The integration of a large European distribution business entailed assessment of acquired executive Talent. It was vital to quickly appraise core leadership capabilities and potential to deliver against restructured, larger roles and the overarching growth strategy.
Focussing initially on the top 30 executives, the Executive team plus 27 tier two senior managers, were assessed in situ in a face to face, a consultant led process was put in place, using both English and German. Our approach involved designing competency framework which reflected the need for strong change leadership, results delivery and team work. Tools included the CPP, Swift, Wave, Hogan and MQ plus a competency based interview and review of CV and performance data.
A clear shortfall was identified in overall benchmark relative to the market. There was evidence of a lack of ambition and cohesion in recruiting and long-term underinvestment in developing and managing Talent. These factors impacted immediate capability and timelines in assimilating to new the new , leading change and delivering results. Some active learners and those open to the new order were also identified through the process.
The input to HR strategy and organisation design focused on a group identified as having immediate stretch potential for roles in the new structure. Key person risk and shortfalls against the organisation design were identified and prioritised. A particular focus on communication and change capability were built into implementation planning. Feedback was delivered to all participants along with detailed development planning to support and accelerate engagement and development.
