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Client Story-Think Talent Services - Internal Promotion and Selection


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How we conducted development centers to arrive at a developmental planning input for creation of an effective succession pipeline at a life insurance giant.

Published in: Leadership & Management
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Client Story-Think Talent Services - Internal Promotion and Selection

  1. 1. CONDUCTING DEVELOPMENT CENTERS FOR SELECTION AND INTERNAL PROMOTION AT LIFE INSURANCE GIANT A Think Talent Services Case Study HOW WE CONDUCTED DEVELOPMENT CENTERS TO ARRIVE AT A DEVELOPMENTAL PLANNING INPUT FOR CREATION OF AN EFFECTIVE SUCCESSION PIPELINE AT A LIFE INSURANCE GIANT Our client, a new age life insurance joint-venture, wanted to ensure that succession in the organisation is driven largely by an in-depth evaluation of competency levels. They are scaling new highs in terms of business expansion and wanted to focus on growing and developing talent from within to reach consequent phases of business maturity. Based on this premise, they wanted to bring about a process for assessing existing competency levels for high performing employees. Such a process was much needed not just to ensure sustainability of performance but also focus on creating development plans for each of their high performers. The core of our solution was prepared based on: The Situation 2018 Copyright Think Talent Services 1 Ability to administer and manage assessments virtually to enable scale and speed, while keeping a tab on the costs incurred Providing a set of reliable tools measuring competencies from the client’s globally followed competency framework Comprehensive and detailed report giving feedback on clear and potential strengths and specific aspects to be further developed
  2. 2. The Solution The Outcome This process has been adopted by the client as an input to carry out all of their succession planning and development of internal employees across the organization. They have found the IDP report to be an extremely useful and enabling tool for giving developmental feedback to employees and create awareness around desirable behaviours among them. The report also helped these high performers to pursue actions to develop themselves better, in a more contextualized way in order to contribute more to organizational needs. It also acted as a rationalization of promotion decision taken by the selection panel. We worked closely with the client L&D team to understand roles and competencies & behaviors mapped to those roles. After setting up a tool matrix for the virtual development center, we moved on to creating tool content to measure all the required behaviors representing the client competencies. It was determined that the promotion decision would be based on development center outcome and interview of nominated employee by internal selection panel. We also listened to the client regarding the use for the outcome of such a DC and their expectations from the process. This helped us create a report format for them that incorporated competency wise scores and observations. The steps of the process can be defined as: 2018 Copyright Think Talent Services 2 CONTACT US: Phone: +91-124-4201824 Email: A virtual development center was setup with a number of tools having required content for measuring various competencies We devised a communication plan to familiarize the nominated talent pool with the VDC process along with designing of mailers and other collateral for the same On a pre-determined day, all the nominated employees went through the entire VDC from different office locations Post the VDC, we provided competency wise briefing for each of the nominated participants to the internal selection panel Then Individual Development Plan (IDP) reports were generated for each of these employees. The report incorporated assessor feedback from VDC and the selection panel ratings