Client:

Global marketing network

Sector:

Professional services

Activity:

Talent management

Region:

SE Asia

Background:

A newly appointed CEO had determined that a talent management strategy was a core component of his business turn around strategy, as determined in an executive on-boarding programme.

The global executive had defined a business transformation strategy that would necessitate the re-definition of all roles in the business. Development of the talent management system was seen as an opportunity to change the activities and behaviours of the client servicing teams.

Approach:

An integrated system was determined that would reference core role based definitions, and that would provide for:

  • The development of position descriptions
  • The definition of the hiring process, including interview scripting
  • Induction of new hires, with the process relevant for their position
  • Talent conversations and performance reviews
  • Learning and development plans
  • Succession planning

Engagement:

The core business groups were defined, and the key stakeholders interviewed to understand the parameters of each position.  This provided information covering the description of each level of position by its activities, experience necessary for competence, success inhibitors, and skills based competence descriptors.

Draft ‘models’ of each business group were written that described the evolution of roles, and their levels of competence.  These were circulated for comment and further development.

Activity documents were developed from the talent models providing:

Position descriptions

Job advertisements

Interview assessments

Talent conversations

Learning and development plans

Outcome:

The organisation was provided with a comprehensive talent management system that was directly linked to their strategic business goals.  As new hires were made, they were referenced against the development needs of the business, rather than the existing definitions of roles common across their industry.

Talent conversations were held for the first time, which in turn defined the specific learning and development needs of each person in the business.

A further engagement established the need for a new breed of technology-based tools to support the redefined roles in the client facing teams. These tools, along with each learning and development plan to lift competence, would drive business performance improvement at an individual level.