greater human interaction. The need for effective communication skills, people management and engagement through networking will become imperative; a critical skill set which will optimize performance.
3. Long-term Sustainability becomes Imperative – Creating purpose-led and engaging work cultures will overtime deliver better results than any stringent cost management approach
4. Globalization will drive diversity and cross-cultural working – Workplace diversity is amplified with the help of technology enabling certain services to be fulfilled from remote locations in different countries. Organizations nowadays struggle more and more in effectively leading and driving high performing cultures face-to-face.

All in all, there is no one solution that will solve the leadership issue overnight. Needless to say that organization should not give up on creating multicultural work spaces, exploring conversations across their board, developmental frameworks and learning platforms that will lead to collaborative solutions.

Rolling Arrays is Asia’s premier award winning HR Transformation Company, headquartered in Singapore with offices in 6 countries. Since its inception in 2009, Rolling Arrays has successfully delivered more than 100 HR transformation projects for more than 50 blue-chip clients across Asia. A consultative approach to HR Processes, HR Functions and HR Software is Rolling Arrays core expertise and the primary catalyst for its’ success.