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CREATING A COMMON LANGUAGE FOR PERFORMANCE
STRATEGY AND CULTURE
THE OPPORTUNITY
A global healthcare company lacked a common and consistent language to provide clarity around expectations for what would be required for success as an employee. There was no shared mental model of what ‘good looked like’ around the ‘how’ of performance and therefore employees didn’t know where they stood and development efforts were scattershot. From a succession standpoint, since there was nothing else to ground on, leaders over-relied on experience and technical skills to determine potential, which stunted mobility and inclusion efforts.
OUR APPROAch
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Foundation for Shared Meaning: Leveraged the research-based behaviors framework and associated tools from TalentTelligent™ to ensure maximum value and adoption. TalentTelligent’s validated KSAs (Knowledge, Skills, Attributes) served as the foundation which enabled integration across career levels and talent practices.
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Top-Down, Key Influencer Champion Approach: Cultivated executive and key influencer champions; accelerated through direct, personal exposure with the framework and tools.
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Use Cases/Testing: Pressure tested the approach and tools in various business units. Use cases were designed to home in on various practices of the talent systems with some natural overlap. Goal was to deploy use cases that jointly solved local business challenges and yielded data to guide implementation.
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Human Resources Capability Building: Prioritized building expertise in the human resources community through certification in the TalentTelligent™ framework and associated tools. This enabled rapid scaling and more case testing/feedback loops.
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Change Management: Positioned initiative as strategic level to meet future business goals through talent. Articulated clear ties and rationale throughout. Leveraged existing communication channels to ensure timely and consistent information sharing and multi-mode feedback loops.
THE IMPACT
With a common set of behavioral practices that could be applied across variety of jobs and functions, broader role and capability comparison became easier. And by embedding across talent practices, these behaviors became the ‘glue’ to enable integrated and systematic talent management. The company was able to begin activating talent mobility more deeply and broadly, and increase the number of successors, while fostering an environment of meaningful development.
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