Talent management
Challenge
With the prospect that many of Sainsbury's top leadership talent may choose to leave once the initial turnaround was complete, Sainsbury's needed to build a cadre of worthy successors.
This was all the more tricky because:
- A consistent process for identifying talent was at an early stage.
- The prevailing view was that high performance and high potential was the same thing (which as we all know, they aren't).
- Development had been focused on what you need to do now rather than oriented towards future potential.
Solution
- 01 Seek nominations by managers from those who had top scores in the last performance management round and further sift based on measurable potential - 110 people were identified.
- 02 Offer an open programme of 'Wednesday workouts'. These are directly linked to Sainsbury's leadership behaviours.
- 03 Offer 3 day outbound course leadership programme to develop self awareness.
- 04 Run facilitated 'insight days', focused on networking and career development for the whole group.
Results
"This programme has had huge impact for both individuals and the organisation. We have been able to re-energise some of our most talented people, many of whom have already progressed within Sainsbury's, saving on external recruitment costs, whilst creating much greater clarity of and transparency around our talent management process".
Sue Round, Head of Leadership Development
"The sharp and engaging style of The Mind Gym workouts have been a key part of the success of Aspire"
Justin King, Chief Executive