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Why is this important?
If you want your business to thrive and maintain competitive advantage, identifying and developing your talented employees is a critical business task. The cost of recruiting new, high performing employees will run into many thousands of pounds and consume much of your valuable time. The cost of not putting a succession plan in place for key posts in your business will also cost you thousands of pounds and may lead to a decline in your competitiveness or even threaten your business' sustainability.
How O" can help you
O" assess those individuals who are key to the success of your business. They may already be demonstrating or have the potential to develop:
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effective leadership or managerial competencies
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entrepreneurial flair
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high levels of business awareness
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competitiveness and motivation
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a passion for your business to succeed
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drive to advance their career
The aim is to develop a pool of talented people, each of whom is adaptable and capable of fulfilling a number of roles. Talent pool development encompasses the cultivation, development, motivation and
succession planning
of those who are seen as crucial to your organisation's success. A talent pool only refers to those at or heading for senior or business critical positions. This pool typically comprises just 10 to 20 per cent of your organisation's managers but, in some circumstances, may include more junior managers. This elite group is carefully groomed as role models for the entire workforce.
Our Talent Pool Development programme concentrates on:
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improving core management competencies
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developing leadership capability and personal effectiveness
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learning to be results-focused
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learning to lead with different styles to suit different people and situations
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developing the skills to be able to coach and mentor others
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preparing for career advancement and transition
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the resolution of any self limiting psychological issues that may be preventing the individual reaching their full potential
The benefits to you
Members of your talent pool will acquire a high degree of
emotional intelligence
and use a flexible range of leadership styles and management behaviours. This will save your business thousands of pounds. They will also be skilled in coaching and managing the business performance of others. This will ensure that you maintain competitive advantage, maximise your operating efficiency and continue to grow your profitability.
Have you identified who you should be developing to maximise the benefits to your business?
Have you evaluated the potential additional benefits of linking the right individuals with the right roles?
Are you implementing a 'talent pipeline' plan to gain a higher return from your organisation's recruitment decisions?
If you have answered "no" to any of the above questions, contact Robin Johnson or Philip Perry at O" Consulting on 0845 260 7700
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Developing management and leadership style
An alternative to being an autocratic or democratic manager is to be a situational manager. Situational managers/leaders are able to adapt their style to fit their employees' stages of development and the different scenarios they work with. This means, for example, that a manager may respond very differently to the people in his team, choosing a range of interventions from directive to supportive. This flexibility of style will inevitably help that manager be more effective in the workplace.
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| Effective performance coaching You deliver your business through your people - your 'human capital'. To stay competitive in your market sector you need to continually adapt to changing market conditions; to remain profitable you need to be in a continual cycle of improving your products and services and how you deliver them.
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| Improving interpersonal skills How often have you come across someone who is technically brilliant, or highly competent professionally, but just can't connect in their relationships with others? This negative trait puts them at a disadvantage at those times when they need to build rapport, get on the same wavelength as others and develop trust. Poor interpersonal skills are often cited by employees as the biggest de-motivator when giving feedback about their managers and team leaders.
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