development of high potentials - messe münchen€¦ · targeted identification und development of...

Connecting Global Competence

Leadership Development

Development of High Potentials

February 2019

Connecting Global Competence 2

Leadership DevelopmentThe Model

Corporate Values & Leadership Principles

Leadership Competencies

Leadership Target Groups

Management Systems

Leadership Development

Org

aniz

ation

Learn

ing A

rchite

ctu

re

Targeted

identification and

development of high-

potentials

Effective

integration of new

appointed

managers

Continous

development of

managers

Succession Planning

Corporate Strategy HR Strategy


Objectives High Potential Development

Employee Goals Corporate Goals

► To support corporate strategy: we create

„Champions“

► To promote a culture of „Champions“

► To increase employer attractiveness

► To identify high potentials and make them visible

(to uncover hidden talents)

► To strenghten the strategic talent pipeline (i.e.

succession planning)

► To ensure high quality of job placements

► To sketch out clear development paths

► To prepare for possible promotions

► To provide individual development evaluation

► To enhance self-reflection skills by providing

self awareness training

► To strengthen ownership for individual

development

Targeted Identification and Development of High

Potentials

- Grow beyond your horizon -


Our Career Philosophy


Potentials

Staying in job and

being proficient

Horizontal or

vertical movementStaying in job with

assignment for

project workA career at Messe München is about

continuously expanding one's knowledge,

skills & behaviours to be a better and

successful professional.

Therefore a career with Messe München can

mean:

• Staying in a role for a long period and

being proficient and successful in your role

or area or expertise.

• Moving between roles or expertise

areas on an equal or higher valued level.

• Staying in a role successfully but contribute

/ learn by doing projects or short-term

assignments outside your current role.

Career is the result of individual choice,

continuous successful performance,

situational circumstances and the availability

of positions.

Career@MesseMünchen- our philosophy-

The employees own and drive their own career.


▪ Identified High Potentials across Messe München Group

▪ on all hierarchy, project or functional levels


Potentials

“High potentials consistently and significantly outperform their peer groups in a

variety of settings and circumstances. While achieving these superior levels of

performance, they exhibit behaviors that reflect their companies’ culture and

values in an exemplary manner. Moreover, they show a strong capacity to grow

and succeed throughout their careers within an organization—more quickly and

effectively than their peer groups do.”

(International Consortium for Executive Development Research and Harvard Business School)

Target Group



Potentials

FORMAL

▪ For at least one year within the company.

▪ Higher education or comparable formal education.

PERSONAL/ SOCIAL SKILLS

▪ Acts in accordance with corporate values and

leadership principles, acts as a role model.

▪ Is able to provide trust and security to other

employees and managers.

▪ Always behaves correctly even in tense work

situations.

▪ Does not shy away from challenge and proac-

tively adopts topics.

▪ Engages beyond the usual measure.

▪ Has an above-average speed of execution

▪ Is driven by an extraordinary will to succeed.

▪ Is a problem solver, develops creative ways in

tackling challenges (active agent).

▪ Is able to quickly get in line with the subject

matter and to further expand/professionalize it.

qq

qq

High Potential Profile

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BUSINESS SKILLS

▪ Has awareness of the business, thinks wider and

more entrepreneurial and is willing to switch per-

spectives.

▪ Posesses a digital savviness

PERFORMANCE/ POTENTIAL

▪ Has outperformed in project work at Messe

München or achieved outstanding execution in

other complex tasks.

▪ Project/ Assignment

Success Story

_________________________________________

_________________________________________

_________________________________________

Reference person

_________________________________________

▪ It is believed that the candidate is able to take over

a more complex task with more importance for the

company on a higher responsibility level in the

foreseeable future (e. g. 12 or 24 months) and with

relatively little effort for the development of the

necessary new skills.

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Connecting Global Competence

Targeted Identification und Development of High

Potentials

▪ Proposal for application could

come from various sources,

e.g. direct line manager, man-

agers from other departments,

self nomination,…

▪ In either way, the candidate

herself/ himself applies with

− Filled HiPo profile (self

evaluation)

− Motivational letter (incl.

visions/ ideas for own

development)

in english.

▪ The application will be sent to

HRD

▪ Supervisor and HR BP will be

copied in E-Mail (in case of

subsidiaries: Managing Direc-

tor, local HR Manger and HR

BP Subsidiaries)

▪ HRD asks direct line manager

and reference person to send

filled HiPo profile.

▪ HRD additionally asks candi-

date to fill online test (Talent

Q/ Korn Ferry). Filling of test in

local language, reports will be

in english.

▪ HR organizes „Round Table“

with direct line manager &

reference person to do the

assessment/ scoring.

▪ A joint score pro candidate is

set together with decision on

moving forward or not.

▪ Possible development paths

will also be discussed.

▪ In case of rejection: an indivi-

dual development talk with HR

for candidate will be proposed.

APPLICATION

Application from employee

POTENTIAL ANALYSIS

Evaluation from Manager

& Reference Person

▪ HRD creates individual

candidate folders

▪ HR creates a specific Scoring-

List for Head of Division/ MDs

▪ HRD, HR BP and Head of

Division/ MD discuss their

candidate/s.

▪ Head of Division/ MD can still

decide to organize meetings

with respective supervisors

and/ or candidates in between

his/ her approval.

▪ Approval from Head of Divsion/

MD. Can still decide (in consul-

tation with HR) to dismiss can-

didates from the list (direct

feedback to candidate from

Head of Division/ MD)

▪ For job categories Manager

and above, the respective

Exec. Board Member also has

to be involved.



for candidate will be proposed

POTENTIAL ANALYSIS

Evaluation from Head of

Division or Board Member

January - March

▪ HiPo has to create an

individual profile / Steckbrief.

