“Try to see it my way” Graduate development and

transitions to the workplace

Dr. Richard A. MacKinnon

Transition is a lot like travel…

Preparing for international travel…

How we imagine it

Culture shock!

The transitions graduates experience

Structure Ambiguity

Individual goals Shared targets

Homogenous peers Diverse colleagues

Top of the pile Junior position

Fixed event horizon Career journey

Navigating the “Undiscovered Country”

Are you a welcoming guide?

worklifepsych.com

@worklifepsych

Who should be leading their development,

the Graduate or Line Manager?

AGR

19th March 2015

Stuart Preston & Jake Meyer

Leadership

Why would

anyone want

to follow you?

Followership

Why would

anyone want

you in

their team?

Partnership

How well do you

collaborate

across the

organisation?

Our relationship with Sandhurst

Who am I…?

So why change?

• Graduate in control of their development

• Accountability

• Flexible / bespoke plan

• Future leaders

Reed Hastings

Sheryl Sandberg

Development

We develop people by giving them the opportunity to develop

themselves, by surrounding them with stunning colleagues and

giving them big challenges to work on.

Mediocre colleagues or unchallenging work is what kills progress

of a person’s skills.

Career “Planning” – Not for us

Formalized development is rarely effective, and we don’t try to do it.

E.g. – Mentor assignment, rotation around a firm, multi-year career

paths, etc.

We support self-improvement

High performance people are generally self-improving through

experience, observation, introspection, reading, and discussion.

- As long as they have stunning colleagues and big challenges

to work on.

- We all try to help each other grow.

- We are very honest with each other.

We want people to manage their own

career growth, and not rely on a corporation

for “planning” their careers.

Laszlo Bock Google Head of People Operations

“For every job, though, the No. 1 thing we look for is general cognitive

ability, and it’s not IQ. It’s learning ability. It’s the ability to process on

the fly. It’s the ability to pull together disparate bits of information”

“It’s ‘intellectual humility.’ Without humility, you are unable to learn.

Successful bright people rarely experience failure, and so they don’t

learn how to learn from that failure”

Talent Development Board

©

Project Me

Graduate Project

Me

Business Improvement

Projects

Access to mentors / coaches

Self learning

Cohort support

and feedback

L&D

Shadowing

Line Manager

Workshops

Bespoke Project Me

Bespoke Project Me

In the words of Dr Seuss

Bespoke Project Me

“You have brains in your head. You have feet in your shoes. You can

steer yourself in any direction you choose. You’re on your own. And you

know what you know. You are the guy who’ll decide where to go.”

Thank you for your time

Any questions…?

Stuart Preston & Jake Meyer

Inspirational Development Group (IDG)

Follow us on:

@inspirationalDG

Search ‘Inspirational Development Group’’

www.morganadvancedmaterials.com

Talent without Frontiers

Developing Talent in a Global

Organisation

Hazel Griffiths

HR Director Europe

Morgan Advanced Materials

Morgan Advanced Materials

An advanced materials company providing technically

complex, bespoke solutions to its customers, enabling

them to address global trends such as energy demand,

healthcare and environmental sustainability

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Focusing on technically demanding, growth markets

28

Energy Transportation

Healthcare

Electronics Security and Defence

Industrial Petrochemical

What we do ....

• Leading edge material science

• Sophisticated application engineering

• Solving complex challenges in technically demanding

applications

• Collaborating with our customers, to provide custom

solutions, enabling their products and processes to

perform more efficiently, more reliably and for longer

29

Driving differentiated, market

leading positions

What differentiates us?

• Advanced material science and processing capabilities

• Our applications engineering experience

• A strong history of innovation and reinvention

• Consistent and reliable performance

• A truly global footprint

• We find and invest in the best people

30

Genuine global reach with significant operational presence in the major markets of the world

31

This presents a global talent challenge

Talent development becomes a truly strategic priority

Fostering inter-regional collaboration is key

Developing Talent

a. at all career levels

b. in multiple functions

c. In multiple countries

d. In multiple time zones

e. In multiple languages

f. with Talent Mobility

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Managing this can easily and quickly become complex and expensive

• Consistent global policies

• Compensation

• Visas

• Administration

• International Trade Restrictions

• Tax regulations

• Travel

• Language

• Protecting our IP

• Resources to manage this

• etc

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The Vision

• A diverse organisation, full of world-class expertise with

broad experience in different functions, businesses and

countries

• A bench of emerging talent, eager to learn, grow and be

ready for the next challenge

• An efficient process which “discovers” potential, engages

talent with challenging work, and fosters borderless

opportunities across Morgan

• A culture which rewards excellence and where the best

are proud to be part of a great team

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The Business Response

• A simple solution, that addresses the three strategic areas for talent development

• Programmes that integrate

• A leadership owned process sponsored at Exec level

• Boutique programmes that acknowledge the individual and provide profiles globally

• Morgan programmes delivered regionally that connect our people globally

• Real jobs and real business challenges

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Developing Multiple Levels with 3 distinct programmes

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Morgan Development Programme

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Leader of Self

in an emerging

commercial

context

Leader of Others

in a single-site

environment

Leader of Leaders

in a multi-site,

multi-P&L

environment

ADP target is here.

How it works

• High Potential employees globally

• Regional sponsorship

• Commercial (GM route) plus Functional and Technical career paths

• International focus to modules

• Blend of in region and combined delivery

• Global network of mentors and coaches

• Supported by multi-language systems

• Business challenges make it real

Step Up target

is here.

GLP target is here.

Consistent leadership Curriculum

• 5 Themes

1. Strategy Leadership

2. Operations Leadership

3. Talent Leadership

4. Technology Leadership

5. Commercial Leadership

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Supported by Simple People Processes

• Global (1 Sheet) Profiles

• Talent Review Process – International succession

• Regional campus recruiting – shared globally

• Multi-language 360 process

• Simple compensation

• Collaborative approach to costs and administration

• Hands-on sponsorship from CEO and exec teams

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Contributing to Morgan’s Profitable Growth

• Our programmes are developing people in Europe, Asia

and Northern America

• Inter-regional, global modules support our people in

developing their networking skills

• Our Inter-regional ‘Business Challenge’ modules bring

our people together to identify new commercial

opportunities across the group, further developing their

commercial capability

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What results are we seeing?

Margaret has recently been appointed to sit on a Technical Advisory Board, a board of the best in Academia, whose agenda it is to ensure we have the technical ability required in the industry.

Thibault has been working in our Augusta Plant in Northern America and has recently worked on an R & D project with the potential for high customer sales

Peter has been working on Product development in Casal and has achieved development in a product we as a business were unsure could be achieved

Taiwo is in her second year in Asia and is on a fast track to GM

Gary and Hugh have been promoted to manage clusters of sites

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www.morganadvancedmaterials.com

Thank You