CASE STUDY

PROFESSIONAL GROWTH:
A COMPANY DECIDES TO DEVELOP YOUNG TALENTS TO PREPARE THEM FOR SIGNIFICANT ROLES

Case Study

People Development

Company

Multinational company in the utilities sector

Place

Italy

Edited by

Ornella Serrantini
February 2020

THE CHALLENGE: FROM RAW DIAMONDS TO PRECIOUS GEMS

After years of low employment of young people, the company is experiencing a sort of “baby boom”: many young graduates are assigned to various company functions throughout the country.
For all the youngsters of the first “brood”, the challenge is to increase their impact on the company by acting more prominently and with greater responsibility.
The company needs a change of gear and would like its young people to make a greater contribution in terms of autonomy, awareness, impact, interfunctionality and connection to the corporate strategy: more capable of being promoters of change and at the same time enhancing the past.

ACTION: A PATH AND NOT A COURSE. FOCUS ON THE DEVELOPMENT OF EVERYONE.

In partnership with the client, a path has been developed for the first edition, which involves 70 talents over 18 months.

The path alternates moments of workshops, field trials and individual interviews: working on professional personal development and leaving the comfort zone requires time, training and perseverance.

To do this, after a short spell in the development centre, from which each participant comes out with a “portrait” of his/her potential qualities: the strongest ones and those to be trained. We set up two different self-empowerment workshops with groups of about 10 participants, with the aim of working on the “extra mile” of each one: those characteristics which, if developed, would improve the impact of each one in the company.

In the first workshop: everyone works on the development of his/her potential, in order to trigger a qualitative leap that ferries them from the awareness acquired in the development center to the experimentation and consolidation of new methods and impact on the field. Colleagues in the workshop are supporters who learn to deliver incisive development feedback.
In the end, each one comes out with a personal commitment, an action plan and one (or more colleagues) to support them.

In the second workshop (5/6 months after the first one): we work on increasing the possibilities of action of each with respect to their own concrete professional challenges. We work on real cases. Everyone becomes a process consultant and advisor. Each one explores the company vision, its current role and future projections through the Lego® Serious Play® methodology.
At the end of the second workshop, each participant defines 4 behaviors connected to the corporate skills model, tools for consolidating their own development commitment.

After about 5 months, the 4 behaviours will be the subject of a 360 degree feedback moment (Moving Forward Report) involving more than 1000 raters. Self-evaluation and the other evaluations with respect to the perceived improvement on the person’s chosen behaviours. Raters are also required to support each assessment with a concrete episode that demonstrates it.
Each participant in the path then receives a feedback interview on this report: a real moment of assessment and relaunch of the entire course.

And the process continues: now it is up to Human Resources to take over and continue to accompany the talent on this path.