Korn Ferry · NYSE:KFY
Korn Ferry — Investor Presentation (June 2016)
43 slides from Korn Ferry's investor presentation, June 2016
Slide 1: Competencies Just Evolved.
HCI #HCIwebcast Competencies Just Evolved. Ensure Your Business Evolves Too
Slide 2: Competencies Just Evolved.
HCI #HCIwebcast Competencies Just Evolved. Ensure Your Business Evolves Too
Slide 3: Today's Moderator
HCI #HCIwebcast Today’s Moderator Andrew Bateman @AndyWebcast
Slide 4: Thank You
HCI #HCIwebcast THANK YOU www.kornferry.com
Slide 5: Slides will be available at the conclusion of this webcast
HCI #HCIwebcast Slides will be available at the conclusion of this webcast – Return to this page and look for the box marked SLIDES
Slide 6: Polling instructions
HCI #HCIwebcast This presentation contains polls, to participate please use the polling widget to the side of the player. If you do not see this, please open a new tab in your browser and visit www.pollev.com/hciwebcasts
Slide 7: Today's Guest Speakers
HCI #HCIwebcast Today’s Guest Speakers Vicki Swisher Marni Jouve Senior Director of Intellectual Director of Channel Property Development Management Korn Ferry Korn Ferry
Slide 8: Competencies just evolved.
Competencies just evolved. Ensure your business evolves too. © Korn Ferry 2014. ALL RIGHTS RESERVED.
Slide 9: Today's topics
Today’s topics Describe forces compelling this evolution of competencies. Explore the latest research and global trends. Competency evolution spotlight: the journey to Korn Ferry Leadership ArchitectTM. Best practices to achieve max benefit for your evolved competency strategy. © Korn Ferry 2014. AL
Slide 10: Poll question
Poll question What is the biggest driver for re-evaluating a competency strategy in your organization? New leadership Business Changes in strategy shift external business environment Current Other competency strategy has not achieved results 10 © Korn Ferry 2014. ALL RIGHTS RESERVED. 10
Slide 11: If you're re-evaluating, you're in good company
Research found that updating competencies has a beneficial effect If you’re re-evaluating across the business. 62% to 70% of competencies, these high-performing organizations were updating their competencies you’re in every two to three years. good company Loew and Garr 2011 © Korn Ferry 2014. ALL R
Slide 12: The business landscape.
The business landscape.
Slide 13: Factors of today's business landscape
Factors of today’s business landscape Globalization Innovation and Globalization Changing Strategies Flatter and M&A / Restructuring / Leaner Spin Offs Marketplace Technology Disruptions © Korn Ferry 2014. ALL RIGHTS RESERVED. 13
Slide 14: Volatility, uncertainty, complexity, ambiguity
VOLATILITY UNCERTAINTY COMPLEXITY AMBIGUITY “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” Charles Darwin © Korn Ferry 2014. ALL RIGHTS RESERVED. 14
Slide 15: Focus on critical behaviors to drive performance
Focus on critical behaviors to drive performance Innovation leaders Change leaders • View problems as challenges to be overcome. • Pivot organization in anticipation of or • Use technology for new products & services. response to market changes. • Stay in front of trends by creating new markets. • S
Slide 16: Business environment is driving trends in the competency environment
Business environment is driving trends in the competency environment Organizations are looking for a competency strategy that is: • Simple. • Aligned with core values. • Technology enabled. • Grounded in science. • Globally relevant. • Connects all the organization’s talent strategies. © Korn Ferry
Slide 17: Enduring value of competencies
Enduring value of competencies They’re still the ‘red thread.’ • Links all talent management practices together. • Aligns talent strategy to business strategy. • Provides clear set of expectations. • General enough to prepare talent for the dynamic business environment. • Get at the ‘how’ of perform
Slide 18: Competency proficiency still matters… a lot
Competency proficiency still matters… a lot Competency proficiency accounts for between 43% and 64% of the total variation of job performance. © Korn Ferry 2014. ALL RIGHTS RESERVED. 18
Slide 19: Evolving competencies to meet the demands of today's business landscape
Evolving competencies to meet the demands of today’s business landscape.
