Embedding The YSC JDI Model Of Potential Within RSA Insurance Group
RSA Insurance Group is a FTSE 100 company with 19 million customers and 18,000 employees operating in 32 countries. YSC Consulting partnered with the company to replace the existing in-house model of assessing potential with YSC’s JDI Model of Potential.
RSA’s goals were to increase the consistency, clarity and objectivity in line managers’ judgment around potential, thus improving the quality of talent decisions.
The client wanted to implement a new model of potential that would take a more robust approach and shift the emphasis from short-term readiness to a longer-term view of potential and succession planning.
They also wanted to upskill line managers to be able to spot potential and provide additional developmental support.
An additional challenge to ensuring consistency, was the need to help one of the regions that was using a competitor’s model of potential, transition to the new JDI model to ensure the solution was effective across all cultures and regions.
YSC introduced their JDI Model of Potential based around Judgment, Drive and Influence (JDI).
A suite of materials were developed, including a ‘JDI Questionnaire’ for line managers and employees, and an adapted version of JDI suitable for more junior levels and for larger teams.
In order to create buy-in and a deep understanding of the new model, the YSC team partnered with Regional HR Directors to deliver briefing sessions to an audience of senior business leaders.
In-depth ‘train-the-trainer’ sessions were delivered to the Regional HR and Talent Teams to upskill a cohort of ‘super-users’ and support them with embedding the approach across the senior leader population.
A two-phased approach was developed, beginning with the most senior leaders in year one and a full-roll out in year two.
A detailed guide was created to support individuals and line managers to take development action upon completing the potential assessments. The guide provided ideas and options on how to develop in the specific components of judgment, drive and influence.
RSA now possesses a common language to define and describe ‘potential’ and a common understanding of why it is assessed.
There is greater confidence in line managers’ ability to assess and develop potential across the organization.
There is clear and consistent transparency with staff around their future potential and the implications and actions they can take to develop as a leader.
There is increased organizational confidence and return on investment from the significant development provided to those identified as having the highest potential.