Leadership and talent - Corporate Responsibility

Leadership and talent

2009 results

2008 results

Our approach

Developing inspiring leaders

We recruit and develop leaders who are committed to and demonstrate a specific set of core leadership capabilities.

We provide support and opportunities to enable all staff to be leaders within their teams. We also proactively identify individuals with high potential, and provide them with leadership, coaching, mentoring, and accelerated learning opportunities.

ANZ offers employees access to a number of key training programs to develop the leadership skills of our employees. Some of these programs include:

Business Leadership Program: for people who have recently been appointed to their first senior management role in ANZ.
The Situational Leadership Program: for managers with direct reports to help them understand the roles of a leader, expectations of leaders at ANZ and how to adapt their leadership approach to suit specific situations.
Williamson Community Leadership Program: develops and enhances the quality of future leaders, with emphasis on those who can then go on to play key leadership roles in the wider community.
ExperienceBank: for mature age executives approaching retirement or part time employment which overviews community issues, involvement options, experience transfer and facilitates an initial community involvement/placement.
The Cranlana Program: provides those with senior responsibility the opportunity to further develop and enhance their analytical thinking skills and decision-making abilities.
Sydney Leadership: provides an intensive learning experience for those in leadership roles and positions of influence who want to have a real impact on key social issues.

Case study: Building leaders in Asia
Our Asia Pacific division has created an Extended Leadership Team (ELT) to ensure our high performers have the opportunity to contribute to the business growth strategy. This 'distributed' leadership approach is designed to leverage the knowledge and leadership of key talent outside the management team, and is a unique opportunity for participants to work on their leadership skills. It combines experienced leaders, accomplished senior managers and talented newcomers, enhancing the transfer of ideas and strategic planning. Staff are chosen to participate in the ELT on the basis of skill, experience, job performance and potential and the preference is for the team to represent a cross-section of functions, levels and regions. Team members are charged with resolving complex business issues, most often related to transferring systems and practices refined in the Australian market to the Asian context. For example, the team has in the past analysed the range of Australian customer management systems and was asked to come up with recommendations on how to adapt them for use in Asia.

Case study: Building leaders in Asia

Our Asia Pacific division has created an Extended Leadership Team (ELT) to ensure our high performers have the opportunity to contribute to the business growth strategy.

This 'distributed' leadership approach is designed to leverage the knowledge and leadership of key talent outside the management team, and is a unique opportunity for participants to work on their leadership skills.

It combines experienced leaders, accomplished senior managers and talented newcomers, enhancing the transfer of ideas and strategic planning.

Staff are chosen to participate in the ELT on the basis of skill, experience, job performance and potential and the preference is for the team to represent a cross-section of functions, levels and regions.

Team members are charged with resolving complex business issues, most often related to transferring systems and practices refined in the Australian market to the Asian context.

For example, the team has in the past analysed the range of Australian customer management systems and was asked to come up with recommendations on how to adapt them for use in Asia.

Identifying future leaders

The ANZ Talent Radar identifies and accelerates the development of our leaders and high potential talent.

Participants of the ANZ Talent Radar receive a range of benefits, including greater profile and visibility by senior leaders, the chance to network outside their own business and specialist area, and the option to choose from a range of development opportunities in line with their individual development plan.

2009 results

There are currently 730 employees worldwide on the Talent Radar, 43% of which are women.

Talent Radar participants by region

Country	Number
Australia	482
New Zealand	165
Asia Pacific (includes India)	77
Other	6
Total	730

2008 results

In 2007, a new global Talent Radar was launched replacing previous talent programs that existed at Group, functional, divisional and business unit level. There are currently 862 employees worldwide on the Radar, 41.7% of which are women.

Talent Radar participants by region

Country	Number
Australia	545
New Zealand	224
Asia Pacific (includes India)	84
Other	9
Total	862