Talent and succession
We believe that employing the best people underpins our abilities to shape and implement strategic plans, adapt to change, build long-term partnerships with customers and engage our employees
We continue to invest in the development of our people and in particular the talent pipeline to build their skills, knowledge and behaviours and to ensure that we have succession plans in place, primarily sourced internally. We aim, in time, to have at least 70% of our senior management vacancies filled internally.
Monitoring and measurement
To track how we are building and investing in our talent pipeline, we review, annually, the pipeline of high performers who have the potential to progress to roles of increasing complexity. From this we are able to assess whether a succession plan is in place for key and critical roles and whether there are any specific gaps in our succession plans which need to be addressed.
To ensure that we support the development of the pipeline and prepare them for other roles, employees have an annual appraisal with their line manager as a minimum requirement and a structured development plan, outlining necessary training and development, is recorded/maintained.
Our achievements in 2012
In 2012, each region introduced a more regular review of the talent pipeline in parallel with reviews of business performance. This was consolidated into an annual review group-wide to continue to evaluate our capability requirements. In total over 500 managers were assessed in the 2012 talent review. Of these, nearly 100 are considered to have the potential to be promoted to a much larger and more complex role in time.
The one Executive Committee vacancy in 2012 was filled by an internal promotion from the talent pipeline. Development of our talent pipeline continues with over 30 participants on the Global Leadership Programme in 2012 and leadership programmes running within the regions.
Our priorities for 2013
The priorities for 2013 are to further develop succession plans for key management roles and ensure we have coverage as well as identify where there may be gaps so that actions are taken to fill these through recruitment or accelerated development. To support this, individual career plans will be created to assist the smooth transition of successors into more complex roles.
At senior leadership levels, the development programmes will be evolved to maintain alignment with the strategy and priorities for G4S and the development needs of successors and high potential managers.
In 2013, a priority is to review, recommend and implement training to support middle managers in their skill and knowledge development. The purpose is to ensure new managers have all the foundational knowledge they require to be successful in their role, to prepare them for their next move and to stretch them in their development.