CASE STUDY
Diverse Succession Planning
Client
A Multinational Mining Company
Sector
Natural Resources
Scope
Ethnically Diverse Succession Planning
Location
Worldwide
The Challenge
Our client is a multinational mining company with global operations spanning several commodities.
Our client wanted to benchmark its existing global General Manager leadership team and develop a talent pipeline of external candidates to ensure that it has the right skills in place for the future and to mitigate succession risk.
These General Managers hold the most senior leadership role at an individual mining asset level.
Parkhouse Bell was engaged to undertake a programme of talent pipelining and benchmarking to provide our client with a strong cohort of candidates for General Manager leadership roles globally.
During the course of this project, our client remained completely anonymous, adding an additional layer of complexity when engaging prospective talent.
Delivering strong diversity across all regions was a central tenant of the research programme.
Additionally, for several General Manager pipelines, Parkhouse Bell were tasked with identifying only diverse candidates (whether based on gender or ethnicity), according to our client’s specific requirements.
As a result, we delivered three distinct diversity-led talent pipelines:
1.
HDSA (Historically-Disadvantaged South African) General Manager talent, existing both within South African and abroad. This cohort is those who would have been disadvantaged under Apartheid: South African nationals of any non-Caucasian ethnicity.
2.
Female HDSA General Manager talent.
3.
Global female General Manager talent.
Our Solution
To identify and generate strong General Manager talent for these three pipelines, Parkhouse Bell undertook a rigorous program of research.
We created a unique, comprehensive list of target organisations for each pipeline, comprised of mining and heavy-industry organisations with global operations of a similar complexity, tailored to our client’s precise requirements.
Our research activity focused on key regions of interest, the client’s request. While the two HDSA pipelines had a primarily African focus, with some additional diaspora research, the global female pipeline spanned all regions.
The first phase of the project was a comprehensive talent mapping project, resulting in three distinct maps. Given the project was intended to pipeline candidate against future as well as present needs, the maps reflected talent currently operating at General Manager level or above, as well as those with the potential to step up into the General Manager role within the next 0-5 years.
The second phase required the direct engagement of those identified in the maps, while maintaining our client’s anonymity. This included holding comprehensive screening interviews with prospective individuals to ascertain their level of experience, core skillset and potential interest in future opportunities with our (still anonymous) client.
The Outcome
Our research delivered three comprehensive maps, comprising a total of 211 profiles.
From this, we engaged with and delivered a pipeline of qualified profiles (across each of the maps), who were interested in future opportunities with our client.
These maps captured key profile data points that were of interest to our client, including Gender, Career Length / Tenure with Current Employer, Commodity Experience, Areas of Technical Mining Expertise.
We also delivered a Key Profiles document, providing a detailed career history of each of the individuals included in the pipelines, as well as a summary of our screening interviews to further inform our client’s understanding of each profile.
Parkhouse Bell also delivered an accompanying insights report for each pipeline that interrogated the data, commenting on key statistics, findings and trends that could further inform our client’s future attraction and retention strategy for this talent cohort. This included commentary on competitor activity and diversity strategies, potential challenges and recommendations, remuneration data and recent talent movement.
As a result of this mapping and pipelining activity, a number of appointments were made within 4 months of the conclusion of the programme, with further appointments pending in the medium-term to support “ready soon” succession requirements.
CASE STUDY
Diverse Succession Planning
Client
A Multinational Mining Company
Sector
Natural Resources
Scope
Ethnically Diverse Succession Planning
Location
Worldwide
The Challenge
Our client is a multinational mining company with global operations spanning several commodities.
Our client wanted to benchmark its existing global General Manager leadership team and develop a talent pipeline of external candidates to ensure that it has the right skills in place for the future and to mitigate succession risk.
These General Managers hold the most senior leadership role at an individual mining asset level.
Parkhouse Bell was engaged to undertake a programme of talent pipelining and benchmarking to provide our client with a strong cohort of candidates for General Manager leadership roles globally.
During the course of this project, our client remained completely anonymous, adding another layer of complexity when engaging prospective talent.
Delivering strong diversity across all regions was a central tenant of the research programme.
Additionally, for several General Manager pipelines, Parkhouse Bell were tasked with identifying only diverse candidates (whether based on gender or ethnicity), according to our client’s specific requirements.
As a result, we delivered three distinct diversity-led talent pipelines:
1.
HDSA (Historically-Disadvantaged South African) General Manager talent, existing both within South African and abroad. This cohort is those who would have been disadvantaged under Apartheid: South African nationals of any non-Caucasian ethnicity.
2.
Female HDSA General Manager talent.
3.
Global female General Manager talent.
Our Solution
To identify and generate strong General Manager talent for these three pipelines, Parkhouse Bell undertook a rigorous program of research.
We created a unique, comprehensive list of target organisations for each pipeline, comprised of mining and heavy-industry organisations with global operations of a similar complexity, tailored to our client’s precise requirements.
Our research activity focused on key regions of interest, the client’s request. While the two HDSA pipelines had a primarily African focus, with some additional diaspora research, the global female pipeline spanned all regions.
The first phase of the project was a comprehensive talent mapping project, resulting in three distinct maps. Given the project was intended to pipeline candidate against future as well as present needs, the maps reflected talent currently operating at General Manager level or above, as well as those with the potential to step up into the General Manager role within the next 0-5 years.
The second phase required the direct engagement of those identified in the maps, while maintaining our client’s anonymity. This included holding comprehensive screening interviews with prospective individuals to ascertain their level of experience, core skillset and potential interest in future opportunities with our (still anonymous) client.
The Outcome
Our research delivered three comprehensive maps, comprising a total of 211 profiles.
From this, we engaged with and delivered a pipeline of qualified profiles (across each of the maps), who were interested in future opportunities with our client.
These maps captured key profile data points that were of interest to our client, including Gender, Career Length / Tenure with Current Employer, Commodity Experience, Areas of Technical Mining Expertise.
We also delivered a Key Profiles document, providing a detailed career history of each of the individuals included in the pipelines, as well as a summary of our screening interviews to further inform our client’s understanding of each profile.
Parkhouse Bell also delivered an accompanying insights report for each pipeline that interrogated the data, commenting on key statistics, findings and trends that could further inform our client’s future attraction and retention strategy for this talent cohort. This included commentary on competitor activity and diversity strategies, potential challenges and recommendations, remuneration data and recent talent movement.
As a result of this mapping and pipelining activity, a number of appointments were made within 4 months of the conclusion of the programme, with further appointments pending in the medium-term to support “ready soon” succession requirements.
