What were the outcomes?
Diversity and inclusion
The HL team had highlighted a need to increase diversity within their leadership team and the collective leadership assessment analysis provided hard evidence of the lack of diversity and some of the likely challenges this was causing the business. This data helped the D&I team to influence the business and since HL adopted the assessment process within their internal and external selection, and promotion processes we are pleased to report that they have shown a significant increase in diversity, particularly gender diversity, within their leadership population.
Comparison of 360-degree feedback data provided during the initial assessment process with that provided 12 months later, showed an overall small but statistically significant 3% increase in leadership effectiveness as rated by all colleagues and senior leaders specifically rated the leaders they are responsible for 4% more effective. The ratings within the interpersonal domain of the leadership model showed the largest increase across the leadership population of 4%. This is an indication of the positive impact of this process; the areas of Creating Cross-Business Alignment and Empowered & Inclusive Team Working were targeted specifically for improvement within HL’s objectives for our work as they relate to some of the structural and procedural issues HL had been challenged with.
Overall employee engagement has increased by three points between May 2020 and June 2021. Coaching from managers is one of the most improved areas since May 2020, as is receiving regular, useful feedback. These improvements could represent positive impacts from this process and its emphasis on helping leaders to view the development of people as a primary function of their role; something that this process has supported them to achieve.
We asked HL’s leaders for feedback following their assessments and found that 97% felt able to clarify the key points of focus for their development. Two months after the end of the assessment and feedback process, over 90% of leaders had a leadership development plan in place. HL’s Head of Learning & Development confirms that line managers have been heavily engaged in conversations with their direct reports about their development plans and this represents a step forward for HL’s leadership development. External research suggests that having high-quality plans in place alongside management involvement will significantly increase the likelihood of behavioural change and resultant positive impacts.
Business impacts from group coaching
Feedback following group coaching showed positive impacts on leaders’ internal networks and collaboration across teams, their ability to find effective solutions to challenges they face, and their coaching skills.
There were also many individual comments about positive impacts, such as:
I have made meaningful changes to my team structure and my role and responsibilities which has meant my working environment is now much more productive and my team more empowered and motivated.
It provided the space and time to clarify problems, and the probing and incisive Qs others asked you helped lead to tangible improvement in how things are looking.