Creating and Implementing a Talent Development Strategy
The Challenge
A large, global automotive equipment manufacturer identified the need to be more competitive in the rapidly changing and innovative automotive technology marketplace. They recognized that this would require restructuring in order to compete aggressively in the future.
Starting with annual sales of $3 billion and 14,000 employees in 13 countries, they set a goal to double in size and sales revenue within four years through acquisitions, product leadership, and gaining new business. The company also decided to streamline its products.
The organization anticipated that their biggest challenge would be preparation. They needed to identify new procedures to create the foundation for a future built on rapid growth, innovation, and product leadership.
The Solution
Together, PDI and the organization revised the talent strategy to help the organization meet its new goals. The strategy included a set of product leadership competencies and a new performance management system.
To accompany the rollout of their newly developed performance management process, PDI developed a series of development programs for both managers and employees. Our global capabilities enabled us to roll out the programs in multiple languages, in multiple countries.
The programs included:
- Advanced Coaching for Performance: a strategic coaching program for plant/facility managers
- Coaching for Performance: a coaching skills program for managers and supervisors
- Development FIRST: personal development strategies for all salaried employees
The coaching programs taught managers and supervisors how to coach and develop their people to improve performance. The personal development program helped employees learn about the new performance management system and how to drive their own development.
The Results
Because the programs were strategically aligned with the new product and business initiatives, they built momentum and excitement for future challenges and objectives. The programs also gave the organization a shared set of tools, techniques, and strategies to serve as a framework for all performance and development initiatives.
The organization's HR function enhanced their developmental capabilities and self-sufficiency by establishing a process for continued support of the programs and tools. For example, they brought the programs in-house and trained their Human Resources staff to deliver them. Also, even though they had leadership changes at the highest executive level, this initiative continued to be among their key priorities.
The initiative also helped the organization weather tough economic times. The economic and market challenges of 2001 and 2002 had minimal financial impact on the organization. Achieving record gains in revenues and market share, organizational adaptability and flexibility continue to be notable strengths and accomplishments throughout their many business units.