The Physiology of High Potential and

Talented People

What are the critical components for success?

Dr Amanda Potter

13th January 2015

www.thetalentgene.com

Welcome

.

www.thetalentgene.com www.zircon-mc.co.uk

Introductions

Please introduce yourself to the person next to you:

Name

Role

Organisation

What are the things that make someone high potential?

www.thetalentgene.com

379 interviewees contributed to three years of research, some of the organisations included:

Allied Health Care Group Ltd. Halfords PRS for Music

Power Alstom HSBC Coventry Building Society

American Express IG Group Travis Perkins

British Gas / Centrica Inchcape Shipping Services SEGRO

CACHE Invensys Siemens

CSR Plc Iron Mountain Sportingbet

E.ON Jardine Matheson Swanswell

Eversheds KPMG Thomson Reuters

Eversholt Rail Group Land Lease 3™

Genzyme Nationwide Building Society Trader Media Group

Global Payments BAE Venture Finance

Greater Manchester Fire Service PHCG Wolseley UK

VW Financial Services Fujitsu News UK

Anglo American Barclays Travis Perkins

Pearson English MOD BP

Royal London Sodexo M&G

Travis Perkins Hovis HS2

The Research

The Aim

Understand the Physiology of High Potential and Talented People, in order to:

Create Talent Strategies that fully reflect the talent requirements of the future organisation Create a tailored yet valid Talent assessment and development processes Calculate workplace performance and potential and to provide benchmarking data and Talent Analytics

www.thetalentgene.com

Many organisations do not start with a clear definition of Talent or a clear Talent Strategy

The Reason

Talent Strategies are not consistently applied or communicated across the whole organisation and as a result the Talent Strategy is not embedded in employees’ mind-set

Only 20% of organisations openly communicate their Talent Strategy

Talent Strategies are responsive to external market conditions, but they do not show how they are different from their competitors

78% are responsive to market conditions 28% use TM to show how they are different to their competitors

28%

72%

0%

50%

100%

Yes No

Does your talent model show you are different from your competitors?

Only 5% of organisations measure the ROI of their talent practices

Organisations focus on talent has increased over the past three years and they need to increase their focus over the next three years to remain competitive and drive ROI

98% of organisations are using competency/ behavioural/capability models as the starting point and over 80% are linked to the strategy of the organisation

Skills and Expertise are back!

Organisations encourage individuals to play to their strengths

73% are moving towards a strengths based approach to talent

72% encourage their leaders to identify their own strengths

However some strengths and behaviours are dynamically opposed

Organisations encourage their Leaders to be “Pragmatic” and “Innovative”. People who are “Pragmatic” are sensible and realistic and make the most of their time. They draw upon previous experiences; and carefully consider the consequences of their actions

People who are “Innovative” are creative, conceptual thinkers, considering new and novel ways of working. Whereas “Pragmatic” individuals prefer to retain a more sensible or practical approach

However some strengths and behaviours are dynamically opposed

Organisations encourage their Leaders to be “Authentic” and unique

They would also like employees to be “Compliant” and act in line with the organisational norms and values

Organisations are increasingly interested in the cultural fit of potential Talent

76% of FTSE 100 and 85% Fortune Global 500 publish their corporate values online 56% are measuring values and cultural fit as part of their talent model and recruitment strategy

Behaviours, Skills and Expertise, Strengths and Values are critical to understanding the Physiology of Talent

98% of the FTSE 100 and Fortune 500 Global organisations use behavioural competency/capability models for assessment

27% moved from competencies to capabilities in the last three years

Measures of Skills and Expertise are now seen as critical to success

73% of organisations are moving towards a Strengths based approach

76% of FTSE 100 and 85% Fortune Global 500 publish their corporate values online

56% are measuring Values, Tenets and Cultural Fit as part of their talent model and recruitment strategy

In Summary

17

The Physiology

of Talent

The Physiology of High

Potential and Talented

People

High Potential Characteristics

of Leaders and Executives

Creates

Followership Strategic Thinking Self-Aware Integrity

Encourages

Diversity

Creates Successful

Networks Future Focused Authentic

Change Focused Situational

Leadership Inspiring Ambitious

Demonstrates

Resilience

Communicates with

Impact Decisive Expedient

Overcomes Conflict Solves Problems Courageous Trusting

Inspirational Leadership

Have you heard of the term Inspirational Leadership before?

