The Co-op Bank had hidden talent by the bucket load.  Being a large employer in the North West, people were joining to get their foot in the door, develop themselves and further their career.  

 

That said, the Co-op Bank had a mixed approach to succession planning.  Some business areas actively planned, others not so much.  Across an area of 4000 staff there was a huge need for a consistent approach, however consistency isn’t everything. We also needed to raise the management populations capability level.  In short Co-op Bank wanted succession planning with jam on it.  The programme needed to:

 

• Engage the population to take their first steps in their management career with Co-op Bank, removing any pre-conceptions of ‘if your face fits’ 

• Develop the knowledge, skills and behaviours of the aspiring managers to create outstanding future leaders and benchmark with external talent available

• Provide a transparent and robust framework which could apply across very varied business areas, align with HR and encourage leaders to create cross department moves

• Raise the bar of capability among the current management population; get them involved in the workshops as well as bringing on board new talent. 

• Oh and not to cost the earth!

 

 

 

 

 

 

We created a 12 month talent programme called Prodigy. The programme combined skills training, mentoring, personal coaching, academic and reflective learning interventions.  They were all designed to develop those with initial potential right the way through to individuals who could compete with the best external talent out there.  

 

We made it enticing for all the current managers in the organisation to play a part in supporting the prodigies, whilst developing themselves.

 

 

 

 

 

 

Pretty well actually...

 

• 92% of prodigies beat external talent to secure management vacancies

• 65K saved in recruitment and training costs in Year 1

• 10% uplift in Colleague Engagement score

• Who wants jam on it, when you can have Marmalade?