Author Archives: Anne Hamill
When I ask people about performance management for their graduates, people often tell me “Oh, the same way as we do our other members of staff”. In practice, this usually means assessing how well objectives have been met; and using the company’s standard competency framework. I hold pretty strong views on performance management, when it comes to graduates – especially if they are on a rotational scheme. If you use the normal corporate process, you could be wasting your chance to shape this key early talent into high fliers. This is because graduates on schemes are not ordinary members of staff.
It’s hard to pick out the most talented people in large organisations – especially in the early stages of their career. This applies when selecting people to join the organisation, and also when spotting internal talent for high potential schemes. The tools that HR have developed to assist in this process are Assessment Centres, manager assessments of potential, and (rarely) self-nomination. This article looks at why there’s a danger of choosing less talented people when using Assessment Centres.
20% of graduates apply to jobs that don’t appeal to them, just to get into employment. 66% of graduates said that they regretted accepting the job soon after starting in roles. 25% of graduates plan to leave their first job within 12 months. These figures are currently making waves – practically, what can we do about early career turbulence in the graduate market?
This is the second of our articles on what you need to do to create a culture where people drive their own development and career. In the last article, we looked at what to stop doing. In this article we ask – “What 6 actions can you take to reinforce a self-driven culture?”
Some years ago, I asked a client what she saw as T&P’s most important contribution, expecting her to comment on the research that underpinned our work, or the quality of our tools. She surprised me by saying that the thing she prized about T&P was that we changed people by giving them a self-driven attitude. I also remember one person at the start of a talent programme talking about why he’d applied, and saying “I looked at the change in people who are coming off this programme, and thought “I don’t know what they are doing on Aspire! – but I want some of it!” This is the first of 2 articles looking at the mechanics of how we do it. So – how do you shift attitudes and create a culture where people drive their own success?