Talent Management Story
This company is the parent company of a general insurance group with controlled operations across the globe, employing over 13,500 people. Its current businesses underwrite $10 billion premiums per year, selling insurance under many leading brands.
In order for our client to keep pace with a fast-changing work environment and evolving workforce demographics, they reset their strategic approach to how they identified talent across the organization, and leveraging and developing talent, to ensure a robust leadership pipeline.
The key focus for this initiative was the formation of a “group talent network” to ensure a quality executive talent pipeline with goal alignment between individual career aspirations and business succession needs.
Key Program Components
- Strategic development of a career acceleration strategy for key talent including scoping and defining of key business outcomes/ROI
- Business communication and change management support
- Configuration of Fuel50’s FuelAgility™ module to support the talent program
- HR practitioner education
Branded Fuel50 CareerDrive™ license using all 5 exercises and career planning
Used to support initiatives, identifying the career pathways for each individual, and the degree of fast-tracking and acceleration that is right for each participant.
Career Aspiration Interviewing & Coaching workshops, used to empower key HR, OD and Talent Management professionals within the business to have quality career conversations with their targeted Executive Talent employees.
Fuel50 worked alongside this innovative firm to create a program that was fully owned and delivered to managers by internal Leader-Facilitators.
Our role involved supporting those leaders with licensed training material and coaching to increase competence and confidence to run these sessions. In order to best enable this initiative we supplied the licensed material to the Fuel50 Powerful Career Conversations for Leaders workshop program, coupled with coaching accreditation for each leader-facilitator. The reason for this approach was simple:
- Leaders-training-leaders – Fuel50 provided the program IP and support, internal leaders ran the Powerful Conversations workshops.
- The content was adjusted by internal facilitators to align with internal culture and processes.
- Coach accreditation was a key part of the program – the leader-facilitators wanted to experience what it felt like to be career coached and to coach others in an authentic way before showing managers in the business how to do this.
- Honing their own coaching skills allowed them to best support issues and any questions dung the manager workshops.
Approximately 50 senior executives were identified as potential talent and participated in the Fuel50 experience and a career aspiration interview delivered by senior HR practitioners.