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SUMMARY OF LONDON WORKSHOP AT THE WESTBURY HOTEL
25th FEBRUARY 2010 The Workshop focused on six main themes:
We started by practicing some creative approaches to the HR Leadership role in developing an output-focused business case for Talent Development with Key Players, including:
We considered how competence frameworks, whilst necessary for the ongoing performance improvement of the business, can get in the way, when trying to identify future potential and how to cut through these by establishing an organisation-wide language of Core Transferable Qualities. We discussed the "intellectual" and "temperament" qualities that demonstrate these Core Transferable Qualities and the step changes involved as people move up and across an organisation. Finally we applied a framework for identifying context changes that need to be considered when people move around an organisation. Exploration - finding talent everywhere We focused on the Line Managers role as "eyes and ears" of the organisation. In particular, how their understanding of core transferable qualities and the step changes involved, can be used to provide creative and stretching "talent spotting" opportunities. Then, how organisations can provide simple mechanisms for this information to be shared, without the hold-ups caused by waiting for the next round of appraisals or performance reviews. We also considered the valuable part that appropriately tailored Assessment/Development Centres can play in this process. Engagement - nurturing talent Here we considered five aspects of the engagement of people with potential:
Transfer - breaking conventional boundaries Here, the starting point was to check-out our perception that "islands of talent" divided by geography, function, structure, culture etc. still exist in organisations. Then we considered some of the formal and informal mechanisms that can be used for breaking down these boundaries. On the formal side we looked at structures, processes and mechanisms, many led by the CEO, that are designed to integrate Talent Development across the whole organisation. Informal mechanisms focused on social networking opportunities and "communities" for sharing and learning about people with potential. This prompted three critical questions:
Here we considered the extent to which organisations present were able to anchor their talent development discussions into "live issues" for the organisation. This led us into the measures that they were currently using and the Balanced Scorecard measures that have been developed by The Wadenhoe Consultancy to demonstrate that Talent Development touches every aspect of an organisation at every level. Next Steps This provided some time for participants to focus on their critical next steps. We took the opportunity to introduce The Wadenhoe Model® as a tried and tested means of constructing and implementing an effective Talent Development Strategy. Ray Atkinson - The Wadenhoe Consultancy Ltd |
