The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The Santander Group, as one of the most successful banks in the world, is working hard to train and retain its talent in an effort to ensure its success into the future. An article entitled “Developing the leaders of tomorrow in Abbey, part of the Santander Group”, Michele Dytham‐Ward examines how the British high‐street bank Abbey is adopting this philosophy, and the tactics it is employing in training and retaining its senior talent.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
Details
Keywords
This paper aims to focus on the development of senior leaders within Abbey, part of the Santander Group. A strong leadership pipeline is essential to feed the succession plans…
Abstract
Purpose
This paper aims to focus on the development of senior leaders within Abbey, part of the Santander Group. A strong leadership pipeline is essential to feed the succession plans into the executive roles; it is a critical strategic goal to ensure the continued health and strength of the bank. The paper aims to examine the introduction of a development and mobility process designed to achieve this goal and maximise the internal talent at the senior leader level (the “Band D” population).
Design/methodology/approach
The paper describes the six stages of the Band D development and mobility process. It covers how each stage is implemented within the organisation, from one‐to‐one interaction with line managers, through to the provision of targeted development opportunities. It explores the critical vehicle of the development and mobility committee; in which Band D leaders are individually “presented” by a sponsoring director. The potential outputs of the committee include on‐job and formal development opportunities and functional or geographic role moves across the bank. The paper also examines the critical next steps.
Findings
The paper highlights the qualitative successes of key elements of the new process. It also shows how the process is tracked through key performance indicators to measure the link between the investment and the delivery of tangible business benefits.
Originality/value
The paper gives a practical insight into a structured process for developing talent.