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TOP TALENT IDENTIFICATION & DEVELOPMENT
Senior Leadership Top Talent Identification and Development

Client:Indian arm of a global telecommunications service provider.

The Assignment: The organization was transitioning through re-structuring, a centralized approach to doing business and a sharper focus on balancing between results and people. The agenda was to identify and develop a leadership pipeline at the Senior Manager / VP level - to create a pool of business ready talent who could be called upon to lead critical assignments and deliver higher business and leadership impact at regional and central platforms.

Our Approach: The assignment called for a phased approach:

Phase 1:

Diagnostic	As a first step we met Senior Leadership members to understand the current business context, successes, strengths and challenges. The focus was also to identify current learning and development needs of the target population and expectations from a development program designed to identify and develop leaders for senior leadership roles
Identifying competencies for growth	We mapped the outcomes of the diagnostic with the organization's Leadership Model and Potential Indicators, to create a competency framework with behavioral descriptors for each competency. The focus of this framework was on potential roles for these participants and acted as the basis for the development plan
Development Centre (DC) Design and Roll out	The DC was a combination of role plays, group discussions and business case presentations. Senior leadership members were trained as Observers along with CoCoon, ensuring significant senior leadership participation throughout the initiative. CoCoon facilitated one-on-one feedback with each participant, on strengths and focus areas, followed by Individual Feedback Reports
Development Centre Outcomes	We analyzed the outcomes of the Centre, in line with the competency framework defined for it. Across 120 Managers, we identified top talent, using this framework as the filter. This also enabled identification of group strengths and development needs

Phase 2:
The second phase of the assignment was to create a 12 month Development Calendar for these Managers:

Objectives of the Development Plan and Calendar	Highlights
For the Organization: Opportunity to observe and identify potential across the business and leverage capability through projects and special assignments High engagement; retention of high performers Validated Talent Identification and Development Plan for continued implementation year on year, by HR and L&D	12 month Program; calendar based learning events: Customized development plans to groom people profiled as Top Talent, broader coverage to build skill and develop other Managers Varied methodologies to suit participant's experience and career stage Participation of Senior Management in delivering and supporting select learning events
Outcomes for participants: Visibility at Regional and Central platforms Experiential learning; multiple opportunities for individual and peer group learning Opportunity to showcase capability; build networks across the businesses	Exposure and opportunity to interact with Industry Leaders and experts

Our deliverables in this phase of the assignment included the 12 month Development Plan for all participants as well as the design of all learning events. We facilitated some select modules, while others were delivered by industry experts and internal leaders.