ORGANIZATIONAL LEADERSHIP IN THE

RECRUITMENT INDUSTRY

CHALLENGES AND OPPORTUNITIES

ODE TO A MARTYR

“HOW CAN A MAN DIE BETTER THAN FACING FEARFUL ODDS, FOR THE ASHES OF HIS FATHER AND THE TEMPLE OF HIS GODS”

LORD MACAULAY

Lt Navdeep Singh, AC

THOSE WHO BUILD GREAT COMPANIES UNDERSTAND THAT THE ULTIMATE THROTTLE ON GROWTH FOR ANY GREAT COMPANY IS NOT MARKETS OR TECHNOLOGY OR COMPETITION, OR PRODUCTS. IT IS ONE THING ABOVE ALL OTHERS: THE ABILITY TO GET AND KEEP ENOUGH OF THE RIGHT PEOPLE.

Jim Collins

OBJECTIVES OF THE SESSION

TO UNDERSTAND THE CONCEPT AND THEORIES OF LEADERSHIP – LEADING IN TIMES OF UNCERTAINTY

TO UNDERSTAND COMPETENCIES AND TRAITS DESIRED IN TODAY’S LEADER.

TO REVIEW LEADERSHIP CHALLENGES CURRENTLY FACING THE RECRUITMENT INDUTRY

TO DEVELOP LEADERSHIP COMPETENCIES, NECESSARY TO FACE THESE CHALLENGES

SESSION PLAN

PART I- WHAT IS LEADERSHIP? PART II- LEADERSHIP THEORIES PART III- ORGANIZATIONAL LEADERSHIP

CHALLENGES PART IV- LEADERSHIP IMPERATIVES

PART I-WHAT IS LEADERSHIP?

WHAT DOES IT MEAN TO YOU?

WHAT DO THE FOLLOWING LEADERS

HAVE IN COMMON?

INDIRA NOOYI-PEPSI CO VIKRAM PANDIT-CITIBANK NARAYANA MURTY-INFOSYS LAKSHMI MITTAL-ARCELOR MITTAL ANSHU JAIN- DEUTSCHEBANK AJIT JAIN- BERKSHIRE HATHAWAY NIKESH ARORA- GOOGLE AJAY BANGA- MASTERCARD SANJAY JHA-MOTOROLA ANAND MAHINDRA- MAHINDRA GROUP

Prentice Hall, 2000 Chapter 10 8

Managers and Leaders1.1. AdministersAdministers

2.2. A copyA copy

3.3. MaintainsMaintains

4.4. Focuses on system and structureFocuses on system and structure

5.5. Relies on controlRelies on control

6.6. Short-range viewShort-range view

7.7. Asks how and whenAsks how and when

8.8. Eye on the bottom lineEye on the bottom line

9.9. ImitatesImitates

10.10. Accepts the status quoAccepts the status quo

11.11. Classic good soldierClassic good soldier

12.12. Does things rightDoes things right

1.1. InnovatesInnovates

2.2. An originalAn original

3.3. DevelopsDevelops

4.4. Focuses on peopleFocuses on people

5.5. Inspires trustInspires trust

6.6. Long-range perspectiveLong-range perspective

7.7. Asks what and whyAsks what and why

8.8. Eye on horizonEye on horizon

9.9. OriginatesOriginates

10.10. Challenges the status quoChallenges the status quo

11.11. Own personOwn person

12.12. Does the right thingDoes the right thing

THE LEADERSHIP JOURNEY INVOLVES----

LEADERSHIP OF SELF- LEADERSHIP OF PEOPLE LEADERSHIP OF TEAMS LEADERSHIP OF COMPANY LEADERSHIP OF SKILLS LEADERSHIP OF CAREER LEADERSHIP OF CULTURE

THE HEDGEHOG CONCEPT OF LEADERSHIP

Foxes vs hedgehogs- the essence of profound insight is simplicity

Intersection of three circles Abilities, not egos determine what one

attempts Understanding what one can be best at (and

cannot be best at)- core competence

WHAT ARE YOU DEEPLY PASSIONATE ABOUT

WHAT DRIVES YOUR ECONOMIC ENGINE

WHAT CAN YOU BE THE BEST

IN THE WORLD AT

THREE CIRCLES OF THE HEDGEHOG CONCEPT

PART II

LEADERSHIP THEORIES

LeadershipLeadershipPerspectivesPerspectives

1- 1- TraitTraitPerspectivePerspective

2-Behavior2-BehaviorPerspectivePerspective

3-Contingency3-ContingencyPerspectivePerspective

5-Romance5-RomancePerspectivePerspective

4-Transformational4-TransformationalPerspectivePerspective

House’s Path-Goal Theory

Employee CharacteristicsEmployee Characteristics- Locus of control- Task ability- Need for achievement- Experience- Need for clarity

