Developing Ambitious And Adaptable Talent With Jaguar Land Rover
Jaguar Land Rover (JLR) has an ambitious vision and purpose: to provide ‘experiences people love, for life’. This ambitious purpose requires ambitious and adaptable leaders. JLR was looking to reduce their reliance on external recruiting and enhance the focus on talent development and internal talent acquisition to drive their internal leadership pipeline.
JLR sought out YSC Consulting as an external partner to support them in developing their talent and to aid them identify future leaders with:
- A global and cross-functional mind-set
- Strategic and commercial capability
- An empowered approach to leadership
We designed a custom report format to help JLR identify their future leaders in a practical and tangible way. This approach was designed to enable line managers and HR to focus on developing their internal talent to build a successful leadership pipeline.
- Assessed 24 global leaders to identify their individual strengths and development needs, help them to better deliver in their current roles and plan their future roles more deliberately.
- Provided aggregate organizational insight to empower the board and talent team to make more effective talent decisions as part of succession planning and further build internal leadership and organizational capability.
- Added a coaching call into the process, to provide the line manager with targeted coaching and development on how to support the individual in being the best version of themselves.
Additional Development Elements:
- A series of targeted interventions, using goal setting, pulse surveys and follow up bite sized coaching sessions were put in place to sustain development. The leader created a list of three to four bold commitments they would make for the next 18 months as part of this process.
- Given the focus on cost compression and the need to demonstrate clear return on investment (ROI) to the board through this work, YSC created a series of metrics to track the success and value to the business on an individual, line manager and organizational level.
JLR and YSC’s partnership resulted in new measures of ROI for talent development: helping the function to validate the impact of the development to the board.
The partnership resulted in the business being better able to identify and calibrate their talent going forward, via the use of YSC’s JDI Model of Potential being embedded in the organization. This enabled HR business partners and talent boards across the business to become sophisticated users of the potential model.