IMPLEMENTING A TALENT FRAMEWORK THAT ENABLED BUSINESS GROWTH
A multi divisional international business found that it was underperforming due to the inconsistent success of leadership appointments. It was also not able to effectively move people between divisions due to lack of visibility of key talent as well as lack of coordinated development opportunities.
By creating a talent assessment program that was robust enough, but also relatively straight forward to use, we were able to implement a tool that was used to understand and manage talent as a core leadership capability.
This provided the CEO with much needed visibility of top talent worldwide, eliminated talent silos and made divisional leadership teams accountable for developing and facilitating talent growth and opportunities across the business. The business became adept at responding quickly to market needs and this ultimately made a key impact on the overall performance of the Group.
ASSESSING LEADERSHIP OF A TARGET ACQUISITION / USING INSIGHTS FOR INTEGRATION
This study reflects the process taken across more than 25 acquisitions and disposals worldwide and including the USA, Russia, Spain, France, Malaysia, Australia, Tanzania and South Africa. The common theme I was asked for support on was the need to be able to assess the style and capability of the leadership team members, the culture of the business; and to develop communications and integration plans.
Once access to the leadership team was possible (normally around the LOI), I would engage with them by scheduling time with them face-to-face. IN advance of these meetings they would be asked to complete personality assessments which gave insights into their natural styles and preferences, giving a data driven overview. This was then the basis for the face-to-face meetings – facilitated team meetings and one-to-one interviews with each leadership person using a defined approach to elicit insights. Additional data – including employee surveys, succession plans etc. – was also assessed and discussed with the team.
In this way an objective picture was formed of the new business in areas that were essential in supporting the financial objectives of the acquisition. The integration plan in regard to talent and communications was then built on the basis of this insight. In one particular organization the success of selecting the right acquisition targets and leaders resulted in almost all executives remaining with the business after the end of the earnout period and in some cases an acceleration of the earnout to open up larger leadership roles for them.
CREATING THE FRAMEWORKS AND ENVIRONMENT FOR A STRATEGY IMPLEMENTATION
A large services organization had developed a new 5 year strategy that involved a significant restructuring of the business and also a different focus on certain client solutions and delivery methods. In addition to communications to all employees there was a need to create a project office, staff the office and put in place teams to work through the implementation of multiple initiatives that were required for the new strategy.
Working with a number of internal colleagues, we defined the requirements of the project leadership and office team and used a talent succession framework to identify and assess potential candidates to take the lead. We also created opportunities for anyone in the business to apply to be on an initiative team and contribute. Communications events were designed to not only share information but engage people in goal setting and solutions for change management, employee engagement and talent decisions.
In addition to the achievement of the identified short term business objectives, after 6 months and through massive organization change, the outcomes included: most initiatives completed; employee engagement scores at their highest level; and voluntary employee churn down significantly.
CHANGING THE ROLE AND IMPACT OF A GLOBAL HR TEAM
An international business that had evolved found that it had a Human Resources service in place that was not capable of supporting the delivery of the talent plan. The function was characterized by regional siloes, the use of different tools and methodologies locally for a global talent pool, limited focus on business relevance and a disproportionate administrative focus.
I shaped a mutually supportive global decentralized team fully aligned with the business strategy with regard to the team’s priorities, performance measures, skills and structure. Through effective coaching of existing members and recruitment of additional regional HR leaders I created a true global HR leadership team.
This team revolutionized the role of HR in the business and was able to raise the capability and commercial impact of HR to be true value drivers in the business.