Environmental FactorsEnvironmental Factors- Employee’s task- Authority system- Work group

Leadership StylesLeadership Styles- Directive- Supportive- Participative- Achievement oriented

Employee AttitudesEmployee Attitudes and Behavior and Behavior- Job satisfaction - Acceptance of leader- Motivation

SellingS2

Explain decisions and provide opportunity for

clarification

Hersey and Blanchard’s Hersey and Blanchard’s Situational Leadership TheorySituational Leadership Theory

ParticipatingS3

Share ideas andfacilitate in

decision making

Follower-Directed Leader-DirectedFollower-Directed Leader-Directed

LowLow

LowLow

HighHigh

HighHigh

Leader BehaviorLeader Behavior

Task BehaviorTask Behavior

Follower ReadinessFollower ReadinessHighHigh Moderate Moderate LowLow R4 R4 R3 R3 R2 R2

R1R1

Rela

tion

sh

ip B

eh

avio

rR

ela

tion

sh

ip B

eh

avio

r(s

up

port

ive b

eh

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up

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r)

DelegatingS4

Turn overresponsibility for

decisions andimplementation

TellingS1

Provide specificinstructions and closelysupervise performance

Chapter 15: PowerPoint 15.17

Situational Leadership® Model:Situational Contingency

Readiness: a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them

Readiness level of followers influenced by:

Not a fixed characteristic of followers—depends on the task

training received commitment to the organization technical expertise experience with the specific task and so on

Chapter 15: PowerPoint 15.18

Situational Leadership® Model:Changing a Leadership Style

Telling style: leader provides clear instructions, give specific directions, and supervises the work closely

Use when followers are low in readiness (R1)

Selling style: leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower

Use when followers are somewhat moderatein readiness (R2)

(continued)

Chapter 15: PowerPoint 15.19

Situational Leadership® Model:Changing a Leadership Style (cont’d)

Participating style: leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates

Use when followers are moderate in readiness (R3)

Delegating style: leader turns over responsibility for making and implementing decisions to followers

Use when followers are high in readiness (R4)

TransformationalTransformationalLeadershipLeadership

CreatingCreatinga Visiona Vision

CommunicatingCommunicatingthe Visionthe Vision

BuildingBuildingCommitmentCommitment

ModelingModelingthe Visionthe Vision

Transformational Leadership Elements

Prentice Hall, 2000 Chapter 10 22

Extendthe Vision

Livethe Vision

Expressthe Vision

Visionary Visionary LeadershipLeadership

Prentice Hall, 2000 Chapter 10 23

Charismatic Leadership

Self-confidence

A compelling vision

Strong convictions

Extraordinary behavior

Image as a change agent

Prentice Hall, 2000 Chapter 10 25

Goals That AreGoals That AreFormalized orFormalized or

Rules That Are RigidRules That Are Rigid

Goals That AreGoals That AreFormalized orFormalized or

Rules That Are RigidRules That Are Rigid

Jobs That Are Jobs That Are Unambiguous orUnambiguous orHighly SatisfyingHighly Satisfying

Jobs That Are Jobs That Are Unambiguous orUnambiguous orHighly SatisfyingHighly Satisfying

WorkgroupsWorkgroupsThat Are CohesiveThat Are Cohesive

WorkgroupsWorkgroupsThat Are CohesiveThat Are Cohesive

Workers That AreWorkers That AreExperienced orExperienced orHighly-TrainedHighly-Trained

Workers That AreWorkers That AreExperienced orExperienced orHighly-TrainedHighly-Trained

Is LeadershipIs LeadershipAlways Relevant?Always Relevant?

Is LeadershipIs LeadershipAlways Relevant?Always Relevant?

IF YOU ARE NOT CONTENT WITH SOMETHING IN YOUR CAREER AS A LEADER OR SOMETHING IN YOUR LIFE DO SOMETHING ABOUT IT. AND IF ACTION DOES NOT WORK,THEN DO SOMETHING ELSE, KEEP TAKING ACTION TILL YOU ACHIEVE THE RESULTS YOU DESIRE--- WHETHER IT IS STAFF MORALE,RELATIONSHIPS, MONEY----TALKING MOANING AND FEELING BAD COUNTS FOR NOTHING. CONSISTENT AND RELENTLESS ACTION IS EVERYTHING.

DAVID TAYLOR

PART III

ORGANIZATIONAL LEADERSHIP AND ITS

CHALLENGES

SOME FACTS(TJ Survey 2012)

73% employers consider leadership and management experience as most important for the leadership position.

