Supporting the career development of high potential managers.
HML (Homeloan Management Limited) was the financial outsourcing subsidiary of UK-based Skipton Building Society. They needed to support the career development of its pool of high potential managers. Following Primeast’s intervention, each participant was able to make a significant commitment to adding value, and gained powerful insights into how better use of their talents could achieve this.
HML approached Primeast to support the career development of its pool of high potential managers. The overall aim was to provide an opportunity for participants to gain a deep understanding of both themselves and each other in order to build a powerful learning and support network. The further impact of this network was to add maximum value to the organisation and to themselves in the form of career development, as well as gaining powerful insights into how to better use their talents in adding more value to the business.
A two day workshop was designed and facilitated by Primeast, during which the participants were able to explore the nature of competence, talent and strength, as well as defining and sharing their personal talents, ambitions, beliefs, values and commitments. From this base, a close examination was undertaken of each person’s talents, including how they played out in the workplace, how this added value, and what could be done to develop these talents into clear strengths. Participants were also given personal data on their emotional intelligence using an EQi (Emotional Quotient Inventory) diagnostic, with an opportunity to understand and manage personal improvement as a result. Working in small groups and pairs, participants then offered to have one of their talents “valued” by the group, as a result of which each participant was able to make a significant commitment to adding value, and gained powerful insights into how better use of their talents could achieve this.
Taking an example from the group work, one participant offered her talent of “helping people through change”, and explored with the group an example of where she had used it. She described how she had sat down for a total of about twenty hours over a few weeks with an individual who was not fully participating in a change programme, over which time she secured this person’s commitment. The group agreed that as a result, the change programme delivered three months earlier than would otherwise have been the case, with the conclusion that this manager had added £2.5m to the bottom line of the business from twenty hours use of one of her talents. Her positive reaction to this insight forced her to think of many more ways of bringing this talent to the organisation. Equally, other participants gained similar insights, and without exception made significant commitments to the business.
Jen Usher, Commercial and Talent Business Partner, HML
The event fulfilled three objectives for us. It helped our high potentials understand their own talents so they could leverage them more often; define how they personally add-value to the bottom line through their talents; and to value each other’s contributions as a group. This positioned them perfectly for the strategic challenge they were set by our Board of Directors on completion of this event.