research
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CORPORATE RESEARCH FORUM
DESIGNING A PROGRAMME FOR ASSESSING AND DEVELOPING POTENTIAL
Case Notes – InterContinental Hotels Group (IHG) In the past two years, the hotels group has rolled out a new potential assessment and development process. It is based on YSC’s Judgement, Drive and Influence Model, and is underpinned by a new talent deal, which describes the development opportunities available to high potential talent. Line managers complete assessments using an Excel-based assessment tool that provides behavioural descriptors of each of the factors underpinning the three elements of the JDI model. The assessment tool is freely available on the intranet, so individuals can rate themselves, and it means the criteria for judging potential are transparent to all. Assessments can be completed at any time, but calibration is done annually. Employees are rated as ‘Matched’, ‘Medium’ or ‘High’ potential. Global Talent Director Louise Byrne commented: “Having the JDI framework has given line managers a common language, which helps them have better development conversations with their people.” The implementation of JDI was done as a phased roll-out. • There was an initial pilot study involving direct reports to the leadership teams in HR and Finance. • Stage 2 involved mandatory assessment completed by the managers of all directors and above, i.e. around 2,000 leaders globally. • The ultimate goal is for all employees to be assessed annually using JDI. The implementation of the process has been underpinned by initial and continuing support for the line managers doing the assessments. • Business partners and talent leads across the business were trained as super-users. • They support their local businesses and run calibration meetings. • Some 600 line managers have been trained in how to assess and share feedback about an individual's potential. • The company found that managers need support from HR beyond their initial training as they build their understanding of the process and tools, as well as their confidence in how to run a good development conversation. Sitting behind the potential assessment process and tool is a talent ‘deal’ that is being progressively rolled out across the business. This links development opportunities to individuals’ positions on the nine-box performance/potential grid, so there are development opportunities available for all employees. For hipos, the ‘Hi Potential Talent Deal’ offers differentiated development so they can be prepared for and matched to more challenging roles. The global talent board tracks performance against the ‘deal’ by reviewing PDPs and career plans for hipos. Individuals' progress is tracked via Workday, and their engagement is tracked through the employee engagement survey. Byrne says that Workday, which IHG has implemented to support talent development and track results, is definitely simplifying the process of tracking hipos, but is not a panacea. Because it requires the organisation to use a nine-box talent grid, and follow processes that are programmed into the system, it reduces the scope for process flexibility. Succession planning at IHG is also becoming more closely connected to the assessment of potential. Whereas historically succession planning was largely based on critical roles, the company is increasingly looking at it from the perspective of high potential individuals, and considering which succession plans they should appear on. Those who are identified as a possible successor on a succession plan within a two-year timeframe also go through an external assessment of their potential, which is designed to help with planning their development. The company is still in the early stages of embedding its new approach to potential, but the results so far include: • substantially improved conversations between managers and employees about potential • better calibration conversations • better targeted development planning.
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