UK highlights – Global leadership forecast 2008—09 from the DDI

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UK highlights – Global leadership forecast 2008—09 from the DDI

WE GO THE EXTRA MILE. EVERY DAY.

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UK highlights – Global leadership forecast 2008—09 from the DDI

11th June 2010Company News, Human Resources

Below are the key summary findings from a study conducted by the Development Dimensions International (DDI). The study was carried out on the back of a larger study, Global Leadership Forecast 2008/2009.  The results are compared against HR professionals and organisational leaders in the UK with other countries across the world.

Key Summary Findings
Executives in the UK are normally fixed on growing the company and improving their customer relations. In order to fulfil these aims, it is necessary for them to form good-quality leaders that can manage acquisitions and create new business abilities.

HR professionals and leaders both view UK leaders more favourably compared to typical leaders around the globe. This may be in part due to UK leaders who originate from bigger organisations and are normally more advanced in management levels. The results also showed that UK leaders are superior performers compared on average to the rest of the world. 44% of respondents were considered very good or excellent, however this is still below the standards which are required to grow and internationally contend, successfully.

Other equal observations were found when looking at the programmes used to develop leaders. Additional UK HR professionals scored their courses as first-class in contrast to those in other parts of the world. However, this statistic is still relatively small (41%). What’s more, only two in five UK leaders are content with their businesses offer for leadership progression. This vital assessment from HR programme users implies that there are greater opportunities available to improve it.

UK companies are quite like other companies across the globe with their types of development techniques, except for the fact that they seem to employ more external coaches. UK companies seem to be better at aligning themselves with their businesses main concerns and performance management systems. However, they could radically improve their implementation by having senior members of staff responsible for how successful the programme is organising programmes in other locations and officially measure the results.

UK businesses are more likely to produce high-potential development courses, compared to others worldwide. This is an encouraging indication that UK businesses are responding to their leadership skill requirements. Similarly to other companies, the UK high-potential courses are of a better standard compared to the regular courses, and usually delivered better. UK companies are more likely to assess those who are on a high-potential course with their strong points and developmental requirements. However, there is always room for improvement; UK companies could ensure they provide their managers with feedback so they know how to improve further.

UK multinational companies have a similar amount of leaders that work across the national boarders compared to other companies in other countries. Nevertheless, there seems to throw their multinational leaders in at the deep end. Therefore, if UK companies want their leaders to do well, then they will need to take ownership of arranging and supporting their multinational leaders who are frequently forgotten about.

To read the full report, please go to: http://bit.ly/9uVTtv

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