Siemens in Congleton decided to launch a leadership programme to develop their managers with the skills and expertise required to ensure they could get the best from their direct reports.
The HR team organised a leadership workshop for all seventy of the managers to engage them in the new way of working. “On the launch day we outlined the business strategy and as part of that, the increased focus on our people and their needs” explains Julie. “It was important that we officially launched our new HR expectations of Managers, it was a new model so it was important that we got it right.”
Siemens decided to launch the Thomas International profiling at their leadership workshop and Team Thomas went along to present. “This helped to reinforce the benefits, build the managers’ knowledge and understanding of the assessment and how it would help each of them in their roles” explained Julie. “It also helped to secure buy-in for when it landed in their inboxes the following day.”
In addition to specific operational training such as disciplinary, grievance, managing positive and under performance etc, Siemens began by profiling everyone on the programme with the Thomas Behaviour assessment. “This gave each manager a better understanding of themselves including their strengths and their limitations” explained Julie Pegg. “By providing them with as much information about themselves as possible, it helped to increase their confidence, which was important as we needed them to undertake a step change in their management responsibilities”.
In addition to the behaviour profiling, the senior management team recognised the value the Thomas 360 could bring to each of the managers and their personal development, particularly building upon the profile information they had received from the Behaviour assessment; 360 was therefore the next part of this self development journey for managers. It was also an opportunity to reinforce consistent messaging from the top and so the 360 questions were built around Siemens’ global leadership competencies, maximising the flexibility available with the Thomas 360 assessment.
“Having launched the Behaviour assessment and 360 at the leadership workshop and prepared managers for these questionnaires, this resulted in an excellent take-up of the assessments” exuded Julie, “and the success continued when Team Thomas returned to provide individual feedback to every individual who had undertaken the Thomas 360. Each individual also received a full written report, but the face to face consultations with the Thomas team were invaluable as each manager was able to explore the feedback in depth and pull together a plan to support their development.”
Following the Behaviour assessment and 360, Siemens were then able to group the managers by department to quickly establish how each group performed against the global competencies. The departmental reports were then shared to help the department managers to identify individuals who needed additional development so to ensure they could support them effectively in undertaking their new HR responsibilities.