Percorso di sviluppo dei Managerial Talent
Energia, coinvolgimento e motivazione per la crescita delle potenzialità interne

L’esigenza

Nel 2008 il Gruppo Piaggio da avvio ad una stagione di forte valorizzazione dei propri Managerial Talent, con l’obiettivo di stimolare motivazione e senso di appartenenza, per rafforzare la loro leadership e costruire la loro capacità di operare come motori di un cambiamento organizzativo e di mercato sempre più dinamico e accelerato.

Obiettivo

Il Gruppo Piaggio cercava un approccio allo sviluppo dei Managerial Talent capace di sviluppare competenze di leadership dando, al tempo stesso, un segnale di discontinuità rispetto al passato.

La finalità era avviare un percorso di crescita:

–      Coinvolgente sul piano cognitivo, ma anche emotivo e relazionale
–      Pragmatico in quanto in grado di fornire spunti concreti di riflessione e di miglioramento
–      Responsabilizzante ovvero capace di indurre le persone ad avviare azioni di cambiamento concrete

Soluzione

Uno stretto lavoro di collaborazione tra Impact e il team HR ha dato vita ad un percorso in due tappe.

“Leadership in Action” è stato l’evento di avvio durato tre giorni. La dimensione fortemente esperienziale, il confronto con obiettivi sfidanti, la carenza di risorse, la presenza di dinamiche relazionali con sfumature conflittuali… tutto ciò ha aiutato il gruppo a rivedere in modo critico le proprie routine comportamentali per focalizzare aree di rimodulazione delle modalità di espressione della leadership. Partendo dall’assunto che per sviluppare la leadership è importante guardare a ciò che una persona fa e non a come una persona è, i Managerial Talent Piaggio sono stati accompagnati in un viaggio di scoperta di sé e dei colleghi che ha generato motivazione, passione e forte engagement.

La seconda tappa del percorso, “Cavalcare l’onda del cambiamento”, ha introdotto nuova e diversa complessità. In due giorni di lavoro esplorativo e progettuale intenso, il team dei Managerial Talent è stato portato a riconoscere le proprie “gabbie mentali” e le proprie rappresentazioni positive e negative del cambiamento e ad individuare modalità per costruire una relazione efficace con un nuovo capo, volta a costruire proposte di cambiamento di valore e a  sviluppare una nuova immagine di sé all’interno del gruppo. Ne è derivata una consapevolezza più profonda e condivisa del ruolo che un Manager può e deve giocare all’interno del gruppo in un momento di incertezza e di profonda trasformazione.

Risultato

“Un percorso bello, inaspettato, denso di spunti di miglioramento… mi è piaciuto molto!”

“Il percorso ha rappresentato un appuntamento molto interessante e di spiccato valore professionale e personale, nonché svolto con competenza dalla Impact!”

 “I docenti sono stati interpreti di grandissima competenza, al tempo stesso misurati (nel lasciar correre i discorsi là dove volevano andare) e puntuali (nel tirare le fila portandoci a  conclusioni condivise, al riconoscimento dei presupposti teorici alla base delle nostre azioni). Alla fine posso dire che il percorso mi lascia con qualche strumento in più, con qualche non banale bussola, per orientare meglio la mia attività e quella di chi mi circonda”.

I Managerial Talent del Gruppo Piaggio

Download a PDF version of this case study in Italian - Piaggio (242.22 KB)

Ciccare qui per leggere altri case studies in italiano:

Alleanza - Team development convention
Ericsson - Development center esperienziale
Partesa - Work-lab su Tematiche del Credito
Stryker - Rafforzare lo spirito di gruppo del Top Management con un progetto altamente innovativo
Telecom Italia - Project Management 
Xelion - Leadership in azione

 

 

Objective

Knowsley Metropolitan Borough was ranked the sixth most deprived district in England. The Department for Work and Pensions commissioned Job Centre Plus to develop the Action for Jobs Team in 2000. This has made a significant impact in removing barriers to work. Knowsley Metropolitan Borough Council’s (KMBC) involvement in reducing the unemployment rate by targeting and supporting those who face significant barriers to gaining and sustaining employment was recently recognised when the authority was awarded Beacon Status for ‘Removing Barriers to Work’.

Knowsley Works help unemployed people to find employment by organising and running programmes for clients. These programmes range from dealing with alcohol abuse to learning IT skills.

Impact has been working in partnership with KMBC since 2000 to provide engaging, stimulating and consequential learning programmes, that challenge attitudes and behaviours and increase the desire and motivation of individuals to be in work.

Solution

Impact's intervention focuses on developing the personal and team working skills required to gain and retain employment. Participants come from a range of backgrounds and often have been unemployed for a number of years. They range from ages 17 to 50 and are often lacking in confidence, self-esteem and basic behavioural awareness.

Using challenging experiences in an environment that harnesses the power of self-reliance and consequence, the participants are inspired to get to where they want to be. The programme involves a physical journey, outdoor activities and group project work and each participant is given as much freedom as possible to make their own decisions. Through facilitated discussions and feedback conversations, they learn real lessons and can see how to apply them to their lives and work.

Result

Through a memorable, enjoyable and stretching shared experience the participants develop personal skills and attitudes that help them to win and keep employment.

