Employee Development & Succession Planning
Linking development to goals & targets
​Leadership has already received significant inputs on emotional management of others and themselves.
Openness to receiving feedback
​A 360-evaluation tool administered from the leadership downwards providing corrective action.  Institutionalized a method of giving anonymous feedback to your supervisor post the coaching month.
Sharing of best practices
​A defined internal web space or webinars, or a website for sharing challenges.
Systematic way of identifying potential leaders
​ HR and business to use a 4 blocker for identifying high potential leaders.  A special growth plan for accelerating development of high-pots before the next round of coaching
Emotional management
​Leadership has already received significant inputs on emotional management of others and themselves.
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Performance Management
@
​Stanford
Simultaneous messaging in meetings, events, contests, polls, emails, training & feedback
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Fidelity Information Services
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A process for identifying potential leaders & investing in their development; roll out across 500 mangers
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Succession Planning @ IICP

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Defining IICP culture, through a yearlong intervention including 6 classrooms, 4 action projects and 3 iterations of coaching & feedback
Expert Mentorship @ SKF


Creating a mentorship program across al businesses; including both mentors and mentees

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How do we do this

Address elephants in the room: Employee Development & Trust
The Basic Principle
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Based on the principles by Corporate Leadership Council, the intervention aims to accelerate performance by managerial actions.  This rests the responsibility of development on the manager, as an initiator and catalysts for employee growth.

Manager Led Communication

Skills Developed

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​Ensure measurable outcomes