dc14 5. becoming a real talent partner (costain & t&p)

Indy Lachhar, Costain Anne Hamill, Talent & Potentialindy.lachhar@costain.com anne.hamill@talentandpotential.com

How to drive your career to the highest levels

Becoming a Talent Partner

Outline of session

• Moving from operational to strategic responsibilities

• The AGR Competencies

• Strategic Case Studies:Try your hand at thinking like a talent partner!

• Insights & discussion

Part 1:From operational to strategic

Operational – Coordinator role

• Focus: ACTION – What needs to be done?

- Time frame – 1 day to 1 month

- List of tasks

- Specialist or part of role

• Examples…

• What’s valued?

- Making things happen

- Accurate, fast work to deliver practical outcomes

- Organised – knows the exact state of play

- Keeps people informed

• Focus: PLANNING – How to achieve the goal that’s been set?

- Time frame – 1 month to 1 year

- Coordinated organisation with all parties

• Examples…

• What’s valued?

- Alignment to existing corporate messages

- Managing multiple stakeholders

- Creative, lively, well-planned events with business involvement which get high ratings

Tactical – Managing one stream

• Focus: DIRECTION – Where are we going and why?

- Time frame – 1 year to 7 years

- An expert in the topic who influences the Board to make the right decisions to support company strategy

• Examples…

• What’s valued?

- Excellent investigation to reveal talent issues linked to commercial direction

- Radical rethink – ‘What are we trying to do?” – design falls out from this

- Consultant to the Board – educates, challenges, influences on talent issues

- Demonstrates value by anecdotes, involvement, long-term impact

Strategic – Early Talent Leader

Part 2:AGR competencies

Shift in the critical competencies

Entry Level Intermediate Level

Advanced Level

Interpersonal Interpersonal Strategic Thinking

Organisation Organisation Commercial Awareness

Adaptability Leadership Leadership

Stakeholder Management

Stakeholder Management

Stakeholder Management

Communication Communication Communication

Part 3:Strategic Case Studies

Ask yourself:

• What’s the point? What are we tryingto achieve, and why?

• Challenge this objective. Do we really need to do this?

• What is the RIGHT thing to do? If you were in sole charge – what would you do?

1. Starting a scheme from scratch

2. Induction & communication

3. Shaping high-flier behaviour

4. Post-programme development

Where are we going and why?

Insights?