graduate manager in a box - anne hamill (talent & potential)
TRANSCRIPT
Budget rich or budget poor?
Induction?
Soft skills training?
Qualifications?
Technical training?
200 20
Manager skills &
support?
Your budget for developing graduates must be
switched to developing their managers
Money makes the world go around
A box of processes, tools and experiences that
could reach managers at any location
Graduate Manager In a Box
Bombs – problems you’ve experienced with line
managers that you never want to happen again
Skills – draw the perfect graduate manager – what skills,
knowledge and abilities would they have?
Contract – the experiences and support that every
manager will be accountable for delivering in their rotation
Development – the best workplace learning
experiences you’ve seen line managers provide
Developing a Vision
• Bombs – how would you educate managers to ensure a
common vision, so that there were no bombs waiting to
explode?
• Skills – what tools would be in the box, that would help them
raise their skill levels as talent managers?
• Contracts – what contracts would you put in place with senior
managers and graduate managers to create great outcomes?
• Development– how would you support managers to provide
stretching development on the job, and challenging
placements?
Your Boxes
Remember that the content must not depend on getting
graduate managers together at one time and place!
What will be in your Box?
What could we do,
if we spent all the
money on the
managers?
1 Perfect placement
2 Manager knowledge
3 Manager tools
4 Fantastic feedback
Perfect Placement
Changing the graduate proposition
Who owns the graduate?
What’s in it for
me?
Placement bidding Gold Standard
Placement template
Imprinting
Imprinting
Troubleshooting
Manager knowledge
Webinars, guides and processes
From structure to
ambiguity & politics Shared vision of high fliers
Generation mirage? Understanding the
graduate journey
Manager Tools
Strengths
Conversations
Graduate
Success Cards
Career
Motivation
cards
Outstanding
workplace learning
Graduates into
business questionnaire
Graduates Into Business Questionnaire
Please use this questionnaire to assess yourself, or you can see feedback from manager or colleagues if you like. Graduate’s Name
Questionnaire completed by
This Questionnaire is based on research into the early behaviours of the highest performing graduates in blue chip companies. The research identified 3 key areas of skill and 9 categories of behaviour that were particularly associated with success. In this questionnaire you are asked to compare a series of paired statements and decide which description is MOST LIKE the person you are rating. Example:
Builds morale; helps others focus on the positives in a situation
Maintains focus when there is a job to be done and completes this efficiently
In this example the description that best described the person is the first of the pair. Even where you feel that the person has similar skills in both areas, please make a choice about which area is the better strength for them. The purpose of making these forced choice comparisons is to give the person a rank order of their best strengths and areas on which they are weaker and should focus their attention.
©Talent & Potential Ltd www.talentandpotential.com [email protected]
Delivery Takes responsibility for delivering high quality work
Focused, achievement-oriented hard worker
Maintains focus on mundane work
Business Aware Understands business imperatives External perspective on the business
Well-informed about the big picture
Adds Business Value Focused on impacting on bottom line Constantly drives for improvement
Spots opportunities to add more value
Self-managing Self-managing – organises self and manager
Resourceful; comes with solutions Makes best use of manager’s time
Self-managing
Drives own career Thinks long term about career direction Identifies and uses mentors
Negotiates work/career opportunities
Self-directed learner Listens, questions & observes well Seeks feedback & drives development
Creates on-the-job learning opportunities
Initiates relationships Actively initiates relationships across the business
Approaches people with confidence Sociable, makes personal contact
Incisive communicator Simplifies complex data
Puts across key points cogently
Effective influencer
Builds good relationships Consistently positive and enthusiastic
Listens & adapts to different audiences
Offers practical support and help
Self-Directed Skills
People Skills
Behaviours of graduates who add business value
Graduates Who Add Business
Value
Business Contribution
Career
Conversations
Fantastic feedback
The fastest route to growth
Performance appraisal
for rotational graduates
G-365 16%
The Feedback Machine
Tools that
crystallise
feedback
What will YOU do with managers?
• Leave your business card for an annotated copy of the slides
• We need a pilot group who would like to test out the impact of
investing in training line managers as talent managers.
Talk to us!
If you want to pursue this topic…