A global construction business was addressing on-going issues in Talent. With a highly entrepreneurial and centralised leadership cadre, with long tenures, as the business grew and became genuinely global and diverse there was a need to source and retain Talent in larger numbers across the wide spectrum of business units and regions.
Difficulty identifying succession candidates, targeting investment and accelerating development, led to the need to develop new structures and career models, as well as frameworks which supported the line in inaccurate identification of high potential internal candidates.
A process was designed to bring together best practice and benchmarked indicators of potential in a questionnaire format for line managers to answer in identifying levels of learning agility, motivation and readiness across their teams. This was the first initiative to support, validate and challenge line judgements on potential. Alongside this, a process was designed to support the business in articulating the career paths of senior executives through the organisation. Key experience building blocks, attributes and job moves were pieced together through detailed, structured interviews with exemplars across functional areas, starting with Finance.
Talent management tools were launched across the functions and business units prior to a significant restructure and in support of a drive to promote diverse and inclusive people practices.
