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Developing the leaders of tomorrow in Abbey, part of the Santander Group

机译：培养桑坦德集团下属修道院的未来领导人

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Purpose - This paper aims to focus on the development of senior leaders within Abbey, part of the Santander Group. A strong leadership pipeline is essential to feed the succession plans into the executive roles; it is a critical strategic goal to ensure the continued health and strength of the bank. The paper aims to examine the introduction of a development and mobility process designed to achieve this goal and maximise the internal talent at the senior leader level (the "Band D" population).rnDesign/methodology/approach - The paper describes the six stages of the Band D development and mobility process. It covers how each stage is implemented within the organisation, from one-to-one interaction with line managers, through to the provision of targeted development opportunities. It explores the critical vehicle of the development and mobility committee; in which Band D leaders are individually ' 'presented " by a sponsoring director. The potential outputs of the committee include on-job and formal development opportunities and functional or geographic role moves across the bank. The paper also examines the critical next steps.rnFindings - The paper highlights the qualitative successes of key elements of the new process. It also shows how the process is tracked through key performance indicators to measure the link between the investment and the delivery of tangible business benefits.rnOriginality/value - The paper gives a practical insight into a structured process for developing talent.
机译：目的-本文旨在侧重于桑坦德集团下属修道院内高级领导人的发展。强大的领导力管道对于将继任计划纳入执行职位至关重要。确保银行的持续健康和实力是至关重要的战略目标。本文旨在研究为实现此目标而设计的开发和流动过程的引入，并最大限度地提高高级领导层（“ B级”人群）的内部人才。rn设计/方法/方法-本文描述了六个阶段乐队D的开发和流动过程。它涵盖了组织内部各个阶段的实现方式，从与部门经理的一对一互动，一直到提供有针对性的发展机会。它探讨了发展与流动委员会的关键工具； D班领导由保荐人董事单独“介绍”，该委员会的潜在输出包括在职和正式发展机会以及整个银行的职能或地域性角色转移，还研究了接下来的关键步骤。 -本文着重介绍了新流程的关键要素在质量上的成功，同时还展示了如何通过关键绩效指标来跟踪该流程，以衡量投资与切实的商业利益交付之间的联系。对开发人才的结构化过程的实际见解。

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