1. business and industrial

Developing your talent – before
your competitors do
Customer Presentation Framework
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
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…]
My-Client’s Agenda
• Key Issues
• Defining My-Client’s Ltd needs
• How SHL-Partner can help
• Recommendations
• Next Steps
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
How can SHL Partner help
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)
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
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?
Why is talent management so important?
High Performers generate significantly more
than average performers
67%
40%
Increased
productivity in
operational roles
49%
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
10
US companies
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.
People’s behaviour drives
performance
People’s
Preferences
How
People
behave
Results
people
achieve
• 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
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
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
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
How will SHL-Partner work with
you to achieve this?
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
Match the behaviours to the individual
• Identify which of the behaviours are required by
an individual to perform their work well
Stage 2 – Measure the behaviour
Stage 3 Realising the benefits
• Facilitate, share and support the results
• Produce clear business orientated development
plans
• Follow up, give recognition and support
implementation
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
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
Who else is adopting this
approach?
Coca-Cola
• Situation
> 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
Danone
• Situation
> 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
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
BIG Lottery Fund
• Situation
> 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
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
Next Steps
• SHL Partner to present trial proposal
• …..
• …..