Home' HR Monthly : November 2014 Contents 34
EMPLOYEES NEED TO CONVEY
THEIR LEVEL OF ENGAGEMENT
AND ASPIRATION TO
MANAGEMENT TO BE
CONSIDERED FOR LEADERSHIP ROLES.
FEATURE: ASIA PACIFIC JOURNAL OF HUMAN RESOURCES
for the future: deliver effective succession and career
management and transition strategies". That's
where this research fitted in, to help reveal employee
capabilities that may indicate leadership potential.
The study is relevant to organisations experiencing
an ageing workforce with older workers occupying
key leadership positions -- a common scenario in the
Australian public sector.
Two primary actions to help achieve effective
succession planning emerged from the data: establishing
talent pools; and developing employees with broad,
general competencies that fit a range of jobs rather than
WHY FRANK DISCUSSIONS BETWEEN MANAGERS AND
STAFF ARE IMPORTANT...
The results (detected only by comparing perspectives
in the survey) showed disagreement between managers
and employees on leadership potential. Manager
views about problem-solving ability, engagement and
aspiration predicted their ratings of employee future
leadership potential. But employee self-ratings, apart
from aspiration, did not. That means it's important for
frank conversations between managers and their staff
when discussing leadership potential and career goals.
Otherwise there's a risk employees will not accept the
process and the resulting career development options.
Educating employees about the organisation's view of
leadership potential triggers constructive discussion and
helps to shift employee perceptions and behaviours to
align better with organisational expectations.
HOW MANAGERS CAN MOST EFFECTIVELY IDENTIFY
Managers consider employee problem-solving,
engagement, career aspiration and performance
when making judgments about employees' leadership
potential. This suggests it would be worthwhile,
via formal and informal conversations, to openly
communicate to staff the skills, abilities, attitudes and
behaviours managers consider important for future
HOW EMPLOYEES CAN PROMOTE THEIR
In addition to performing well in the job, employees
need to convey their level of engagement and aspiration
to management to be considered for leadership roles.
This has important HR implications for employees
not working in direct line of sight to their manager.
It also has implications for employees from minority
backgrounds who may find it challenging to
communicate their career aspirations upwards. The
importance of educating managers about these barriers,
and the perceptual bias they may use when determining
an employee's potential, is emphasised by the results.
KNOWLEDGE-SHARING TECHNIQUES THAT MAY HELP CLOSE
It's worthwhile to leverage the experience of end-
of-career leaders by pairing them with early-career
employees who have leadership potential. In that way,
younger staff can develop their competencies further.
Also, in order to be seen as a leadership contender, it's
useful for aspiring leaders to develop multiple networks,
cultivate peer learning relationships and continually
polish their ability to learn quickly on the job.
WHY KEY JOBS SHOULD BE CONSIDERED WHEN
DEVELOPING A LEADERSHIP POTENTIAL STRATEGY...
While this paper explores leadership potential
from the employee perspective, it notes that it is also
worth identifying key positions that may affect an
organisation's competitive advantage. In other words, as
well as identifying a pool of employees with leadership
potential, a good leadership potential strategy should
involve systematic identification of key jobs that
contribute to the organisation's strategic outcomes.
MAKING AN IMPACT
The impact factor (IF)
of an academic journal
is a measure reflecting
the average number of
citations to recent articles
published in the journal.
In any given year, the
impact factor of a journal
is the average number
of citations received per
paper published in that
journal during the two
preceding years. The 2013
IF of APJHR (released in
July 2014) is 1.085, which
is nearly double the 2013 IF
of 0.548. The APJHR is now
ranked 9/22 of all journals
included in the 'Industrial
Relations and Labor'
category and 99/172 in the
This increase in IF and
ranking reflects the fact
that the APJHR is publishing
high-quality research that
is extremely relevant to
professionals in the field.
The journal's editors, Fang
Lee Cooke and Timothy
Bartram, have worked
diligently to ensure the
APJHR is publishing the
best papers available.
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