This Governmental Organisation has worked with Hennessy Consulting to provide two leadership talent programmes. A highly technical financial organisation, historically their people have been recruited and promoted on IQ and technical knowledge. They have been undergoing a culture change to increase leadership skills and to value these skills in promotions and appointments. Hennessy Consulting designed and delivered 12-month talent programmes at two different levels of leadership over the last three years.
The Leaders Programme is for Audit Managers reporting to Directors, we delivered 3 cohorts for a total of 30 managers. Objectives include:
Selection onto the programmes was by application, supported by manager and shortlisted by area. We created a competency based interview process, acted as independent Occupational Psychologists on the talent selection panel and facilitated the decision making meeting to finalise participant lists. We oversaw the feedback delivered to successful and unsuccessful applicants, ensuring this was positive and developmental.
Programme diagnostics were employed to inform individual personal development plans (PDP):
We partnered with another provider who delivered 5 workshops and we led the orchestration of the programmes from launch to close, delivered the diagnostic feedbacks, facilitated action learning sets, delivered
coaching sessions, oversaw and facilitated the leadership position paper, delivered workshops on strategy and complexity and integrated Executive Leaders’ sessions into the programme.
We were responsible for:
The Emerging Leaders Programme is aimed at Audit Principles reporting to Audit Managers, we delivered 4 cohorts for a total of 57 participants. This followed the same structure and format as the Leaders Programme outlined above, customised and adapted to meet this less experienced audience of emerging leaders. For example the Leading in Complexity workshop was redesigned as an Introduction to Strategy Workshop with the same links to the organisation’s strategy. It was important that there was some overlap with the talent programmes to help develop consistency and shared ways of leading in the new culture.
The impact of the talent programmes was measured in a number of ways. Firstly, by the number of successful promotions – this was a positive indicator as many promotions were achieved and participants themselves attributed their success in large part to the programme.
Participant quote: An internal role popped up which is … Private Secretary to our new [CEO]. I applied for the job and got selected for an interview, and spent almost the entire time talking about compassion, empathy, love, kindness, doing away with the ego, and the massive impact mindfulness and meditation has had on me. He called this morning and said I got the job!
Secondly, by reviewing the annual reviews of participants we were able to see good or outstanding ratings for the vast majority. Finally by writing an evaluation report summarising feedback from the participants and progress made against PDP’s.