CASE STUDY
Scarce & Diverse Talent
Client
A leading global developer of power and sustainability technologies
Sector
Natural Resources
Scope
Supporting Executive Leaders to hire world-class diverse leadership talent
Location
Worldwide
The Context
The CHRO of a €20bn+ revenue business unit within one of the world’s largest developers of power and sustainability technologies was seeking to boost diversity amongst its cohort of divisional leaders.
The six divisions of the business each have revenues in the multi-billions of Euros and a truly global reach in the development and sale of advanced technologies.
As part of ambitious growth plans, and having already achieved strong levels of diversity within its organisation, the client was seeking to identify, engage and pipeline the best female and ethnically diverse leadership talent from around the world.
The talent pipeline would support succession planning for the group’s existing divisional leaders. The talent needed to be diverse, have a track-record of leading a business with multi-billion revenues, have a background in engineering, show evidence of having driven business growth and experience of leading a global organisation.
Our Solution
Parkhouse Bell undertook systematic talent mapping research within the client’s competitors and a wide range of advanced engineering and technology organisations.
The talent mapping process focused on understanding the top-three layers of leadership within each of the organisations targeted to identify diverse leadership talent.
A large-scale, global map of leading talent was developed to support the engagement of pipeline candidates for each of the six divisional leadership roles. The talent map was enhanced with bespoke columns of data to build an understanding of the talent pool.
Parkhouse Bell subsequently provided the client’s CHRO and HR leadership team with an analysis and presentation of the data to illuminate key attributes of the talent pool, benchmark diversity amongst key competitors and understand how representation of ethnic diversity is changing amongst this talent pool over time.
The large-scale talent map provided a strong foundation for understanding leading talent within the market and directing the pipelining activity to focus on the strongest talent. In the pipelining phase, Parkhouse Bell engaged the diverse leadership talent on a highly confidential basis (due to the context of succession planning), without revealing the identity of our client.
The Outcome
A pipeline of over 20 candidates was delivered to the client with each candidate assessed and accepted by the client before the client’s identity was revealed and the candidate introduced to the client. This process was supported by weekly update reports and progress meeting calls between Parkhouse Bell and the client.
Whilst this close partnership with the group’s HR and Talent leadership enabled a high degree of collaboration and client control, it enabled the client to keep the process at arms-length from a confidentiality perspective and outsource the time investment required to develop a world-class leadership pipeline.
The pipeline has enabled the client to have a strong succession plan in place for divisional leadership roles, reducing the risk of vacant roles in a growth environment following potential future attrition.
The diversity focus of the pipeline has enabled the client to ‘lock-in’ the maintenance, or improvement of, levels of diversity amongst its divisional leadership cohort. This reduces the risk of underachieving against diversity targets and the negative impact on ESG/sustainability scores.
CASE STUDY
Scarce & Diverse Talent
Client
A leading global developer of power and sustainability technologies
Sector
Natural Resources
Scope
Supporting Executive Leaders to hire world-class diverse leadership talent
Location
Worldwide
The Context
The CHRO of a €20bn+ revenue business unit within one of the world’s largest developers of power and sustainability technologies was seeking to boost diversity amongst its cohort of divisional leaders.
The six divisions of the business each have revenues in the multi-billions of Euros and a truly global reach in the development and sale of advanced technologies.
As part of ambitious growth plans, and having already achieved strong levels of diversity within its organisation, the client was seeking to identify, engage and pipeline the best female and ethnically diverse leadership talent from around the world.
The talent pipeline would support succession planning for the group’s existing divisional leaders. The talent needed to be diverse, have a track-record of leading a business with multi-billion revenues, have a background in engineering, show evidence of having driven business growth and experience of leading a global organisation.
Our Solution
Parkhouse Bell undertook systematic talent mapping research within the client’s competitors and a wide range of advanced engineering and technology organisations.
The talent mapping process focused on understanding the top-three layers of leadership within each of the organisations targeted to identify diverse leadership talent.
A large-scale, global map of leading talent was developed to support the engagement of pipeline candidates for each of the six divisional leadership roles. The talent map was enhanced with bespoke columns of data to build an understanding of the talent pool.
Parkhouse Bell subsequently provided the client’s CHRO and HR leadership team with an analysis and presentation of the data to illuminate key attributes of the talent pool, benchmark diversity amongst key competitors and understand how representation of ethnic diversity is changing amongst this talent pool over time.
The large-scale talent map provided a strong foundation for understanding leading talent within the market and directing the pipelining activity to focus on the strongest talent. In the pipelining phase, Parkhouse Bell engaged the diverse leadership talent on a highly confidential basis (due to the context of succession planning), without revealing the identity of our client.
The Outcome
A pipeline of over 20 candidates was delivered to the client with each candidate assessed and accepted by the client before the client’s identity was revealed and the candidate introduced to the client. This process was supported by weekly update reports and progress meeting calls between Parkhouse Bell and the client.
Whilst this close partnership with the group’s HR and Talent leadership enabled a high degree of collaboration and client control, it enabled the client to keep the process at arms-length from a confidentiality perspective and outsource the time investment required to develop a world-class leadership pipeline.
The pipeline has enabled the client to have a strong succession plan in place for divisional leadership roles, reducing the risk of vacant roles in a growth environment following potential future attrition.
The diversity focus of the pipeline has enabled the client to ‘lock-in’ the maintenance, or improvement of, levels of diversity amongst its divisional leadership cohort. This reduces the risk of underachieving against diversity targets and the negative impact on ESG/sustainability scores.
