1. Nikki Hall, Chief HR Officer
Succession Planning for Both Professionals & Leaders
Nikki Hall, Chief HR Officer

2. SHL vs. the World Global statistics Population: 7bn Countries: 196
Languages: 180+
Currencies: 182
SHL statistics
Workforce: 1,000+
Countries: 50
Languages: 30+
Currencies: 15
SHL reach
Assessments: 25m
Experience: 50 years
Alliances partners: 90
Partners: 4,000+
Clients: 10,000
Sectors: 40
SHL is a mid sized company with a very broad geographical reach.
This brings huge complexity to our day to day working lives and our goals and targets.
Here are some stats
....SHL is represented in more than 50 countries but we have workforce based across 24 countries

3. SHL Evolving Consolidation, Centralisation & Merger
SHL’s Strategic Shift in 2012:
From test publisher to people experts
From operationally efficient to business-transforming
From talent administration to talent management
From market leader to global innovator
Our vision…To enable better people decisions, creating high performing organisations
Our mission…To be recognised as the world’s leading provider of people intelligence
Our mantra…People Intelligence, Business Results
- Over the last 3 years the shape of the SHL business has had to change in response to market needs and also through consolidation, centralization & a merger – you may also be aware that SHL has recently been acquired, so more change is on the horizon
- Our focus and values have changed: Engage with our Customers by providing them ‘People Intelligence’ though helping better acquire, mobilize and analyze their talent to meet their business results
As with most organisations/industries – change is the only constant in business today

4. SHL Talent Evolving
Our Talent Strategy needed to change to fit our evolving business strategy
Our challenges:
We have a flat structure with small local offices, how can we create meaningful career paths and succession to each level in our consultancy?
How do we keep our most senior consultants and develop them to provide a wider range of consulting to our clients, when leadership roles aren’t what they are best at?
Global Mobility is an issue, how can we align job titles and skills sets from one country to the next?
How do we identify who will be our next MDs globally?
How can we find out if our leaders of the future have the right skills to meet our changing business needs?
As with most organisations/industries – change is the only constant in business today. To respond to change we need agility in the SHL business to adapt, we also need this in out talent strategy too to ensure the business continues to perform.

5. Succession Planning Is Our Solution
Business Issue
Succession Strategy
Retain our Consultants and Sales people at the senior end of the professional career path
Create Career Paths/Role Profiles with 2 tracks - Specialist and Leadership
 Evolve our Consultants and Sales teams to engage with clients with more range of knowledge
Identify potential in Senior Professional Contributors and level-set where they are against new Role Profile
Identify who had the potential to be our senior individual contributors and future leaders since it is a flat organization
Talent First Programme – Development programme for readying the movement of staff from one level to the next
Continuous staff development to fuel individual and company growth
Succession plan globally for our next MD’s
Global Succession planning Strategic issue for Leaders - SHL data shows that just 1 in 10 people in the UK have the potential to be a truly effective leader, globally the average is 1 in 15. How do we find our next leader?

6. Career Paths & Role Profiles
Two paths with roles at each point in our 6 level model
Each Level has Skills, Knowledge, Accountabilities and Competencies identified which we are then using to level staff to ensure roles are consistent globally
Level
Support
Professional
Senior Professional
Manager
Leader
Officer
SPECIALIST ROLES
ADMINISTRATOR;
CO-ORDINATOR;
GRADUATE CONSULTANT
PROJECT MANAGER; CONSULTANT; ANALYST
SENIOR PROJECT MANAGER;
SENIOR CONSULTANT
MANAGING CONSULTANT
PRINCIPAL CONSULTANT
PEOPLE ROLES
TEAM LEAD
MANAGER
MANAGING DIRECTOR;
VICE PRESIDENT
PRESIDENT-REGION
We had to begin with what are our ‘titles’ and career paths. Creating two paths – one for leadership and one which is non-leadership/technical or specialist was key to our success at developing and retaining senior level consultants. We had to create an attractive program to get them to want to stay.
When looking at where we lose our Consultants it is after they meet the Senior Consultant stage and feel like they have to wait 10 years to get to be a Managing Consultant or become a Manager. We tried to level set what a Managing Consultant is and how much they need to know at each level.
Once these were determined and are published we began by having Staff rate themselves against these capabilities (skills, knowledge, accountabilities and competencies) to determine their knowledge level and where we have left to bring them.