80.27%

19.73%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

Yes No

Executive Presence Have you heard of the term Executive Presence before?

60.47%

39.53%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

Yes No

Inspirational Leadership

How many Inspirational Leaders have you met over the past 10 years?

19.18%

58.22%

19.86%

1.37% 1.37%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

0 to 1 2 to 5 6 to 10 11 to 30 31 to 50

Executive Presence How many leaders have you known in the past 10 years who had Executive Presence?

17.83%

31.78%

23.26%

12.40%

2.33%

4.65% 4.65% 3.10%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

0 to 1 2 to 5 6 to 10 11 to 20 21 to 30 31 to 40 41 to 50 51 to 100

Inspirational Leadership What percentage of leaders in your organisation are inspirational?*

32.85% 32.12%

24.09%

3.65% 2.92%

3.65%

0.73%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

0 to 1 2 to 10 11 to 20 21 to 30 31 to 40 41 to 50 51 to 60

*All organisations have 1000 or more employees

Executive Presence What percentage of leaders in your organisation have Executive Presence?*

*All organisations have 1000 or more employees

28.91% 27.34%

25.00%

6.25%

3.91% 5.47%

3.13%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

0 to 1 2 to 10 11 to 20 21 to 30 31 to 40 41 to 50 51 to 60

What are the primary strengths for each

of the following Leaders?

17 of the 34 Strengths are shown on the following page

Gandhi

Usain Bolt Richard Branson

Nelson Mandela

27

The primary strengths include:

Gandhi Usain Bolt Richard Branson Nelson Mandela

Harmoniser Achiever Future Focused Courageous

Top 5 potential strengths of Leaders

and Executives

Self-Aware

Future Focused

Inspiring

Decisive

Courageous

Conclusions

The BEST Fit

Your talent system therefore needs to assess the core

Behaviours – Encourages Diversity, Manages Performance

Expertise – Safety Focused, Customer Focused

Strengths – Decisive, Innovative

Tenets – Structured, Collaborative

Your organisation is unique Imposing a standardised BEST model will detract from that uniqueness We therefore suggest that it must have its own Organisation Blueprint of Behaviours, Expertise, Strengths and Tenets (or BEST Tags)

Tailor your talent management to match the organisation BEST Blueprint

Assess & Measure what is

Important to You

Measure what you do:

Comparative benchmark data that can be cut along multiple comparative filters Internal data that provides averages for any level or part of your population Analytics that cut across data streams

The Importance of Measurement,

Data & Analytics

The High Potential Indicator is designed to assess the elements of the Talent Gene talent model and the critical BEST tags defined in the Organisation Blueprint. Completed by line managers and senior stakeholders, the indicator is used to identify whether or not their Individual Contributors, Managers, Leaders and Executives have got the required talent in order to be successful

Can be used to validate potential Measures each element of the talent model Mapped to the Organisation Blueprint Completed by individuals, line managers and senior stakeholders Designed at four levels: Individual Contributors, Managers, Leaders and Executives Technology enabled Feeds into succession planning and 9 box potential ratings

Identify your High Potentials

Make sure your

Talent Strategies are: Fundamental to the delivery of the long term strategy

At the heart of Leader’s activities

Futuristic and applied

Transparent and understood

Consistent, objective and clearly and openly communicated

Aligned to all selection and development processes

Scientifically defined, designed and understood

Proactively planned and applied

Evaluated to ensure validity, ROI and create shareholder

return

Contact Details info@thetalentgene.com

+44 (0)1737 555 862

+44 (0) 7740 684 184

www.thetalentgene.com

Appendix

The Physiology of High Potential and Talented People The Talent GeneTM Suite of Products

Tailored Talent Products

The High Potential Indicator is designed to assess the elements of the Talent Gene talent model and the critical BEST tags defined in the Organisation Blueprint. Completed by line managers and senior stakeholders, the indicator is used to identify whether or not their Individual Contributors, Managers, Leaders and Executives have got the required talent in order to be successful

Can be used to validate potential Measures each element of the talent model Mapped to the Organisation Blueprint Completed by individuals, line managers and senior stakeholders Designed at four levels: Individual Contributors, Managers, Leaders and Executives Technology enabled Feeds into succession planning and 9 box

