This Is London, Dublin. Organisation Development.


Case Study

Talent Management

The Challenge

This Is was commissioned to re-vamp the talent management system for an organisation which was going through substantive change.

 

There had not been a formal process in place and as a consequence individuals had not been systematically developed.  There were gaps in succession planning and leadership capability.

What we did

We developed a resourcing strategy and process, which entailed starting from scratch as the client did not have a process in place.

 

We introduced formal staff planning workshops.  The first workshop with the directors was very basic.  We developed a matrix based on "performance", "promotability" and "potential".  Each member of the management cadre was rated on these three scales and placed (manually) on a scoreboard.

 

These initial conversations were difficult as managers had not been discussed openly in this way before.  However, as the process evolved, championed by the CEO, and as templates were established by This Is and human resources, the conversations became more focussed, richer and strategic.

 

Directors became more open to the possibility of moves across silos, fast tracking of high potentials and made more realistic assessments of people. The process created movement across the organisation, focused coaching and mentoring, promotion of high performers, challenging assignments and projects and generally opened up opportunities for people.

 

A graduate programme was initiated to bring in high potential talent into the business.  This proved a great success.  Short videos were made of each graduate which were presented at the seventh talent workshop (three years on) and allowed each director the opportunity to comment on graduate progress and potential.

Results

Talent management is now a key process in the organisation.  Directors meet off site twice yearly for two days to systematically discuss each manager, graduate and high potential talent in the business. Development plans are agreed, coaching and mentoring assigned to key individuals and poor performance is addressed.

 

All roles are discussed in terms of how they contribute to the achievement of the strategic objectives.  All role holders are reviewed in terms of their performance, promotability and potential.  Upward and lateral moves are discussed.  More recently, gender differences have been analysed and steps taken to review high potential women leaders.