session overview

Talent and competencies

In this session we have two different but equally compelling stories of the implementation of competencies at work. The key to success in both cases has been the processes and culture in place. The technology is essential, but it relies on the engagement of managers and learners in a process that is seen to have clear value. In each case, how did the teams ensure the competencies and process were fit for purpose, and that the employees understood the value of each?

P1: Building competency-based learning

Jane Gardner, Learning and Talent Development Manager, Taylor & Francis Group

When publishers Taylor & Francis Group wanted to improve performance management, staff development and retention, they decided on competencies as the link between them. The benefits included a clear career path for employees, reduced staff turnover and an improved, integrated approach to performance management. The implementation has been successful, but not free of challenges – in this session Jane Gardner shares some of the lessons learned for those planning something similar.

• Making your framework fit for purpose
• Buy-in – whose you need, and how to get it
• Overcoming objections to using competencies
• Building in the recruitment process
• Linking with performance management

P2: Linking talent, development and competencies

Hasan Adnan, Head of Learning, Global Leadership & Talent Team and Tony Wardle, Learning Innovation and Technology Manager, Global Learning Team, British American Tobacco

Implementing a new learning and development system across a company is never easy. It becomes even more complex when you are also launching both functional and leadership competencies across a global organisation. Yet the completion rate for competency profiles in British American Tobacco stands at over 80% even though completing one is not universally mandatory. Completion rates for development plans are expected to hit 90%, and within 4 months of the go-live, most managers had completed learning on the new system. What lies behind BAT’s successful implementation?

• Why the right processes, culture and systems are paramount for success
• How effectively engaging global stakeholders makes it happen
• Dealing with mixed reactions to change
• Building integrated performance and talent management that goes beyond box ticking
• What to do next