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Leadership Development Factbook 2012
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Leadership Development Factbook 2012

Benchmarks and Trends in U.S. Leadership Development

Karen O'Leonard and Laci Loew
Bersin & Associates, 2012

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Editorial Rating

8

Qualities

  • Comprehensive
  • Analytical
  • Applicable

Recommendation

Bersin & Associates, a California-based research and consulting company, has developed an extensive library of up-to-date material on leadership development, corporate learning and talent management. Usually, Bersin provides information only to its “research members” – more than 750,000 human resources, talent and learning professionals worldwide in more than 3,500 client organizations. In this report, Bersin analysts Karen O’Leonard and Laci Loew explain the statistics and trends affecting the current state of leadership development at US firms. If you want a benchmark for your leadership development program based on the latest norms, getAbstract suggests this thorough study. It shows exactly how firms of all sizes develop senior leaders, middle managers and promising executives.

Summary

Start with Information

Information about leadership development programs around the US provides helpful benchmarks for human resources and learning and development (L&D) professionals, who can use this data to compare their activities against those of similar organizations. The statistics in this study come from surveys and interviews involving 379 firms of different sizes, from 100 employees to more than 10,000.

This research assessed existing development programs for different levels of leadership within a firm: “first-level leaders,” who directly manage staff; “midlevel leaders,” or middle managers; “senior-level leaders,” including CEOs and top executives; and “high potentials” (“HiPos”), employees at any position who show promise as future leaders.

The information researchers gathered allowed them to create eight benchmarking metrics: “spending per participant, change in spending, budget allocations by leader level, delivery methods, staff-to-leader ratios, change in staffing, staff time allocations by leader level” and “use of assessments by leader level.” These measures let you determine how much your company spends on its leadership development activities...

About the Authors

Karen O’Leonard is a principal analyst. Laci Loew works at Bersin & Associates as a senior analyst.

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    A. 1 decade ago
    If Leadership is understood as Team to bring the company to new levels - this summary breaks down what is possible if right done. A very interesting insight worth to be studied and applied whenever possible. The Mix of experiences with role change under the strategic perspective and the 70-20-10 rule for development seems very rational. TX for that summarisation and direct-hit insight.