Our experience includes work with a diverse range of private and public sector organisations in the UK, Europe, US and Middle East.
Here’s how we’ve helped just a few of our clients to improve the performance of their individuals, teams and organisations.
“The insight Talent ID provided was invaluable. It enabled us to make confident people decisions that benefited our business and customers. The participants themselves got a huge amount out of the process and they’re still using the insights as part of their development. At an organisational level we now have better visibility of our top talent and who has the potential to progress to more senior leadership roles.”
Managing Director, Business Services Company
Improving customer service
One of our long-term clients, a service supplier, relies heavily on the capability of its operational leaders who embed with their customers on-site and run matrix teams. Having received some mixed feedback about their service and leadership capability, they wanted to improve the quality and consistency of these key people.
Partnering with them, we:
- Listened to the executive leadership team and customers to define the critical success factors for these roles – behaviours that differentiate outstanding from average performance.
- Carried out development assessments with participants to understand them and their current approach in detail. This included a 360° survey to gather feedback.
- Provided participants with in-depth insight into their strengths, development priorities and potential.
- Supported them to close development gaps over time through individual feedback and coaching.
Our client saw a measurable increase in the engagement and performance of leaders who participated (measured through employee surveys and performance ratings), and customer satisfaction (feedback and net promoter scores).
Using our insight, they were able to ensure the right leaders were matched to each customer based on personality and leadership style, as well as technical ability.
Increasing team effectiveness
Forming a new executive leadership team was a challenge for one of our clients due to major changes in their organisation. Most of the team were new to the business and individuals had different ways of working and strong opinions about how growth should be achieved. The CEO wanted them to work together more effectively as one team.
- Listened to each team member to find out what was working and not working from their perspective.
- Asked each of them to complete a personality diagnostic so they could understand themselves better and challenge their preconceptions.
- Brought them together as a team to discuss the outputs and themes, and agree ways of working.
- Provided those that wanted it with ongoing coaching support to develop their collaborative behaviours and communication skills.
Individuals in the team understood each other on a deeper level. This enabled them to predict how others would react in different situations and understand what was driving these reactions. They were more open and honest with each other, and created a culture of constructive feedback (with a little humour!).
Their performance and cohesiveness improved and they enjoyed being at work. The example they set also had a positive impact on the teams below them, and the customers they worked with.
Identifying and developing potential
An international business recognised they had a succession planning challenge, and no clear view of potential below the executive leadership team. This presented big risks internally, and for the way customers were managed. The definition of ‘potential’ also varied a lot across the business, and development support for individuals was patchy.
Working with them we:
- Talked to the executive about what was required to successfully lead the business going forward, and from this defined a number of ‘success factors’.
- Asked line managers to nominate the people they saw as high potential.
- Gathered feedback and carried out assessments with the nominated individuals.
- Created individual and collective insights based on performance against the success factors.
- Built a development programme that included both group learning and tailored, individual development activities.
The executive had a clear view of individual and collective potential at different levels in their business. They could see who was ready to move upwards, who needed more time and how they could get the best out of their high potential population.
Development investment was more targeted and tailored to the needs of individuals, which saved money. The individuals who took part got huge value from their own individual insights, but also from being part of the group – they supported each other and strengthened their network.