Section 5 Development Activities – Developmental Job Assignments (48%) To gain greater insight into who also identified as being of significance (see participates in executive development Figure 1.12). The trend for the activities within respondent organisations, US/International counterparts of this group at what level was somewhat similar with an equivalent, this participation occurs, the extent though less substantial, reliance on of that participation and its focus, Executive Coaching but with a greater we emphasis on what might be regarded as a asked respondents a series of number of the more traditional forms of questions around these issues. The structured learning objective with this line of questioning (see Figure 1.12). was to forage a little deeper into respondent organisation 81 70 Executive Coaching perspectives and practices to obtain a 56 26 Mentoring more nuanced understanding of the types 48 33 Developmental Job Assignts of activities occurring across and down 48 43 Customized Programs - Ext. the organisational hierarchy. Specifically we asked respondents to 37 estimate the percentage of each of 33 three groups (CEO/Senior Executive Programs - International 37 39 Team members, EGMs and the like Unis Customized 0 18 36 54 72 90 and High- Programs - Int. development activity for Potential Managers) in their organisation Australian CEOs & that are likely to participate in formal Senior Executive Team executive development activities; the members was Executive number of days these individuals in each Coaching (81%) with group were likely to spend on average in Mentoring (56%) and development activities per year; and the Australian data - 2007 US/Intern. data - 2004 three or four types of development activities in which the members of each Figure 1.12: US/International versus group are most likely to participate in Australian data CEO/Senior Executive – Team executive development activities during the course of the next 2-3 years. Complete responses to these questions In Figure 1.13 we can see that for are presented in Figures 2.4.1-2.4.9 Australian firms, the popularity of (Appendix 2). Executive Coaching (68%) as a development method is not limited to the In summary, far and away the most top stratosphere, with its identification as important and popular form of
Section 5 – Development Activities To gain greater insight into who participates in executive development activities within respondent organisations, at what level this participation occurs, the extent of that participation and its focus, we asked respondents a series of questions around these issues. The objective with this line of questioning was to forage a little deeper into respondent organisation perspectives and practices to obtain a more nuanced understanding of the types of activities occurring across and down the organisational hierarchy. Developmental Job Assignments (48%) also identified as being of significance (see Figure 1.12). The trend for the US/International counterparts of this group was somewhat similar with an equivalent, though less substantial, reliance on Executive Coaching but with a greater emphasis on what might be regarded as a number of the more traditional forms of structured learning (see Figure 1.12). 81 Executive Coaching 70 56 Mentoring 26 48 Developmental Job Assignts 33 48 Customized Programs - Ext. 43 Specifically we asked respondents to estimate the percentage of each of three groups (CEO/Senior Executive Team members, EGMs and the like and High- Programs - International Unis Customized Programs - Int. 37 33 37 39 0 18 36 54 72 90 Potential Managers) in their organisation that are likely to participate in formal executive development activities; the number of days these individuals in each group were likely to spend on average in development activities per year; and the three or four types of development activities in which the members of each group are most likely to participate in during the course of the next 2-3 years. Complete responses to these questions are presented in Figures 2.4.1-2.4.9 (Appendix 2). In summary, far and away the most important and popular form of development activity for Australian CEOs & Senior Executive Team members was Executive Coaching (81%) with Mentoring (56%) and Australian data - 2007 US/Intern. data - 2004 Figure 1.12: US/International versus Australian data – CEO/Senior Executive Team executive development activities In Figure 1.13 we can see that for Australian firms, the popularity of Executive Coaching (68%) as a development method is not limited to the top stratosphere, with its identification as
AusExecTrendsReport_2007_Final.docx