England Logistics has designed a transformative Betterment U Pre-Leadership Development Program to nurture and empower its future leaders. The dual objectives are clear: boost the number of internal promotions to leadership positions and ensure that identified candidates are optimally prepared to step into these roles.
Program Overview
The Betterment U Pre-Leadership Program offers a comprehensive approach to leadership development. It merges self-paced study, interactive workshops, mentorship, and real-world application. The program aims to build up 59 leadership competencies that have been shaped with insights from frontline and divisional leaders, and validated by senior executives.
The program addresses competencies in phases:
- Personal leadership assessment and growth
- Establishing leadership fundamentals
- Identifying and closing competency gaps based on feedback from participants and their key stakeholders
- Focusing on remaining essential competencies
Knowledge acquisition through self-study and workshops is assessed through active participation, facilitator observations, and leader interviews. Real-life application and experiential learning are rated on the successful execution of targeted action plans.
To reinforce leadership principles, the program leverages four vital steps:
- Weekly one-on-ones where participants and their leaders reflect on recent learnings and plan for practical implementation.
- Q&A sessions with senior program facilitators such as the Director of Organizational Development and the VP of Talent Development.
- Periodic follow-ups to review the effectiveness of action plans and progress in skill development.
- Monthly progress reviews with designated mentors focusing on competency growth and leadership readiness.
For sustained reinforcement, participants are paired with additional mentors to address further competency gaps and are assigned increasing leadership responsibilities within their teams and project groups.
Outcomes
Since the program’s inception, two leadership roles have been successfully filled by participants, and every frontline leadership role has been filled internally except one divisional position. External hires haven’t been necessary for frontline leadership vacancies, showcasing the program’s effectiveness.
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