Cobham

Kiddy’s work with our global executives has been invaluable.

Pauline Howell, VP Talent & Strategic Staffing, Cobham plc

  • SUMMARY

    Cobham, a global business operating in the aerospace and defence technology sectors, uses strategic workforce planning to pinpoint the skills and capabilities it needs to develop and deliver the products and services that set its customers apart. In order to identify and develop future leaders at all levels of the business, Cobham has created its Talent Programme.

    Cobham works with recognised experts to deliver the Talent Programme and selected Kiddy as its partner for the assessment and development of its senior executives.

  • Client Needs

    Cobham wanted to benchmark the talent that had been identified within the Divisions and select those executives with the most potential to be able to lead the company in the future, as well as support Divisional presidents in complex decision making. Their aim was to accelerate the development of those executives, who were typically already running business with turnover of between $100M and $500M.

  • Our Approach

    Before being selected to take part, candidates must be nominated by their Division and then pass one of Kiddy’s bespoke assessment centres. Using a relevant and complex business simulation, 360 degree feedback and psychometrics, and in collaboration with Cobham’s vice president of talent and strategic staffing, Kiddy assesses the strengths and areas for development of these executives.

    Some are selected for the Senior Development Programme and go on to take part in the 18 month modular programme that is tailored to reflect the profile of the participants as well as the strategic direction of the business. Others progress to the Divisional High Potential programme, but all receive in-depth, one-to-one feedback that forms the basis of their personal development plan. A three-way discussion with their line manager makes sure this plan is supported by the business.

    Kiddy provides regular progress reports to the plc’s Board, benchmarking the leaders against those in comparable organisations and highlighting areas of potential risk.

Results

Increased clarity about the depth of Cobham’s talent has enabled the business to make critical succession decisions across the Divisions. Targeted development helps ensure maximum return on investment, whilst creating increased commitment to the business from the executives involved.

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