The Talent Gene™ Holistic Interview is a combination of four types of interview; the traditional competency interview, the high potential interview, the aspirational and motivational interview. By using a blend of interview questions, you can assess the individual’s core Behaviours, Expertise, Strengths and Tenets through different lenses

Can be used to assess performance and potential Mapped to the Organisation Blueprint Conducted by trained interviewers Designed at four levels: Individual Contributors, Managers, Leaders and Executives Interview templates and rating scales an be printed or completed and scored electronically Feeds into succession planning and 9 box

The Talent Gene™ Q Interview assesses the Emotional and Social Intelligence of the individual. The interview is designed to assess the core elements of Emotional and Social Intelligence and uncovers the individual’s core beliefs, emotional awareness and the way they interact and engage with others

Measures the Intelligence element of the talent model Examines both trait based and state based emotional Intelligence Can be used to assess Emotional and Social Intelligence Conducted by trained interviewers Designed at four levels: Individual Contributors to Executives Interview templates and rating scales are technology enabled Feeds into succession planning and 9 box

The Talent Gene™ Holistic 360 is a robust multi-rater tool designed to assess the critical BEST tags defined in the Organisation Blueprint. Completed by a range of stakeholders, including the line manager, senior stakeholders, peers, direct reports and potentially customers; the indicator is used to identify whether or not their Individual Contributors, Managers, Leaders and Executives have got the required talent in order to be successful

Can be used to validate performance Examines how motivated and talented an individual is Mapped to the Organisation Blueprint Can be used in 180 or 360 form Designed at four levels Technology enabled Feeds into succession planning and 9 box

Talent Gene Unique Strengths is an online questionnaire designed to identify the core and distinctive strengths of an individual. Unique Strengths asks the individual to rate themselves against all of the 34 Talent Gene™ Strengths in order to identify the core five strengths that energise them at work

Can be used to identify an individual’s core or unique strengths Measures the Strengths element of the talent model Mapped to the Organisation Blueprint Online questionnaire completed by the individual Computer generated interpretive report Technology enabled Feeds into the assessment of talent

Culture Fit is an online questionnaire designed to identify the core values of an individual. Culture Fit is tailored to the BEST Tags defined in the Organisation Blueprint and is a bespoke tool. The questionnaire is modified to measure the values of the organisation and therefore assesses up to 12 of the 24 Talent Gene™ Tenets. Culture Fit asks the individual to rate themselves against all of the 24 Talent Gene™ Tenets in order to identify the core values and their level of fit with the organisational values

Can be used to identify an individual’s core values or tenets Measures the Tenet element of the talent model Mapped to the Organisation Blueprint Online questionnaire completed by the individual Computer generated interpretive report Technology enabled Feeds into the assessment of talent

Decision Analysis is an online questionnaire that measures the risk taking, decision and judgement behaviours of an individual. The online questionnaire is suitable for screening candidates for recruitment to assess organisational suitability and fit. The questionnaire measures 10 factors of decision making and has been mapped to the 98 Talent Gene™ Behaviours, Expertise, Strengths and Tenets

Can be used to identify an individuals approach to decision making and risk Mapped to the 98 Tags Online questionnaire completed by the individual Computer generated interpretive report Technology enabled Feeds into the assessment of talent

The Talent Gene™ product suite includes four Talent ID Card exercises that are great for self-development and learning. The four packs include Behaviour, Expertise, Strength and/or Tenet picture cards. Each pack consists of and a set of step by step instructions for identifying their core BEST Tags. The purpose of the exercise is to enable the individual to clarify what they enjoy and feel they are good at, so that they can better understand themselves in relation to the Organisation Blueprint

Four packs of cards that summarise each of the 98 BEST Tags Used to identify and individual’s core Behaviours, Expertise, Strengths and Tenets Measures the BEST element of the talent model Mapped to the Organisation Blueprint Available through our website, as an app Computer generated interpretive report Feeds into the assessment of talent

The Talent GeneTM Learning & Development Guide provides the employee with constructive ideas to support the learning journey, incorporating learning styles and self-assessment tools. It provides development and learning suggestions for each of the 98 BEST Tags

Mapped to the Organisation Blueprint Mapped to the talent model Online library of learning and development activities to be completed by the individual Computer generated and technology enabled Feeds into development planning

Example Talent Pool and Succession Plan Output

The Talent GeneTM