Sustainable Talent Development

Weir Plc

BACKGROUND:

Weir Plc employs more than 13,000 people in over 70 countries. With 140 years of engineering experience the organisation now has a global footprint and is a member of the Financial Times Top 100. The company has grown significantly in recent years organically and through acquisition into new and existing markets. Their aim is to provide customers with a uniform response delivered on a global scale with leadership as one of their core values.

The North American Power and Industrial Division of Weir Group Plc wanted to develop the leadership capabilities of its talented managers as part of a succession plan to create a pool of leaders who would progress to more senior positions. VBL were asked by the North American Divisional President to create a leadership development programme that would create talented leaders who had been identified as having the ability to progress to the role of Vice President. The programme had the following objectives:

  • to help the managers understand how to use the “Weir Way” to maximise their leadership impact and their team’s performance,
  • to develop outstanding leadership skills,
  • to develop the softer people skills to go with technical expertise,
  • to engage the interests of the younger managers as they move through the organisation,
  • to reduce the chance of turnover among this group of younger managers by enabling them to see Weir as an excellent opportunity for personal development as well as a great place to work,
  • the cross fertilisation of skills and knowledge between managers in Weir P&I North America.

SOLUTION:

Working with one of VBL’s Associates based in North America, we created and delivered a four day leadership programme in Kananaskis, Alberta, designed to meet the Division’s objectives. Ahead of the programme, 360 degree feedback was used as a basis for objective setting and each of the leaders had a one-to-one telephone feedback session to help them understand their 360 feedback and to set personal learning objectives for the programme.

The programme included ongoing support through coaching and the Division was keen to develop internal coaches to support the talented leaders. So, VBL also created a 2½ day coaching workshop that developed the coaching skills of a selected group of senior managers in the North American organisation, to be used as internal coaches to the talented leaders. The on-going coaching developmentof this group of senior leaders is being supported by coaching supervision from the VBL coach who ran the coaching workshop.

OUTCOMES:

  • An increase in the talent pool available to the North American business for succession to senior roles.
  • The development of the leadership skills necessary for the talented managers to take on more responsibility.
  • A pool of internal coaches developed to support the talented leaders.
  • A pool of talented leaders who are enthusiastic and engaged with the organisation.
  • A change in leadership approach and impact from senior leaders in the organisation by adopting a coaching approach to leadership.

“We found the programme helpful in sending a strong message to our key leadership team and they are a valuable part of the team/company. Succession planning is a very important part of a growing company. It is vital to invest time and effort in upgrading our people management skills so we can ready current employees to take on new challenges as the company grows, develops and evolves. Values Based Leadership has worked closely with us to tailor a leadership programme that works for our business”. 
Business Unit President Weir Speciality Pumps, Salt Lake City