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?