Talent Pipelines - Managerial & Leadership
- Earmarking talent basis the Critical Behaviors for Growth
- Critical Behaviors for Growth framework is used for both, current Managers + Leaders & emerging talent pools of Managers + Leaders
- Keeping an SOC of 8-12 in a team of 200, we would typically have around 15 POD Leads, 5 Functional Heads for 180 members. Given the growth trajectory, we would be earmarking similar numbers of emerging POD Leads & emerging Functional Heads.
- Building 2 People Management tracks for preparedness of Emerging Managers - Basic & Advanced
- Basic track would cover Communicating Expectations, Delegation, Building Trust, Constructive Feedbacks, Building Psychological Safety, Driving 1 on 1’s etc
- Advanced track would Building Project Plans, Effort Estimation & Forecasting, Capacity Planning, Developing others etc
- Both the tracks are mix of Peer Conversations, How to do it & Mentoring. Emerging Managers & Leaders would step up to higher responsibilities for 6 month cushion period before formalizing the progression
- Formalization of Emerging Managers & Leaders happens on cross-panel feedback from existing Managers & Leaders keeping the hardmetrics of the team’s performance, mNPS over stipulated time frames
- Promotion philosophy would be to put strong professional capabilities under organic / internal promotions
- Equally, the promotion is a function of business opportunities & skill fitment of respective members with earmarked opportunities