▪ Exec. Management Boards will

receive names of HiPos and

their profiles for their informa-

tion.

▪ HiPo‘s will be made transpa-

rent in the Intranet.

ADMISSION

Admission to Development

Programme „Grow“Ste

pC

on

ten

tT

oo

lT

ime

▪ HiPo Profile

▪ Guideline for motivational letter

▪ Guideline for choosing

Reference Person

▪ Scoring criteria

▪ Talent Q tests

▪ Talent Q reports

▪ Individual Development Plan

March - May May - July October

▪ Candidate Folder

▪ Scoring List for each division/

subsidiary

▪ Individual Development Plan

▪ Format of profile/ Steckbrief

▪ HRD provides Scoring-List and

ranking of all candidates.

▪ Final selection will be based on

highest scores.

▪ Scores are based on:

- HiPo Profile (40%)

- Motivational letter (10%)

- Online test „Elements/

Ability“ (40%)

- Online tests „Dimensions/

Personality“ & „Drives/

Motivation“ (10%)



for candidate will be proposed

POTENTIAL

EVALUATION

based on Scoring

September

▪ Final Scoring List

Identification and Selection

7



Potentials

Bettina Merkle

Head of HR Development

ZB HR, Munich

3 years with Messe München GmbH

Score HiPo-Profile

(40%)

Ø Assessment of Manager

(60%) & Reference Person

(40%)

2,3Score Motivational Letter

(10%)

Joint Assessment of Manager,

Reference Person, HR

(Result Round Table)

Score Talent Q „Elements““

(40%)

Assessment based on

Elements Report

Score Talent Q

„Dimensions“

(10%)

Assessment based on Gap-Analysis

of requirement to is profile

2,8 Final Score Bettina Merkle

Scoring Scale

1: poor until 5: outstanding

Line Manager: Surname, Name

Function, Company

Reference Person: Surname, Name

Function, Company

HR: Surname, Name

Function, Company

2,0 4,0 3,0

Scoring

Criteria

▪ Profound examination with the

programme?

▪ Clear visibility of a specific goal-

orientation in her/ his personal

development?

▪ Self-reflection with regard to

individual fields of development

actions?

▪ Identification with Messe

München and its values?

▪ Creativity?

Criteria

▪ Scoring based on

requirement profile to is

profile

Criteria

▪ Scoring on Talent Q Test

„Elements“ :

Verbal, Numerical, Logical

Testing (Scientifically sound

assessment systems)

▪ Minimum Score necessary in

order to proceed within selection

process.

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Potentials

Premises for the Identification of High Potentials

◼ In the first run, a maximum of 20 HiPo’s are selected with no proportionality on

departments or subsidiaries.

◼ The selection criteria as well as the names of the selected High Potentials are

transparent. Whereas the selection process will be confidential.

◼ The costs for participation in the development programme are approximately 5,000 €

per High Potential. The costs will be allocated to the respective cost centre.

◼ The individual effort should not exceed 8 working days per programme year, but can

vary individually depending on the level of development needs.

◼ The HiPo’s meet twice during the programme in Munich (e.g. for the Kick-Off in

October)

◼ There will be a repayment agreement for all HiPos.


Admission in

Development

Programme

(18 Months)

Pe

rso

nal A

naly

sis

of

the c

urr

en

t S

itu

ati

on

* (K

ick-O

ff E

ve

nt)

Work with an individual Development Plan*

Learning from Relationships

Learning through Experience

Learning through Knowledge Transfer

Self-directed Learning

Pe

rso

nal A

naly

sis

of

the c

urr

en

t S

itu

ati

on

* E

va

lua

tio

n

Coach(Cross-)

Mentoring

*Networking/

Fireside Chats

Project*Social

Project

International

Assignment

TrainingOnline

Learning

Sharing

Platforms

Case

StudiesLiterature

Learning

Journal


Potentials

Development Programme „Grow“ – (grow) beyond your horizon“ (18 months)

Alumni

September year x March/ April x+1

MBA-

Support

* mandatory modules

September x+1 March x+2



Potentials

Expectation Management

In General: The main focus should always be on individual development.

If the decision is made against a candidate in order to take part in the programme, this

assessment can vary and re-made in the following years.

Identification as a HiPo and the admission in the development programme is subject to

continuous evaluation. The assessment as a potential can change from year to year.

With the inclusion in a development programme, there is no automatism with regard to the

placement of positions. It is the result of continuous successful performance, situational

requirements and the availability of positions.


Sourcing from pool of High Potentials (1)


Potentials

Selection of suitable candidates for filling key positions in the context of long-term

Strategic Succession Planning

Nomination of HiPos

as potential

successors for key

positions

Annual discussion

of succession

candidates in the

Succession

Planning Meeting

Development

Planning within the

framework of the

development

programme

Filling of key position

with successor


Sourcing from pool of High Potentials (2)


Potentials

Selection of suitable candidates for a systematic placement of positions

Sourcing in the pool

of HiPos based on

individual profiles by

HR BP

Discussion with

respective manager

-> only then

contacting

candidates

Sending the job ad

to the respective

candidate

In case of positive

feedback, the

candidate is taken

into the regular

recruiting process

Permanent scouting by HR BPs


Schedule for implementation


Potentials

What? When?

Approval Works Council January 2019

Participation of subsidiaries December 2018/ January 2019

Groupwide Roll-out End of Jan/ beginning of Febr. 2019

Dead line for applications End of March 2019

Potential Check I May 2019

Potential Check II July 2019

Final Approval and communication

to candidates

July/ August 2019

Kick-Off Development Programme October 2019

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