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| | Culture Change and Executive Talent Development | By Jill Vershum
Corporate executives of a worldwide restaurant chain wanted to fundamentally change the culture of one of their restaurant brands, moving from one that was characterized by multi-unit managers following corporate-led policies and procedures and managing "by the book" to one where the leaders were:
- Leading and inspiring others versus managing others
- Engaged in more entrepreneurial thinking
- Had greater decision making authority
- Practiced deep talent development
What was at stake with the economic downturn (2009) and the intense competition for survival among family style restaurants in multiple countries, was the survival of this Brand. Additionally, the company was planning to invest a substantial amount in leadership talent as the way to survive. They wanted to identify internal high potentials as well as attract qualified, external candidates that were flooding the market due to layoffs.
Methodologies
1. Consulted with executive team and senior leaders to understand the scope of their vision for growth and change; identify desired behaviors of leaders for the future envisioned state; identify expected outcomes—short, medium and long-term, and how to measure success; and to design developmental modules to accelerate development, where applicable.
2. Created a customized competency model for executive leadership positions, conducted benchmark study, and established customized internal benchmarks as well as calibration with industry benchmarks.
3. Assessed 40 incumbents in the position for new competencies and provided individualized development plans.
4. Assessed 20 internal candidates for high potential for the new competencies and provided individualized development plans.
5. Assessed 10 external candidates for new competencies and made recommendations on assimilation and development plans.
6. Validated competencies by conducting correlation studies among desired competencies, assessment results, supervisor ratings, and sales for each incumbent.
Results
- Five of the 40 incumbents were promoted to VP level—within three months of the assessment. All 40 incumbents were provided a development plan for new competency model.
- Eight of the 20 high potentials were selected for an accelerated development program, one of whom was placed in the next level position within three months, and a second who received a promotion to higher level position within three months. The remaining 12 were provided with development plans to enable them to develop new competencies for future consideration.
- Seven outside candidates were hired at the new, desired competency level.
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