How Can HR Executives Better Align Their Efforts with Corporate Strategy?

Michael P Laddin, president of LeaderPoint – a company that specializes in executive development – talks about the strategic perspective, and what HR executives can do to more sharply focus development of high-potential managers.

HRM. First, HR executives can seek a deeper understanding of the strategic direction at the executive level.
ML. Greater knowledge of a company’s strategic direction, new initiatives, and new opportunities would better equip HR executives to anticipate and plan for the provision of the necessary skilled managers. Succession planning is always an issue, but there is also an immediate need to advance the strategic skills and leadership abilities of those managing today’s divisions, business units, and projects. Building a company’s managerial bench strength is an HR imperative, and staying abreast of corporate direction becomes increasingly challenging as mergers, acquisitions and rapidly shifting strategies evolve.

HRM. Then, building on that understanding of managerial needs from a strategic perspective, hire or develop the urgently needed managers.
ML. Fundamentally, there are only two ways to build critical management bench strength: recruit and hire established management “talent,” or grow and develop managers from within the company. It has become increasingly evident that hiring established managers is expensive, and there are almost always cultural and system conflicts that impair the newly hired managers’ effectiveness.

A far more economical – and effective – alternative is to accelerate the development of the firm’s emerging leaders. There are many tools and programs available to HR executives, but not all are equally effective in developing professional managers.

HRM. Next, distinguish between the different types of development programs.
ML. Virtually all development programs fall into one of three categories: personal development programs, technical/specialist development programs, or professional management development programs. Among the vast array of development programs on the market, very few focus specifically on developing the specific skills and critical thinking required to manage effectively.

While programs centered on advancing technical and specialist skills serve clear purposes, they do little to provide emerging leaders with the skills, tools and experience necessary to manage business effectively at higher levels. The same is true of personal development programs: they serve a clear set of needs, but offer little in developing management and leadership skills or experience.

HRM. Choose the approach that most directly meets the developmental needs as dictated by corporate strategy.
ML. Management success comes down to two things: exceptional business results, and the growth/retention of people. Only programs specifically designed to help managers improve their ability to bring about higher levels of business results, while retaining and growing their people, will aid HR executives in building true “bench strength.”

HRM. Finally, monitor the progress of the participants, and measure the effectiveness of the programs.
ML. In order to effectively develop strong, capable managers from within, professional development programs must be able to provide measurable results. HR executives should put systems in place that enable them to measure the real business impact of the programs, as well as the impact on employee growth and retention.

LeaderPoint has been studying management and leadership, and management development learning environments, for more than 20 years. The company’s development programs have advanced the skills of more than 1700 managers in 600 companies across virtually all sectors. Michael P Laddin can be reached at (001) 913 384 3212, *15 or mladdin@leaderpoint.biz.

Mike Laddin – LeaderPoint
Mike Laddin is President, lead facilitator and senior partner with LeaderPoint. Mike has over fifteen years of senior management experience, including: seven years of health care marketing experience negotiating HMO and PPO contracts, general manager of a national magazine and publishing firm and CFO/COO of an international pharmaceutical research firm. For the past ten years Mike has been involved with an ongoing national research project whose entire focus is defining the specific skills and abilities required to lead and manage and developing a learning curriculum around those defined skills.

Mike has a BS in Psychology and Chemistry, an MS in Clinical Psychology and an MBA from Rockhurst University. He currently serves on the Board of Directors of Kansas City Public Television: KCPT 19.

His research work has been published by The American Psychological Association and The American Management Association. He has been the keynote speaker for corporate retreats and national conferences including ADP, The American College of Clinical Pharmacy, Champion International Paper Company, CPC International, The Scoular Company, The American Bar Association, 3Com, Texaco, SBC, and the Association of National Advertisers.