Indy Lachhar, Costain Anne Hamill, Talent & [email protected] [email protected]
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?