Following its 2009 review, the HR team discovered serious behavioural gaps across its key potential communities that would risk it losing high-performers if their careers were not managed properly.
Against restricted budgets, Indesit developed a new coaching methodology to raise the effectiveness of identified talent, turning them into train-the-trainer coaches and for them to act as change agents in the business. It also devised a strategy called Thinking For Business Success, which challenges staff against Indesit's core requirements, and encourages them to work outside their areas of expertise.
In tandem they were given '90-day challenges', supported by directors, where participants were tasked to find ways of improving the business's capability - such as creating benchmarking reports and improving the service customers can expect when going through out-of-warranty repairs.
Since the project has been in place, Indesit has developed 24 internal coaches, 16 of whom have achieved internal accreditation. The company has now had more than 40 projects completed by key potentials, identifying new standards for benchmarking through to a new servicing team. According to Indesit, these new initiatives means the project has already paid for itself three times over.
HIGHLY COMMENDED: BUPA
When Bupa's talent management team wanted to focus on leadership by increasing the depth of the succession pipeline, it successfully increased the internal movement of high-performing managers, broadened and stretched staff, and ensured managers were held accountable for talent management. The healthcare company was able to demonstrate to judges it had saved £200,000 on its talent management scheme, while attaining 80% of the key functionalities it wanted. The panel was also impressed with the effectiveness of the project.
FINALISTS
British Gas
Pret A Manger
Telefonica O2 UK
