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Case study 1
Talent management has for too long been seen as something that HR owns, leads and “does” but our experience is that the “big wins” come from the business owning and driving talent initiatives. In this session, Caroline Curtis, Head of Executive Talent, Succession and Development, talks about how Santander have embedded talent management in the business in order to optimise the potential of their people. Caroline will cover:
Developing a strong understanding of what “excellence” looks like
Reviewing the population and identifying where there is potential
Assessing the direction of potential and ideal career paths
Case study 2
In this seminar/workshop we offer a snapshot of two coaching and mentoring initiatives at Asda:
Do we have visibility of all the exec coaches working with us? Is this representative of best practice and are we getting value for money? Are there broad themes we might want to be aware of? What should good look like for this business? We had lots of questions! It felt the right time to shine a spotlight on our approach to exec coaching. So in conjunction with David Clutterbuck and Liz Dimmock from Clutterbuck Associates, we overhauled our exec coaching pool and re-contracted the way we work and engage with exec coaching in Asda.
Maternity coaching is a well established best practice in the external market place, however, in a low cost business, there was little appetite for investing in this as a specific need. Yet all around us, we observed increasing numbers of colleagues leaving to go on maternity and returning to work, often making this journey in isolation. The picture of ‘successful’ returns (as described by colleagues) was very mixed. As internal coaches, we believed mentoring could make a huge contribution in this space. Through peer mentoring, the ambition was to harness the learning and experience of our current working mums and who had ‘been there and made it back’. With 50 mentors in place and an established framework for up skilling and supervision, we are making real progress in how we support our new working mums and mums-to-be during this life changing transition.
Case Study 3
This session is about Coaching in action – how coaching has contributed to transformation in GSK. Participants will learn how coaching has been used as a lever to help improve performance and engagement as well as to change the culture in a global large scale organisation. The session will cover what has really helped to shift the dial in cultural change, what has made the difference out of all the work we have been doing, and what have been our mistakes? Real examples of how coaching has been used to support specific strategic business issues and hard data on impact will be shared.