Slide 20: Guiding principles
Guiding principles • Focus on skills that matter most for performance. • Most relevant in today’s and tomorrow’s business context. • Valid across global regions. • Content that is user-friendly and simple. • Drives multiple processes including selection, development, and performance. © Korn Ferry 20
Slide 21: Research approach
Research approach • Extensive review of the scientific literature. • Based on legacy competency libraries from Lominger, PDI Ninth House, and Global Novations. • Quantitative, qualitative, and market-based data. • Performance correlations at multiple levels. • Skill and importance normative data. •
Slide 22: Competencies in context
Competencies in context Source: Korn Ferry Four Dimensions of Leadership and Talent, 2014 © Korn Ferry 2014. ALL RIGHTS RESERVED. 22
Slide 23: Korn Ferry Leadership Architect
Korn Ferry Leadership Architect™ © Korn Ferry 2014. ALL RIGHTS RESERVED. 23
Slide 24: Evolution of legacy competencies
Evolution of legacy competencies Some are enduring and universally valuable: Decision Quality Business Insight Customer Focus Some evolved for 21st century relevance: Analysis/Problem Solving Manages Complexity Managing Diversity Values Differences Negotiating Persuades Added based on research and m
Slide 25: Poll question
Poll question Which of these evolved/new competencies do see as critical to your organization’s success? Select all that apply. Manages Values Persuades Complexity Differences Builds Networks Situational Balances Adaptability Stakeholders 25 © Korn Ferry 2014. ALL RIGHTS RESERVED. 25
Slide 26: Competencies have evolved, and so have the best practices.
Competencies have evolved, and so have the best practices.
Slide 27: Leadership context
Leadership context Then Now Emphasis on leaders. Leadership as a shared responsibility. © Korn Ferry 2014. ALL RIGHTS RESERVED. 27
Slide 28: Global norms and performance correlations
Global norms and performance correlations © Korn Ferry 2014. ALL RIGHTS RESERVED. 28
Slide 29: Intention
Intention Then Now Drive individual Intentionally shape a performance. high performing culture. © Korn Ferry 2014. ALL RIGHTS RESERVED. 29
Slide 30: Every day, hundreds of talent decisions are made
Every day, hundreds of talent decisions are made © Korn Ferry 2014. ALL RIGHTS RESERVED. 30
Slide 31: Shape culture through aligned decisions
Shape culture through aligned decisions Interview Relocate Train Direct Hire Onboard Reinforce Feedback A competency framework, aligned with strategy, shapes the organization. Not hire Mentor Develop Reward Reassign Assess Coach Terminate © Korn Ferry 2014. ALL RIGHTS RESERVED. 31
Slide 32: Frequency
Frequency Then Now Long standing Language to signal framework. strategic changes. © Korn Ferry 2014. ALL RIGHTS RESERVED. 32
Slide 33: Structure
Structure Then Now Functional or business COE approach to drive unit autonomy. shared talent mindset. © Korn Ferry 2014. ALL RIGHTS RESERVED. 33
Slide 34: Research as we know
Research as we know Similar competencies most correlated with high performance across all or most regions: • Manages Complexity • Action Oriented • Plans and Aligns • Ensures Accountability • Drives Results • Collaborates • Nimble Learning • Being Resilient Similar strengths and weaknesses across al
Slide 35: Focus
Focus Then Now Focus on identifying the Focus on changing right competencies. behavior. © Korn Ferry 2014. ALL RIGHTS RESERVED. 35
Slide 36: Communication as important as identification
Communication as important as identification Typical approach (percent of effort) 80% 20% Identification of Integration: update/ competencies create tools Launch & communication Long-term implementation © Korn Ferry 2014. ALL RIGHTS RESERVED. 36
Slide 37: Communication as important as identification
Communication as important as identification Recommended approach (percent of effort) 80% 20% Identification of Integration: update/ competencies create tools Competency Launch & strategy communication Long-term implementation © Korn Ferry 2014. ALL RIGHTS RESERVED. 37
Slide 38: Poll question
Poll question How would you rate your competency integration? Very successful Somewhat No current successful competency solution Somewhat Very Not sure unsuccessful unsuccessful 38 © Korn Ferry 2014. ALL RIGHTS RESERVED. 38
Slide 39: Ready for the next step?
Ready for the next step? Contact a Korn Ferry expert Get more info on Download Korn Ferry this presentation Leadership Architect Download Learn more about competencies certification courses whitepaper Save 25% with code HCI25. © Korn Ferry 2014. ALL RIGHTS RESERVED. 39
Slide 40: Want to learn more?
Want to learn more? NEW FYI® for your improvement The competencies development guide based on Korn Ferry Leadership Architect™ Global Competency Framework. Pre-order available. $75.00 $20 Savings kornferry.com/FYI © Korn Ferry 2014. ALL RIGHTS RESERVED. 40
Slide 41: © Korn Ferry 2014. ALL RIGHTS RESERVED.
© Korn Ferry 2014. ALL RIGHTS RESERVED.
Slide 42: Questions?
HCI #HCIwebcast Questions? Vicki Swisher Marni Jouve Senior Director of Intellectual Director of Channel Property Development Management Korn Ferry Korn Ferry
Slide 43: Thank You
HCI #HCIwebcast THANK YOU www.hci.org