Page 229 - Managing Change in Organizations

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Chapter 12 ■ Diagnosing change
Table 12.2 Attracting, retaining and motivating leadership potential

Factors assessed Less than adequate (%)

1 The quality of career-planning discussions with superiors 87
2 Availability of jobs with development opportunities 78
3 The information available to managers on job vacancies in the company 77
4 Management development offered to individuals with identified high potential 70
5 Outside training opportunities 66
6 The strategic/business and human resource planning processes which help clarify 66
what kind of company will exist in 5–10 years, and thus how many and what kind
of important management positions will need to be staffed
7 In-house training opportunities 61
8 The ability of managers to identify and select people with high potential 60
9 The promotion opportunities offered to people with high potential 56
10 The firm’s performance-related pay scheme 52

feedback was common. Senior managers would not face poor performance and
development needs directly. Recruitment was carried out on the basis of techni-
cal competence, not management potential. Hard-pressed managers needed to
meet their targets! Middle management were sometimes seen as ineffective.
Promotion and reward practices did not encourage high levels of performance.

Table 12.3 Identifying and meeting developmental needs

Factors assessed Less than adequate (%)
1 The way managers are rewarded for 94
developing subordinates

2 The advice given to people on how to manage 90
their own career for long-term development
3 The use of lateral transfers made for 88
development purposes across divisions
4 Assessment schemes aimed at identifying 82
the development needs of managers
5 The mentoring and coaching provided 79
to managers
6 The amount of carefully planned time 79
and effort the company expends in
trying tomanage the whole process of
developing people
7 The way special jobs are used to develop 77
people with high potential

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