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18th June - Stuart Worden @ Mastercard

Brilliant session by Stuart Morden, Principle at the BRIT School. Amazing story told in an engaging way. Anyone wanting to find out more look at

Discussion topics:

* Talent Management for creatives

* Succession planning

* D&I approaches

Talent Management

Case study (hospitality sector):

Removed 9-Box and “potential” label and focused on identifying the following:

  • Grow in role.

  • Broaden expertise.

  • Deepen expertise.

Moved away from succession planning for specific roles to succession pooling (because we don’t know whether the current roles will be available in X years’ time).

To be eligible to enter succession pool:

  • Need to be able to develop faster than others (case study company uses YSC’s Judgement Drive Influence model of potential).

  • Need to demonstrate a consistent track record of performance (underperformers are managed through Performance Improvement Plan process).

Roundtable discussion:

Several companies focusing on enabling career conversations to happen.

Public sector organisation uses biographies to profile its talent (culturally embedded).

Business leaders define follow-up development and run in-tact with specific talent pools. Examples:

  • Fireside chat with an expert or leader.

  • Group project.

  • Organisational raid (e.g. spending time with a partner organisation).

Several companies focusing on experience, exposure and education (similar to 70-20-10).

Recommendation to contact Whitehall & Industry Group, which provides opportunities for talent exchanges.

Succession Planning


As the modern workforce continues to change shape and make-up, we face a growing challenge in saying farewell to knowledge/experienced workers with millennials & Gen Z who bring a different set of skills, expectations and aspirations.

As TL&OD professionals, we must accept, embrace and champion the opportunities this brings whilst recognising that colleagues, peers & recruiting managers may feel uneasy about the inevitable gap in skills/experience that we see in enthusiastic talent. Is it a trade off between experience and potential and how can we manage this?


Increase network opportunities between existing workforce and potential future talent (internal + external) to bridge the gap

Utilise reverse mentoring to share skills sets that may exist in one generation but be absent in another. What skills can be passed back the other way?

Increase relationships between business and academic institutions to break down the generational divides.

We must advocate success stories where recruitment has embraced potential in lieu of standard attraction to “safe” hire option. Celebrate managers who successfully do this.

Ensure managers have a measure in place each year to breed multi-generational teams. Drive accountability for a healthy blend.

Challenge job descriptions harder that insist upon excessive required experience. Is this all necessary or can some be substituted for “moments of truth” or desired behavioural characteristics?

Promote job sharing to spread organisational knowledge beyond the individual level.

Functions could look to promote themselves within their bigger business/wider industry more proactively to open up the talent pipeline before vacancies become available. This could build links and create appetite for potential future talent before vacancies become available.