Embedding The YSC JDI Model Of Potential Within Jaguar Land Rover

With a future focused view around talent, JLR was looking to strengthen their internal talent pipeline and provide individuals with lateral moves across the business. Therefore, JLR required their leaders in Asia, Europe, America and Africa to undergo the same learning initiative to increase their baseline understanding of potential versus performance, as well as increase their ability to consistently identify, assess and develop potential across the globe.

Following a successful initial pilot, integrating YSC’s JDI Model of Potential, Jaguar Land Rover(JLR) partnered with YSC to embed a common language of potential across the global business at pace – in time for talent reviews and HR processes. Without having a common language of potential across the globe, people-decisions had previously been made based on local judgment rather than enterprise-wide thinking.

YSC first partnered with JLR to clarify the key long term business objectives, desired outcomes as well as the optimal pathway to success. Key business challenges and their underlying root causes were uncovered and then linked to specific success criteria. Critical to this overall initiative was to ensure the learnings were commercially pragmatic rather than overly theoretical, as well as provide a global platform for professionals to share lived experiences.

The virtually-delivered program was a focused collaborative experience delivered in 30-minute intervals across five days. This ‘sprint’ of activity was facilitated by subject matter experts from YSC. Each day, individuals read, watched, reflected and/or discussed material that was led by a YSC expert guide. Leaders engaged in structured dialogue which led to shared understanding of the purpose of the exercise, increased clarity around identifying and assessing potential within JLR’s culture, as well as increased enthusiasm and commitment to strengthen the internal succession pipeline.

• The online ‘sprints’ showed 100% of individuals met their personal goals through participant feedback and completion rates.
• Pre-program, there were significant variations within the free-text answers defining potential. Post-program, 94% of definitions were identical amongst leaders in Asia, Europe, America and Africa.
• Leaders increased 150% of baseline in their ability to spot potential. This meant that leaders across the globe, regardless of culture or language barrier, were using the same methods of identifying potential within the business.
• Leaders increased their understanding and shared purpose to strengthen the internal talent pipeline globally. This inspired a consistent approach to developmental conservations and global mobility.