A global financial services company demonstrated its commitment to developing high potential employees through a multi-dimensional 360 feedback (interviews and survey) program and focused development planning.

The President of a division of a global financial services company was concerned about grooming future leaders. She knew there was a great deal of talent in the organization and wanted to put a spotlight on developing these high potential individuals. She also believed that self-awareness is the first step in a sound development program. The President asked KCG to work with her to develop a 360 feedback instrument that would gather highly personalized and actionable feedback, while also being scalable to a larger population.

KCG designed a feedback program that was founded on the company’s strong values and leadership competencies. Feedback was gathered through face-to-face or telephone interviews and a customized feedback survey. Each high potential employee received feedback from the participant’s managers, peers, direct reports and, often, internal or external customers.

Participants benefited from one-on-one meetings with KCG consultants to review the feedback report and establish actionable priorities. From there, it was the joint responsibility of the participant and his or her manager to follow through on the development plan.

Systemic identification of future talent against a set of shared, highly valued competencies created greater credibility of the new development initiatives.