Company HQ: New Zealand
Industry: Science And Technology
Company Size: 800+ Employees
The response from the group was consistently positive, people were delighted to be offered individualised career development attention.
0%
turnover from critical talent since Fuel50 launched
7.5%
increase in annual revenue from critical talent since Fuel50 launched
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Plant & Food Research is a New Zealand-based science company providing research and development that adds value to fruit, vegetable, crop, and food products.
With over 800 people based at sites globally, the heart of Plant & Food Research is a goal to underpin the growth of plant- and marine-based industries through the successful application and commercialisation of research-based innovation.
Business Challenge
A review of Plant & Food Research’s workforce demographics demonstrated that a significant proportion of their senior science leaders can be expected to transition to retirement within the next decade.
It became critical to develop people at the organisation’s mid-level, so that they are well prepared for more senior roles now and ensure they have the leadership capabilities required for the future.
Understanding and articulating personal ambitions, desires, and possible career pathways is typically challenging for people. It requires a shift in thinking from the immediacy of day-to-day activities to a perspective that is more holistic, complex, and longer term.
On piloting Fuel50, Plant & Food found that it served as an excellent platform for individual coaching, with people using their coaching sessions to explore and better understand their values, drivers, and aspirations.
“It became critical to develop people at the organisation’s mid-level, so that they are well prepared for more senior roles now and ensure they have the leadership capabilities required for the future.” – Plant & Food Research Leadership
Solution
Plant & Food Research identified a group of 48 high-potential people and undertook this critical talent project with the following objectives in mind:
▻ To assist each person to gain greater clarity about their career desires, ambition, and possible career pathways
▻ To ensure that each person’s development experiences continue to be robust and best prepare them for the future
▻ For each person to create a development plan that aligns with career ambition, their career values, and greatest sources of motivation for their work
▻ For each of the group to increase their sense of connection with the organisation
The process started with a meeting and an invitation to complete the Fuel50 online career development tool. This was followed by a second meeting where the Fuel50 analysis was used as the basis for an in-depth career coaching discussion.
During this coaching session, people began to understand the connection between their Fuel50 Personal Values, Career Values, and primary Motivators, and gain clarity on how they can work to increase the alignment between the things they hold important.
Results
The response from the group was consistently positive. People were delighted to be offered individualised career development attention. A common outcome for the group was a better understanding of how their work links to their Values and Motivators. For many, there was strong validation of their career choice and further recognition that Plant & Food Research provides the best possible environment for them to realise what is important to them in their career.
After coaching, many people were motivated to revisit their development plans. For most of the group, an approach based on aligning development activities with career values and motivators resonated strongly.
People found benefit in working through how their contributions and priorities in terms of meaningful work could be aligned to Plant & Food Research’s strategic plan and how they could connect their work to their important motivators. The focus then shifted to their future career pathway at Plant & Food Research.
As the coaching initiative progressed, it confirmed initial expectations that the identified group would see this as an important initiative. They found it very useful to consider the ‘bigger picture’ in terms of their careers.
Within the identified group, there were instances where a manager and a direct report both completed the career tool and coaching, and decided to share their insights on career values and motivators with each other. These proved to be positive experiences, with each party supporting the other as they reviewed their career development, based on a shared understanding of the coaching tool and associated concepts.
The aggregate data from this group also provided Plant & Food with high-level insights. This included understanding Leader/Expert pathways, relocation desires, acceleration needs, and commonly shared Fuel50 Career Values and Motivators.
First Discussion
▻ Invitation to use the career tool
▻ 46 out of 48 said yes
▻ Delighted to be involved
Coaching
▻ 90–120 minutes with each person
▻ Exploring how work connects and aligns to personal values, career values, and motivators
Involving Managers
▻ By invitation from participant
▻ Powerful when managers and direct reports participate fully
Partnered Development
▻ Leading to values-based development
▻ Aligned to a strengths-based approach