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DC14 5. Becoming a real talent partner (Costain & T&P)
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DC14 5. Becoming a real talent partner (Costain & T&P)

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  • 1. Indy Lachhar, Costain Anne Hamill, Talent & Potential indy.lachhar@costain.com anne.hamill@talentandpotential.com How to drive your career to the highest levels Becoming a Talent Partner
  • 2. 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
  • 3. Part 1: From operational to strategic
  • 4. 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
  • 5. • 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
  • 6. • 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
  • 7. Part 2: AGR competencies
  • 8. 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
  • 9. Part 3: Strategic Case Studies
  • 10. Ask yourself: • What’s the point? What are we trying to 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?
  • 11. Insights?