Our work with individuals at non-managerial level tends to fall mainly into two categories: structured development programmes for graduates and emerging talent and ad hoc topic-led skills workshops. For the latter, read more. For the structured approach, read on…
Structured development programmes for non-managers
There really is no generalising about talent development programmes at this level. Every requirement is different, as the following examples in the drop-down boxes below show.
A graduate development programme
Thomson Reuters employ around 60,000 people internationally, all working in the fast-paced and demanding global financial services, media and corporate markets. They take very high-calibre graduates from around the world and put them through a two-year training programme, the centre-piece of which is an intensive week-long development workshop in London. They called us in to revamp the workshop and then deliver it three times a year in different formats, for technical and business graduates. The graduates are highly motivated, articulate and demanding. Expectations were therefore high, so we were very pleased with the feedback, which included this comment from the Technology Graduate Scheme Manager:
‘Throughout the programme redesign, I found Maximum Performance to be extremely responsive, creative in their approach and also dedicated to building a bespoke solution for Thomson Reuters. The feedback from stakeholders and delegates has been very positive on the content delivered, the facilitator’s training style and Maximum Performance’s ability to hit the ground running, intimately understanding our needs.’
An emerging talent programme
Housing Solutions work in a rather different environment. A leading provider of affordable homes in the South East, they own, manage and maintain more than 6,000 homes and employ around 160 staff. But they’re no less concerned about staff development than Thomson Reuters. They also want to be seen as a leader in their field. They came to us with a request for a 12-month programme that would help develop their emerging talent to prepare them for line management and that could also be opened up to other housing associations in the area. We developed an innovative, challenging yet fun ‘Rising Stars’ programme which featured a mix of classroom based learning, one-to-one coaching, job shadowing, networking, sharing best practice and project work. The first ‘cohort’ was made up of staff from three different housing associations and, at the time of writing, had recently ‘graduated’ with a second programme well under way.
Promoting from within adds value and saves money, so there’s a purely financial as well as, we believe, a moral argument for focusing as much on the development of non-managers as managers. If you’d like some ideas as to how to develop your people, do please give us a call on 01582 714280.