"This part of the programme is always done in the early stages; the difference it has made to clients has been overwhelming. Once clients have returned they are more motivated, their managers notice a big difference from carrying out their daily activities to taking on new responsibilities, and they speak highly of the staff that supported them."
Patrick McCarten
Programmes Manager, Employment & Social Inclusion Department

 

Aon Corporation is a leading global provider of risk management services, insurance and reinsurance brokerage, and human capital consulting. Through its 36,000 professionals worldwide, Aon provide their clients with innovative and effective risk management and workforce productivity solutions.

Aim

Sustainability is key to Aon’s business strategy. Aon chose Impact UK to work with them to ensure that this theme was central to their graduate development programme.

Objective

In partnership with Aon, Impact designed an innovative and sustainable programme that will attract, develop and retain their graduates. The programme focuses on:
•    Aligning all the graduates to the core business strategy and minimising silo mentality
•    Developing leadership capability against newly introduced cross-functional leadership competencies
•    Raising awareness of CSR and modelling sustainable business practice and thinking – both are key strategic drivers and a source of competitive advantage for Aon
•    Building trust and enhancing career development – two important areas identified in Aon’s employee survey.

Solution

In order to ensure the long-term success of the programme, a process was defined that would engage different layers of the organisation. In order to provide graduates with high level support pre and post programme it was necessary to engage graduates and their line managers, senior managers and board members.

Line manager support
Two experiential sessions were designed to engage the graduate’s line managers with the business need and thinking behind the programme. It was important that the first event gave them an opportunity to question, challenge and input into the design process. The second session focused on developing participative and directive coaching skills so that managers had the tools and processes to support the graduates’ development and generate high performance back in the business.

Senior manager support
In parallel to the line manager events, Impact worked with a select group of senior managers to enhance their group facilitation skills. The purpose of this was two-fold, to improve each manager’s effectiveness in the business and to prepare them for their own challenge - coaching, challenging and focusing a team of graduates through their business project.

Board member input
The graduates’ learning journey was to include a real business project. In order to generate projects closely aligned to the business needs, we invited board members to submit ‘sustainability themed’ ideas, which, if successful, would increase revenue and/or reduce costs.

Learning journey

Launch event
For the Aon graduates their learning journey began in London with a high impact launch event involving a series of fun and challenging team activities that set expectations, generated momentum and allowed them to network cross-functionally. The event included a day of interactive and thought provoking projects that explored sustainability and how this topic relates to Aon as an insurance broker. These projects allowed graduates to practice effective team working before the launch of the business projects.

The graduates then met with the board members, who presented an overview of the business projects and hosted a Q&A session. Then it was over to the graduates to choose which projects they wanted to work on and to form project teams.

Residential event
Three months later Impact invited the graduates and the senior managers to the Lake District for a three-day experiential offsite. The programme included classic outdoor management development exercises focussing on team skills. The graduates were also challenged to deliver a local community project, develop personal awareness in self-disclosure sessions and practiced giving and receiving feedback whilst reviewing and re-focusing the work of their project teams to date.

At the time of writing the business projects are ongoing, with completion anticipated in October 2009. The findings and results will then be presented back to key stakeholders and exceptional achievements will be rewarded and hopefully, implemented back into the business.

Result

To date, there has been a noticeable change in mindset with graduates taking a more proactive approach to their work, constructively challenging and asking questions within the business and displaying a key interest in other functions and departments. Over the last six months networking opportunities have been maximised both amongst peers and senior business leaders.

Aon facilitators have been at the heart of the process, evaluating not only the graduates learning progress, but also their own development experience.

"I cannot thank you enough for your efforts, both individually and collectively over the last year. It has been exciting to re-energise the graduate programme and take it to a completely different level - and we could not have achieved any of this without you - the Impact team."

Ruth Robertson
Head of Learning and Development and co-designer of the programme

 

Toyota established Toyota Manufacturing UK (TMUK) in 1989. TMUK has two manufacturing plants in England, employing over 4,000 people.

Objective

The 14 Principles of the Toyota Way is a management philosophy used to drive consistency across the corporation globally. These guiding principles lead open business practice, fairness in corporate activities, innovation in cleaner and safer car making and ultimately to making the world a better place to live.

TMUK wanted an event that would develop the behaviours that support the core competencies of the Toyota Way.

Solution

Impact UK worked in partnership with the TMUK’s Management Development team, to design a programme that would challenge thinking around the competencies and bring the Toyota Way to life.

The programme was aimed at TMUK Section Managers. Typically these are mid-level leaders who have been in the role for up to three years. Some are office based, whilst others have worked their way up from the shop floor and are managing up to 100 people.

By using a mix of experiential projects and facilitated reviews, the programme allows the Section Managers to learn, practice and reflect on the competencies whilst developing the required behaviours in a safe and supportive environment.

To reflect Toyota’s key philosophies each project was designed around a Plan, Do, Check, Action framework. Participants experienced Genchi Genbutsu – go, look, see, find out through first hand direct observation. Kaizen opportunities allowed for continuous improvement and after each project they practiced Hansei – personal reflection on their own behaviour.

Results

Results from the initial Section Managers’ programmes have exceeded expectations and TMUK are seeing real business benefits. This intervention is a key part of a larger 10-month development programme that requires each Section Manager to present and implement a behavioral based project linked to business performance. TMUK have witnessed improved confidence, ownership, commitment and motivation from the Section Managers in alignment with the Toyota Way philosophy. This is reflected in significant improvements in their 360 competency assessment scores and most importantly in how they are performing on the job.