7. SHL’s Perspective on Identifying & Preparing Future Leaders
Intellectual Agility
Strategic
Leader
Operational
First Line
Results
Competencies
Potential
Talent Pools
Interpersonal Agility
Capacity to Lead
Drive to Achieve
Utilize SHL Assessments to measure ‘Potential’ in staff for both the specialist track and leadership track. We specifically focus on Intellectual Agility, Interpersonal Agility, Capacity to Lead and Drive to Achieve. How Potential is measured then helps us identify levels.
At SHL we also evaluate staff based on Motivation – do you want to achieve that highest level. We have many who do not want to be leaders, but good consultants and researchers.
Currently we use analysis from hire to analyze our potential for leaders but we are beginning in pilot programs to assess staff. The ultimate goal will be to assess potential in staff who are interested in development and career growth every 18 months.
At each level of the pipeline
To create high promise talent pools
From which to assess and develop leaders for role readiness
Early identification of potential

8. Succession Ratings & 9-Box Analysis
Results
Action
Potential
“How does this role support the mission of the organisation?”
“What are people doing to help us achieve these results?”
“Where else might people add value?”
Goals / KPIs /
Accountabilities;
Manager (“owner”) ratings, 1x-4x / year
Multi-source Behavioral ratings (Competency roll-up); Feedback linked to Annual Progress Conferences
Assessments to learn more about people depending on job level
Leadership (Personality)
Career finder (Interests)
Motivation
Competency simulations
Job-based simulations
9-Box Analysis
Contribution Report
At SHL The Results, Action, Potential 3 circle model is at the heart of whatever we do. These are the foundations we measure and analyze people with.
The 9-Box grids we use are done adhoc or during annual succession planning season from our Performance Management/Succession module. There are 3 reports we use depending on what we are looking to see.
Contribution Report
From model: How does this role support the mission of the organization? X What are people doing to help us achieve these results?
Manager: How are my team’s actions contributing to the organization? Who needs coaching to improve actions? Who are the key contributors to our goal achievement?
At SHL we use these to have general talent reviews with managers to see how staff are progressing in general.
Capability Report
From model: How does this role support the mission of the organization? X Where else might people add value?
Manager: What is the capability level of my current staff? Which individuals are suited for new roles, developmental opportunities?
HR/Executive: Where are my high-potential development candidates? Which employees are at-risk for leaving because of mismatch between potential and goals?
At SHL we use this grid most often to identify high performers and who may be at risk because they have high potential but we aren’t providing those types of opportunities.
Development Report
From model: What are people doing to help us achieve results? X Where else might people add value?
Manager: Which employees need coaching to improve current in-role behaviors?
HR/Executive: Which employees are candidates for leadership/more challenging roles?
At SHL this helps us identify where someone is in need of development to grow into those more senior roles depending on level.
Capability Report
Development Report
Results
Results
Action
Action
Potential
Potential

9. Talent First Program
Transparency of process and information accessibility are critical to the success of SHL’s Talent First Programme:
Self-managed career development program: SHL staff can identify their role and capabilities against their current role and next role in our Performance/Succession System
Capabilities Framework: SHL staff can access a framework that outlines the capabilities needed by Career Path and Role Level
Development: We have identified development activities such as in-role learning, mentoring and training that will help individuals progress from one level of a Consultant to another
Talent First
To get staff to feel engaged with growing their careers we needed a framework by which to enable them for growth and make it feel tangible.
Once a Capability rating is done by a staff member in our Performance management system they can then see what they need future development in and begin building development plans right from that screen with suggested activities and training courses.