SAP
An objective and fair process for selecting participants onto a HiPo programme
Summary
Kiddy help SAP create an objective and fair process for selecting participants onto a HiPo programme
Client Need
SAP runs a one-year HiPo programme for the fast-track development of a select number of managers who are considered to have the greatest potential to become high-performing senior managers in the future. In order to maintain SAP`s industry excellence and growth, the organisation wanted to improve the process by which participants were selected onto the programme so that it was more objective, fairer, and importantly, so that it was also seen to be fairer by both potential participants and their line managers. In addition, the client was concerned that they selected participants who would most benefit from the programme and who would not find it overly demanding as it ran in parallel with normal work demands and schedules. Finally, SAP wanted to build a ‘talent pipeline’ - a pool of developing managers who could be considered for the programme in the future.
Through these assessments, Kiddy was able to independently and more objectively identify each individual`s strengths and areas for development
Our Approach
We worked with the client in developing and rolling out a three-stage process: initial nomination of participants, assessment (for development) of the potential participants, and facilitation of the decision process in selecting participants for the HiPo programme.
All three stages were closely aligned with SAP`s core competencies which, together with other criteria, formed a broad-level selection model developed by Kiddy for SAP. This model demonstrated the need to select people first on performance criteria, then on (potential) leadership evidence and finally, `HiPo Filters` - criteria that are crucial in differentiating between top performing individuals who did not show high potential, and true HiPos.
For line managers who wanted to put an individual forward for the HiPo programme, Kiddy developed a nomination guide. Designed around the selection model, this guide invited the line manager to provide evidence of the skills, experiences, and knowledge that the nominee had demonstrated. Because the line manager was encouraged not to put forward someone for whom it was difficult to provide evidence in most of the areas, the likely effect of this phase were to reduce the number of nominations whilst at the same time improving the quality of participants going through to the second phase of the programme.
For the second phase of the process, Kiddy introduced a one-day Executive Profiling Day, comprising an in-depth structured interview, psychometric testing and a series of exercises set within a business simulation. These exercises included dealing with a valued client whilst challenging a commercial decision, facilitating a meeting with team members in conflict, and providing a strategic overview of the business.
The result of these assessments was a thorough and comprehensive profile for each participant that was aligned to the client organisation, its roles and its competencies. Through these assessments, Kiddy was able to independently and more objectively identify each individual`s strengths and areas for development. The final phase of the project was to work with senior board members in combining all the qualitative and quantitative information together in order to reach an informed decision about who should be selected for the HiPo programme and who would most likely benefit from it. The results of the profiling were also able to provide a platform for tailored individual development.
Results
‘We found that among the group there were strengths around innovation and customer service and identified areas for individual growth and development. At the group level this resulted in recommendations for entry onto the programme and at an individual level we were able to create personal development plans and tailor the programme to match each individual`s needs resulting in much greater value to both the company and the “Hipo”. This allowed us to achieve the programme objectives,’
Terry Haggerty, Head of Talent, SAP