Context:
This organisation had built their People Team by focusing on People Partnering, HR Systems and Reward functions. As a result of this there was a pressing need to develop a Talent Development strategy that could drive standardised global processes, pull together the various tactical initiatives that existed, develop manager and leader capabilities and reduce business risk related to the lack of succession planning and an inability to accurately provide compliance training reports to the official auditors.
Approach:
An extensive series of interviews with key stakeholders took place over a 4-week period to fuel the creation of a ‘reaction document’ containing initial findings and suggested strategic direction. Once this document had been widely shared and refined the overall strategy was developed, along with a list of appropriate tactical initiatives and an implementation plan. The main areas that were addressed in the strategy were Performance Management, Talent & Succession Planning and Learning & Development.
Outcomes:
The re-engineered performance management process drove global participation rates from 40% to 95% and was significantly easier for employees and managers to navigate.
A new talent planning process increased the depth of talent in succession plans by identifying talent pools rather than individual successors.
A global leadership development framework was created and formed the structure around which appropriate learning interventions and supporting elearning modules were developed.
Focused development of the global commercial team resulted in a 200% increase in the annual sales pipeline.
A new compliance training platform was procured and implemented, eliminating all business risk through it’s robust reporting capability.
This programme of change transformed the Talent Development capability of the organisation and continues to drive business progress.