42% of employers use assessment based on records for screening CXO position candidate

41% of surveyed employers consider level of responsibility for fixing CXO salary

34% of employers consider personal interaction with previous boss as an important hiring factor

HIRING PATTERNS

43% prefer hiring senior management from outside company but within industry

16% prefer hiring prefer hiring from within company

11% prefer hiring from outside industry.

ORGANIZATIONAL LEADERSHIP INVOLVES-----

SETTING TONE AND DIRECTION FOR THE ORGANIZATION

ORGANIZATIONAL PERFORMANCE MANAGEMENT

CHANGE MANAGEMENT

Rainbow of Organizational Excellence

Organizational

Organizational InnovationInnovation

Business Results

Strategic A

lignment

Strategic A

lignment

LeadershipLeadership

Partnership developm

entP

artnership development

Hum

an Resources F

ocus

Process

Process

Managem

entM

anagement

Custom

er Focus

Custom

er Focus

CHALLENGES BEFORE MANAGERS

COMPETITIVE ENVIRONMENT TECHNOLOGY UPGRADATION QUALITY OF DELIVERY DEMANDING CLIENTS SLOWDOWN IN CERTAIN SECTORS WITH

REGARD TO HIRING OUTLOOK STAFF TURNOVER IN HOUSE RECRUITMENT BY

COMPANIES

FACING THE CHALLENGES WIDENING RANGE OF SERVICES VALUE ADDITION TO CLIENTS LEVERAGING EXPERTISE/CORE COMPETENCIES WIDENING CANDIDATE BASE THROUGH REFERRALS AND

SOCIAL NETWORKING SITES INTERFACE WITH ACADEMIA AND WITH PROFESSIONAL

BODIES FOCUS ON THE HUMAN ASPECTS OF RECRUITMENT MOTIVATING AND RETAINING OWN EMPLOYEES- CAREER

PLANNING AND COMPETENCY BUILDING KEEPING PACE WITH THE LATEST TECHNOLOGY AND ITS

APPLICATIONS IN RECRUITMENT MANAGE FOR RESULTS

PART IV

LEADERSHIP IMPERATIVES

LEADERSHIP IMPERATIVES

THREE “ MAHAVAKYAS “ OF

LEADERSHIP TO BE TO KNOW TO DO

TO BE---

A GREAT MOTIVATOR A THOUGHT LEADER VISIBLE AND APPROACHABLE PROACTIVE AND A GOOD CHANGE AGENT RESULT ORIENTED A GREAT LEARNER A VISIONARY A STRATEGIST HANDS ON

TO KNOW---

THE ENVIRONMENT THE PEOPLE WHO WORK FOR YOU,

THEIR ABILITIES AND ATTITUDES THE CLIENTS YOU SERVICE ORGANIZATIONAL AND DEVELOPMENT

NEEDS THE CORRIDORS OF POWER TRANSFORMATIONAL FACTORS

TO DO INVEST IN NEW SKILLS ESPECIALLY MENTORING AND

COACHING SKILLS FOSTER INNOVATION MOTIVATE AND EXERCISE PERSONAL INFLUENCE OVER

ORGANIZATION AND ITS PEOPLE USHER IN, OBTAIN SUPPORT AND MANAGE CHANGE DEVELOP SUBORDINATES MANAGE EXPECTATIONS MANAGE PERFORMANCE THINK STRATEGICALLY

IntegrityIntegrity

DriveDrive

• Truthfulness• Translates words into deeds

• Inner motivation to pursue goals• Need for achievement, quest to learn

Leadership Leadership MotivationMotivation

• High need for socialized power to accomplish team’s or firm’s goals

Emotional Emotional IntelligenceIntelligence

• Perceiving, assimilating, understanding, and regulating emotions

Seven Leadership Competencies

more

COMPETENCIES--- CONTD

COGNITIVE

ABILITIES/SKILLS Analytical abilities, problem solving etc

INTERPERSONAL

SKILLS Communicating, influencing, negotiating

CHANGE ORIENTATION Change mgt, adaptability, flexibility, creativity etc

NAVIGATING FOR SUCCESS

KNOW WHERE YOU WANT TO GO KNOW WHERE YOU ARE NOW KNOW WHAT YOU HAVE TO DO TO GET

TO WHERE YOU WANT TO GO DO IT

The Five Ps of Leadership

Pay attention to what’s important

Praise what you want to continue

Punish what you want to stop

Pay for the results you want

Promote those people who deliver those results

Good to great companies do not say ” OK folks lets get passionate about what we do!” Sensibly , they went the other way entirely: We should do only those things we can get passionate about

JIM COLLINS

THANK YOU

GOOD LUCK