Expand managerial competencies depth, ensuring a strong long-term efficiency
Context
InvestCo opened in 2015 with 30 employees and rapidly expanded over the course of the first year to reach 60. This rapid growth, while bringing success, brought its challenges: make individual contributors people managers and future leaders of InvestCo!
Beside enhancing managerial competencies and readiness for promotion, our client wanted to focus on the development of team efficiency.
A core group of 14 individual were identified as talents – the future of the company’s leadership.
Consequently, the company’s CEO reached out to AK+Partners to propose a collaboration.
A two-year academy was designed for the 14 talents, focusing on leadership, team efficiency, skills enhancement. Working with the individual and the group, with different partners and experts, the talents had the chance to participates in various trainings, team building activities, mentoring and executive coaching programs and had the opportunity to build a personal and professional project.
Challenges
InvestCo needed to expand managerial competencies depth, ensure strong team efficiency, and focus on the strategic objectives. The objectives:
- Build the future leadership team and retain talents
- Manage the company’s growth with efficient teams
- Adapt to market evolutions with on-going knowledge transfer/training
Solution
In collaboration with the FFH, AK+Partners designed the Program, which involved four phases. First, the benchmark for each of the four levels needed to be established. Each Facility’s stakeholders participated in the internal benchmark definition completing two profiling surveys: the Predictive Index® Job Assessment and CATIL® Leadership Profiling for each level. In total 32 survey results were collected. Results were compared against respondents by Facility, but also across Facilities and benchmarked again other available market data available to AK+Partners. With targeted and objective job profiles built, the global roll-out of the talent review could start.
Second, key internal stakeholders delivered a strategy workshop (articulating the new Operations Strategy) at each Facility to build commitment and the case for change. Third, validated diagnostic tools – the Predictive Index® (Cognitive and Behavioral Assessments) and CATIL® Talent Review survey – were used to assess each employee’s capabilities and readiness in current role. Identification of potential, as well as their strengths and weaknesses to drive continuous improvement were key elements to the evaluation.
Finally, the FFH stakeholders and human resources departments debriefed all assessed employees to initiate their personalized development program stemming from any identified capabilities gap(s). Global Facilities’ data were provided to the HQ training department to deploy targeted group development actions.
Results
Half way into the program, both results and feedback are positive and seem to already benefit the talents and InvestCo. Continued business growth, engaged talents and enhanced management practice are some proofs of the benefits of the program. Feedback given by talents and management team reported that the team has built a strong bond and friendly relationships, reinforcing cohesion, collaboration and synergy, which is beneficial for the work atmosphere in the offices and the business.
Based on this first success at InvestCo, AK+Partners was asked to develop a strategy program for the members of Management Team, and all diagnostic solutions (PI® and CATIL®) were retained for on-going use at InvestCo allowing better recruitment, individual development and team development.