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HDA OVERVIEW
HDA Press

 

January 2010

HDA Insight Newsletter January 2010

Melissa Gallagher, Client Partner & Project Manager

 

Following 18 months of turbulence, it would appear that there has been a slight shift in the market - with many companies starting to hire again (BlessingWhite 2010, Onrec 2010, BBC 2010). With indications that the economic crisis may be subsiding, it is likely that there will be an imminent end to the employers market that reigned throughout 2009. Therefore a talent management priority for 2010 will be to ensure your key talent are engaged, motivated and ultimately committed to your organisation and its objectives, regardless of how green the grass may appear on the other side. There are many factors that can influence employee engagement and retention - one of the most powerful being the presence of effective leadership.

According to recent research, there is a highly positive correlation between effective leadership and employee engagement and indeed if effective leadership is present in an organisation then the negative impact of other factors such as perceived poor pay or limited work-life balance is reduced (Financial Times Top 100 Companies, 2008). So what makes an effective leader and has the economic downturn altered what is required to be considered effective? In order to go some way towards answering this question, HDA recently surveyed senior executives (including HR Professionals, Managing Directors, and Vice Presidents) across various sectors. The results provide an interesting insight into the perceptions of effective leadership in today's economy.

It would appear that most people (78%) have experience working with an effective leader; with various factors making these leaders stand out as effective, for example, 'exhibiting both a fair, robust but intellectual considered approach to leadership and always leading by example'. In terms of specific characteristics that we identify with effective leaders - those responding believe that an effective leader is:

Ethical and fair - 'not avoiding tough decisions but making sure they are executed in the 'right' way'

Possesses a vision for the future

Motivates others through persuasion and influence rather than intimidation

Inspires others to achieve organisational goals

 

So are these characteristics innate or can they be learned? It appears that many characteristics are innate and people who are effective leaders have always been 'leaders' throughout their career. However, at times individuals in leadership positions may be technically proficient but lack the skills required to motivate and engage staff to work towards a common goal, a shared vision for the future - as one respondent noted 'leadership is a privilege with accountability and responsibility for people and resources and often individuals are placed in such a position because they are an excellent banker/accountant/lawyer and not because they demonstrate the necessary ability or attributes to lead'.

In recognising the powerful role that an effective leader can play in engaging, retaining and indeed attracting key talent then developing these leaders and equipping them with the skills required for success, should be at the forefront of any talent strategy. HDA has worked in the area of Talent Management and Leadership Development for over 15 years. During this time we have found coaching to be a powerful tool for developing leaders - with 92% of our clients believing that coaching delivers significant business benefits (HDA Survey, 2008). Coaching can be an enabler of change - driving leaders and in turn the company forward to achieve success. Therefore although an initial coaching investment will be made at the top of the organisation, the benefits will be experienced throughout. Using our 4-stage approach, HDA provides coaching support (both on a 1:1 and team basis) to leaders across various industries and we have developed a reputation for a highly successful, outcomes-focused approach to achieving objectives.

 

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For more information on any of the above, please contact Melissa Gallagher, Client Partner & Project Manager - mag@hda.co.uk / +44 (0) 207 484 5065

To discuss potential HDA contributions, please contact us at email: info@hda.co.uk