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MOR Associates offers a proven approach to building leaders that combines feedback, individual development goals, one-on-one coaching, workshop instruction, and applied learning. Though the great majority of participants are managers and directors, organizations occasionally enroll senior leaders or high potential individual contributors. An example of a multi-organization MOR Leadership Program would be the MOR IT Leaders Program. Besides being tuned to the needs of senior leaders, the Advanced Leaders Program is distinguished by always being a multi-organization, cross-organizational program. The Emerging Leaders Program is geared toward individual contributors, technical leads, and front line managers who don't have direct reports, or, if they do, only one or two. The MOR leadership program experience is designed to be a potent force for building leadership communities in sponsoring organizations.
We have been studying high-impact leadership development practices for more than six years, and now have a validated maturity model and refined set of best-practices which characterize results. IBM (rated the #1 leadership company in the world this year by Aon Hewitt), for example, revises its leadership competencies regularly to align with their business strategy.
High-Impact Leadership Development companies do not just follow best-practices: they invest heavily. Our research shows that companies which achieve level 4 in our model deliver more than 10% higher levels of customer loyalty, they have more than twice the ready pipeline of successors, and they deliver more than 30% more revenue per employee. This takes effort and money - and our research shows that this investment, when done well, pays off handsomely. For more information on this research, and all the tools you need to build such programs, get your hands on our Leadership Development Factbook® (available to non-members) or talk with us about our WhatWorks Membership Program.
Josh Bersin writes on the ever-changing landscape of business-driven learning, HR and talent management. Subscribers to Bersin by Deloitte have access to an extensive library of research materials. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services.
As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. A skill is the proficient manual, verbal or mental manipulation of data or things that allows for the execution of well-specified tasks (psychomotor abilities).
Classification involves a consistent method of evaluating a job (a set of duties and responsibilities) for purposes of assigning a title, FLSA classification and a pay range.


Understands and demonstrates knowledge of laws, rules, regulations, case law, principles, and practices related to employee conduct, motivation, performance, rewards and dispute resolution.
The formal process whereby an organization is evaluated and plans developed to achieve prescribed outcomes such as effectiveness, efficiency, employee motivation and satisfaction and improved business processes.
Develops and manages interactions with and between others with the specified aims of service and institutional success. Help shape the institution’s direction and initiatives to engage and educate employees and community.
Identify or propose an organizational culture; develop programs to communicate, maintain and operationalize that culture. Thousands of leaders from public, private, and non-profit organizations have realized significant, lasting benefits from our programs, and their organizations have benefited from the improved ability of these leaders to deliver results.
For that to happen, people need to understand what leadership is and why it matters, they need to be able to recognize good leadership when they see it, and they need to experience exercising leadership for themselves. As the table indicates, the program is delivered at individual organizations or at multiple organizations that choose to collaborate by sending small groups to the program.
Unlike the MOR Leadership Program, in which participants work on case studies based on past events, case studies in the advanced program are always based on real problems that the participants are working on. It provides the same overview of leadership that our other programs do, but it focuses a bit less on higher level leadership competencies, like strategic thinking and public communications, and focuses more on foundational skills, such as facilitating meetings and influencing without authority.
Participants leave with a shared understanding of what leadership means, they acquire shared leadership skills, and they develop lasting personal and professional connections. In fact, most shareholder credit (or blame) the CEO as the #1 factor driving business performance. They cascade their business strategy to their leadership strategy to their leadership development strategy.
Their leadership competencies, assessments, and development programs are very unique and rich in nature. Companies at level 4 in our maturity model spend 30-60% more per leader, a significant incremental investment.
These benefits are a direct result of an organizational focus on leadership: defining what good leadership means, assessing and developing these leaders, and supporting and moving leaders around the business.
Building a leadership strategy is not just about hiring great people, its also about aligning leadership qualities to the current business, assessing and coaching leaders on a continuous basis, and moving leaders around. Reports and other research materials dated earlier than January 1, 2013 were created by Bersin & Associates LLC, prior to the acquisition of substantially all of the company's assets by Deloitte Consulting LLP, and bear the Bersin brand.


This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. This process can take place when a new position is created or when a job needs to be reassessed due to changes in duties or market factors.
For labor relations, understands practices and laws related to union organizing, negotiating, contract interpretation and administering labor agreements. From Ulrich, HR Professionals play two critical roles in the change process: initiating change means that HR Professionals build a case for why change matters, overcome resistance to change, engage key stakeholders in the process of change, and articulate the decisions to start change. Another notable difference is that participating organizations typically enroll entire teams, whereas participants enrolled in our other programs are often the sole representatives of their work groups.
The spirit of collaboration that is unleashed leaves participants hungering for more, and they often use their newly expanded networks to advance the work of the organization. Materials dated from January 1, 2013 to the present were created by Deloitte Consulting LLP and bear the Bersin by Deloitte brand. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Certain services may not be available to attest clients under the rules and regulations of public accounting. A consistent methodology is important for ensuring internal equity and compliance with relevant state and federal regulations. By sustaining change, HR Professionals institutionalize change through the institutional resources, institution structure, communication, and continual learning. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
Responsibilities can include oversight of personnel action requests, analysis of job descriptions in relation to classification systems.
And as change champions, HR Professionals partner to create institutions that are agile, flexible, responsive, and able to make transformation happen.



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