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Developing your talent – before your competitors do

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Presentation on theme: "Developing your talent – before your competitors do"— Presentation transcript:

1 Developing your talent – before your competitors do
Customer Presentation Framework

2 Suggested framework for customer presentation
The following slides are supplied to you as one suggestion of how you might present the idea of Individual Development to your clients It is merely a suggested framework to help you and should be supplemented by your own material Items in [ ] should be selected only if relevant to your customer and supplemented with specific statements relevant to the customer situation. Wherever possible the points in the presentation should always relate directly to issues faced by your customer

3 SHL-Partner How we can help My-Client Ltd to:
- [ Identify and develop your best talent ] - [ Develop your leadership pipeline ] [ Increase the productivity of your high performers ] [ Improve bottom line turnover ] [ etc…]

4 My-Client’s Agenda Key Issues Defining My-Client’s Ltd needs
How SHL-Partner can help Recommendations Next Steps

5 My-Client’s Issues [ Unable to source the talent we need from in-side our company ] [ We are concerned we are nor developing the future leaders of our business ] [ We cant measure the ROI from our training budgets ] [ We need a way to match our development to organisational needs ] [ We don’t know what behaviors are key to success for our business ] …………… other The more you know about the customer’s issues, the more effective you can make the presentation

6 How can SHL Partner help

7 SHL-Partner Brief facts about SHL Partner
Pedigree Client list Etc… May want to mention expertise in SHL tools May want to cover background on SHL (see next slide)

8 SHL Background World Leader in Talent Assessment Solutions
Operating in 40 countries and 30 languages The World’s largest portfolio of assessment tools SHL works with thousands of organisations including 80% of FTSE 100 companies Strong pedigree of science, research and development

9 We can help you manage your talent
With increasingly difficult market conditions – the key to surviving and growing will come down to securing the best talent Your people are your greatest cost but only the right people are your greatest investment & asset How will you ensure you develop and therefore retain the right talent to make your organisation successful?

10 Why is talent management so important?
High Performers generate significantly more than average performers 67% 49% 40% Increased productivity in operational roles Increased productivity in management roles Increased productivity in sales roles Source: McKinsey’s War for Talent 2000 survey of 410 corporate officers at 35 large US companies 10

11 The SHL-Partner value proposition
We recognise that it’s the behaviour of your people that makes a fundamental difference in the execution and achievement of your business strategy. We help organisations like yours to define, measure and realise the critical behaviours that will be necessary to drive your business strategy to success.

12 People’s behaviour drives performance
People’s Preferences Results people achieve How People behave How People behave To have an impact on the results achieved – you need to focus on how their people behave SHL Partner can define which behaviours are key for success Analyse what is happening in your organisation and what behaviours are in evidence Implement a development programme focused on changing how people behave

13 Business Benefits for My-client Ltd
Increased productivity: Aligning people’s development objectives with the organisation’s vision and mission Introducing an efficient and effective development process Managing your talent pool Reduced costs through: Efficiencies in better use of time and resources Streamlining the development management effort Focusing development effort by reducing non added value tasks Training budget focused and aligned directly to organisations objectives Increased productivity and reduced costs delivering additional profitability

14 Value to My-Client Ltd Highly motivated employees ready to develop their behavioural skills Behavioural skills carefully selected to meet strategic objectives of organisation Each employee following a quality Personal Development Plan Significant and measurable performance improvements Accurate diagnosis of what drives performance

15 More Focused and engaged employees
Value to your people “I know how I’m doing” Clear, unambiguous feedback “I can get help to improve my skills” Ready access to development advice “My meetings with my manager are helpful“ System supports constructive dialogue “I’m given every opportunity to succeed” Find out early if there are any problems to address “The tools I’m given are engaging and up-to-date” Content easy to refresh More Focused and engaged employees

16 How will SHL-Partner work with you to achieve this?

17 Stage 1 – Define the issues
Define the development objectives, for example: Changing managerial style Develop Leadership skills Define the competencies / behaviours that will directly deliver the objectives

18 Match the behaviours to the individual
Identify which of the behaviours are required by an individual to perform their work well Its important to focus only on those behaviours that really add value. Just by asking about the behaviours it raises their profile. Competency cards can be a real in matching behaviours: For example if using the UCF:<REVEAL 1> The SHL Great 8 Factors – useful to start shaping discussions Links to 20 Competency Dimensions <REVEAL 2> – the most useable number of competencies that we’ve integrated into standard OPQ reports, 360 systems interview guides etc etc Finally a detailed 112 component level <REVEAL 3> that can be used, for example, to map your framework to the UCF.

19 Stage 2 – Measure the behaviour

20 Stage 3 Realising the benefits
Facilitate, share and support the results Produce clear business orientated development plans Follow up, give recognition and support implementation Once the assessment is completed and the report generated the key stage begins….

21 Measure improvement over time
Demonstrate real Return on Investment Repeat 360 feedback Prove that development activities have delivered behaviour change. Show individuals are adopting the behaviours that will create culture change

22 Bottom line improvement
“ Companies with year round 360o Development systems significantly out performed competitors lacking such systems in financial measures such as return on equity, stockholder return, sales growth and cash flow” Boston Consulting Group & Hewitt Associates

23 Who else is adopting this approach?

24 Coca-Cola Situation Approach Outcome
Coca Cola was forced to look outside company for marketing talent Needed to identify and grow talent from within company Approach Define set of competencies based on strongest marketing performers Development centres, 360 & OPQ used to identify key strengths of people Development plans created to enable personnel to work towards career goals Outcome Process now officially part of how Coca Coal develop their people Helps identify the best resources in which to invest to ensure future talent pool for Coca Cola

25 Danone Situation Approach Outcome
Lack of internal leadership candidates Homegrown talent not being developed External candidates filling vacancies Approach Bespoke competency framework Online assessment of skills and behaviors Feedback delivered by consultants Outcome 80% of General Manager roles are now filled by internal candidates Retention levels up Employee satisfaction levels up Focus and integration improved

26 Moved to a more consultative approach
Ansbacher Situation Needed to develop its senior manager’s competencies Approach A 360 bespoke questionnaire based on the key competencies The managers received personal feedback from their coaches Outcome The managers; Moved to a more consultative approach Became more sensitive to other’s views Gained an appreciation of their own strengths and development needs The organisation achieved; Improved internal communication Increased productivity as measured in appraisals

27 BIG Lottery Fund Situation Approach Outcome
BIG needed to develop management capability Approach Define competency structure 360 feedback Development workshops with Senior Management Outcome Competency framework provided all employees with structure to define their growth and development Half way through project – positive change already evident

28 Advantages of to My-Client
Develop and retain top performers Significant and measurable performance improvements Reduce staff turnover Increase productivity of top performers Provide your managers & HR with a powerful new talent management tool Highlight key issues quickly Maximise corporate resources

29 Next Steps SHL Partner to present trial proposal …..

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