Developing a Development Centre

Despite current high levels of performance within the organisation, a globally operating dentistry services provider were seeking support to further develop the skills of their sales team, to help ensure on-going success for the company’s future.

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Background

Background

Background

As a leading global manufacturer and supplier of restorative dentistry equipment

As a leading global manufacturer and supplier of restorative dentistry equipment, the customer organisation is a complex company with a wide range of operations being run including research, development, manufacturing, sales and distribution. With premises across the globe they have a large talent pool which they recognise as being instrumental to their success. To help ensure the on-going and sustainable success in the future, the organisation fully appreciates the need for a robust, strategically focussed and employee led development strategy.

Problem

problem

The Problem

As a leading global manufacturer and supplier of restorative dentistry equipment

TLD were approached by the customer, who were looking for a way to identify development needs within their sales teams. They recognised that in the UK they were performing well, in the market and against competition, but they also identified that any organisation that becomes complacent when in a strong position may have a shock awaiting it in the future. Much of the organisation’s success is down to its people, but some is due to business environmental factors. It was therefore deemed vital that as an organisation it looked to develop its people to strengthen the business and nurture talent within the team.

Solution

solution

The Solution

As a leading global manufacturer and supplier of restorative dentistry equipment

After extensive consultation between TLD and the customer organisation, a bespoke development solution was agreed upon, aimed at supporting the sales team to both enhance their existing skill-set and establish new skills to aid them in their role. The agreed intervention was created utilising the combined expertise of TLD in the field of people development, and the inside knowledge of the HR and Sales Directors who could provide insight into the needs of the business and areas of focus. Several distinct areas of focus were identified, including coaching, performance management, team development, strategic thinking and decision making. These topics were all linked to the overall vision of the customer organisation and the internal competency frameworks, and were intended to empower the sales team to help the organisation achieve this.

Training

Training

The Training

As a leading global manufacturer and supplier of restorative dentistry equipment

The development centre sought to identify strengths and development areas within the team, give an opportunity to provide feedback to individuals to help them create a plan to help them in their current role and their future career development. It also allowed people time to reflect on their performance and think about how they would like to improve.

The development centre was split into four exercises during the day:

  • Case Study: This was a group exercise with individual elements; the team were split into smaller groups and asked to interrogate data about a commercial organisation. The data was a mix of financial, competitor, people performance and other aspects of the business. How they chose to divide the information was up to them. They then needed to hold a discussion on the various component parts of the case and reach some conclusions on the way forward. This case was deliberately set in an industry they are unfamiliar with as it was identified they needed to be outside their comfort zones.
  • Coaching Session:This was an individual exercise where each member of the team was asked to carry out a coaching session using the GROW model, the part of the Coachee was taken by either another participant or one of the observers. The coaching session was based on a performance discussion. The GROW model was already embedded within the business and as such they should all be able to hold an effective conversation.
  • Group Communication:  The exercise used, split the delegates into smaller groups and asked them to look at the future for the customer organisation in the UK, specifically aspects of business performance, sharing best practice and managing people performance. The group needed to develop some recommendations and consider how they could create a “burning platform” to ensure their vision is actioned. They then shared their outcomes with the rest of the team and the observers.
  • Self reflection and peer feedback:  To allow for more effective embedding of the learning, they were also asked to complete an individual exercise in which people reflect upon their own performance during the day and exchanged feedback with other participants.

Outcomes

outcomes

Outcomes

As a leading global manufacturer and supplier of restorative dentistry equipment

The integral components of the development centre were discussed in advance with the HRD and Sales Director and these were presented back prior to the development centre taking place, there were some small amendments, including an opportunity for the observers to watch the self-reflection exercise, rather than have it as output only.

The development centre retained its initial design apart from the small tweak mentioned above, but we agreed that it was vital, in order for the customer organisation to own the on-going development of its people, that the Senior Management team act as the observers and deliverers of feedback. This required TLD to develop and deliver an observer training session and this was done the day before the development centre in order to keep it fresh in the minds of the observers. This allowed the senior managers to question and challenge all aspects of the centre and all parties were delighted with the result, commenting on how well objectives were met.

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