THE CHALLENGE
A rapidly expanding international service sector company, with a track record of around 20 years, already operating in approximately 20 countries, needs to:
- Strengthen the skills of an identified group of talent, with the aim of facilitating the transition to positions of greater responsibility.
- To build the loyalty of the best professionals.
- To ensure and systematise the succession of key positions in the organisation.
HOW WE HELPED
The starting point was a Development Centre, in which the following were identified:
- Strengths and areas for improvement at the competency level of each participant individually;
- Strengths and areas for improvement at the competency level of the group as a whole.
The Skills Development Programme was run in parallel with Mentoring sessions to enable participants to learn from each other's experiences.
The development of these skills increased the likelihood of success and self-confidence of the participants in taking on new responsibilities within the organisation.
In order to maximise the return on the programme, it culminated in a competition in which, in groups, the participants presented a project with the possibility of implementation in their own company to the Management Committee, in which they had to put into practice the skills developed during the programme.
THE IMPACT
A high level of involvement of a highly talented group in a different kind of development programme, oriented towards the application of what was learnt in the workplace, led to a high return for the company.
The keys to success were:
- Clear focus of the programme on transferring the skills and knowledge learned to the individual's job.
- Continuous Development Programme: over the course of a full year, sessions were held every month.
- Process made up of different types of actions (development centre, mentoring, training modules, presentation of projects, individual development plans).
- Commitment to the programme on the part of the company (involvement of mentors and internal managers).