Talent Management

Quality of leadership is improved also by ensuring the effectiveness of the talent management systems that support development, such as leadership selection, performance management, and leadership succession.

Designing a system to recruit and develop senior management

Brief:

To design and implement a competency based assessment system for a leading, soft drinks company to be used for the recruitment and development of senior commercial managers.

Outcome:

Following a series of iterative diagnostic interventions, the final competency model was agreed at board level and implemented throughout the organisation. Senior managers were trained in advanced assessment skills so the company could run the programme itself. The professionalism of the whole organisation was improved and a clear and effective development process was successfully introduced.

Identifying leaders from within

Brief:

To implement a series of assessment centres for a photographic retail chain with the objective of identifying and appointing new regional managers from the ranks of existing store managers and other head office staff.

Outcome:

Selection criteria covering skills, leadership capability and development potential were agreed with the client following comprehensive, diagnostic analysis. Internal assessors were trained to apply the model and nine, new regional managers were appointed using the agreed methodology. Feedback from participants in the process confirmed that it was viewed as successful and fair.

Retention, motivation and performance improvement programme

Brief:

To improve the retention, motivation and performance of highly qualified researchers working in the European R&D division of a global electronic products company.

Outcome:

Following a programme of in-depth, structured interviews with all staff to understand the key motivational drivers of their R&D people, a senior management forum was designed and facilitated, which discussed the outcomes and agreed an action plan that would address them. A fundamental part of that plan was a series of workshops that trained the appraising senior managers in advanced appraisal skills designed specifically for an R&D environment. A subsequent review of key performance indicators confirmed a significant improvement in the retention, motivation and performance of the R&D team.

Designing and implementing development centres

Brief:

To design and implement a series of development centres for a prominent financial services organisation.

Outcome:

The proposal was to focus on the identification of each candidate’s ‘key assets’ and ‘potential liabilities’ in order to optimise their performance at a time of rapid change in their industry. The development centres were very well received by the leaders of the business, especially as it was clear to them that the emphasis was on their on-going development rather than selection (or pass/fail). Individual development plans and 1-to-1 coaching also supported this successful initiative.

Management development programme

Brief:

To design and implement an integrated management development programme for a global entertainment company’s European operation.

Outcome:

Three core leadership and development programmes were designed and subsequently implemented, aimed at junior, middle and senior level with a logical flow and timescale for participation in each. The programme ran for eight years very successfully and was absorbed into the larger company’s revised global leadership and development approach after that.

Leadership succession planning process

Brief:

To find a way of identifying potential successors for an international confectionery company in order to have the leadership in place to deliver its longer-term business strategy and objectives.

Outcome:

A comprehensive succession planning model and implementation project was developed that concentrated on current performance and future potential. Business unit leaders were briefed on what data was needed about each of their key direct reports and how that was to be submitted to the central talent development function. Intelligent and consistent succession planning forums were then added to half-yearly, global board meetings where future leaders were discussed, using consistent and agreed competence criteria. Succession plans were agreed at the same time.