Execution gap hinders leadership development

While organisations in the region are taking a comprehensive approach to grooming leaders from within, they are having difficulty executing strategies on leadership development.

According to Mercer’s 2012 Asia Pacific Leadership Development Practices Study, 58% of companies surveyed across the Asia-Pacific region report having a defined and agreed leadership development strategy in place, many of whom articulated the most critical components – from how to develop and assess leaders to how to manage succession.

Yet, the results show that organisations are not achieving the desired impact they need to deliver on those strategies. Many organisations say the lack of time (45%) and urgency (43%) are holding their organisations back from achieving their stated objectives. The crux of the issue, however, seems to stem from a lack of alignment. The infrastructure (processes, people, and technology) necessary to truly develop leaders are not aligned.

For example, 51% of companies say their performance management processes are not effectively identifying who is ready for the next move or position within the leadership pipeline.

“The lack of a robust leadership pipeline is routinely cited as one of the top barriers holding organisations back from achieving their desired objectives across the region. Yet, the findings from our latest research shows organisations may be talking the talk, but are they walking the walk?” asked Fermin Diez, Asia Pacific Business Leader, Human Capital Consulting at Mercer.