Developing Top Talents for Field Service Excellence

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Developing Top Talents for Field Service Excellence

Talent strategy is one of the most important factors to achieve a long-term success in business and to deliver maximum customer satisfaction, yet it is also the one that is often ignored in the overall business strategy in field service industry. But what is talent strategy anyway? Talent Institute defined talent strategy as a business process that systematically closes the gap between the talent an organisation has and the talent it requires to successfully respond to current and emerging business challenges.

To ensure that your field service firm is equipped with the right people with the right skills, experiences, and competencies are in the right roles at the right time, here are some actionable tips that is highly curated to bring the excellence out of your staffs, and eventually reach the greater heights in field service industry.

 

1. Develop Your Team’s Success Profiles

These are the key steps in developing your success profiles.

  • Define the Behaviours that Drive Success Identify your staff who has the enthusiasm towards the work and can identify the specific need that has to be satisfied in a particular situation. Someone who can think out of the box, that is truly creative, is a team player, and other key behaviours that you believe a future leader has to possess.

  • Build the Competencies Around the Behaviours that You Want – Behavioural competencies are not the skills that your team members will use to do a particular job. Instead, it describes how your team member will approach an activity or situation using their behaviours such as decision making, information gathering, and wider thinking.

  • Define the Destination Roles in Your Organisation – It could be an assignment to a new territory you are expanding into or leading in a small business unit within the organisation. It’s important to define several destination roles for one member to ensure that they can rotate through different groups within the organisation.

  • Use the 360-Degree Assessment Report Tool – This reporting tool by Zenger Folkman involves the participants obtaining feedback from direct reports, managers, and peers on a range of competencies along with written comments about strengths, weaknesses, and fatal flaws. The output is an anonymous feedback assessment that helps a member identify strengths they can build on.

  • Use Talent Grid –  A talent is grid is a visual tool which enables you to pinpoint who on your team have both the potential and the work ethic to step into a leadership role, whilst also helping you to see who could be in need of more coaching and guidance. It includes a matrix format mapping your team member on a grid, with potential being the x-axis, and performance being the y-axis.

  • Get an Assessment from a Range of Leaders in the BusinessAside from line managers, make sure to get the opinions of other leaders in the business because they can see different things in different individuals. They can spot those that come into the organisation and always making contributions, as well as those members that they think has potential yet needs more training and coaching.

 

2. Assess and Review Your Talent Strategy

To ensure your talent strategy’s overall alignment to business strategy, here are some of the key points you have to remember:

  • Ensure the Commitment of Top Executives – Top executives who are committed to establishing a solid corporate talent strategy not only excel at articulating the vital importance of talent management but also are heavily engaged in their companies’ actual processes. These executive are not sceptical about making substantial and continual investment in their people. They also demand that line managers be accountable for spotting, developing, and retaining the next generation of leaders.

  • Build a Strong Human Resource TeamHR professionals should work hand in hand with the top professionals to build a rock solid talent strategy. They are the one who will impose the necessary policies about talent management and professional development of the members.

  • Ensure a High-Performance CultureEnhance the employees’ experience throughout the firm by raising the performance standards and improving the firms’ approach to identifying and promoting high-potential talent- by, for example, assessing leaders on their efforts in this regard.

  • Prioritise Leadership Behaviours that MattersEnsure the potential leaders are not only assessed on their technical performance but also on how well they live by and teach the guiding principles and values of the firm.

  • Ensure that Your Firm is Guided by a Collective Sense of PurposeEnsure that your company as a whole is clear about the purpose for which you exist. At the same time, provide your staffs the opportunities to grow, exciting assignments, and interesting careers. Collectivism, collaboration, trust, and respect are what characterises a game-changer talent strategy.

 

3. Executing the Plan

  A whitepaper published by Institute of Employment Studies has given us three aspects of action that are important when executing the talent strategy:

  • Developing TalentHave a better communication with the member about both their perceived potential and their career interests. Those who have seen with leadership potential may undergo on a talent programme of some kind while giving them a broader range of career experiences to equip them for more senior roles through exposing them to different functions or business areas.

  • Job Filing and DeploymentTo link talent management with facilitating career moves for members and the deployment of talent for the organisation, you can use approaches such as: A mix of using managed job moves with open advertising of vacant jobs; using talent or succession pools to furnish shortlist for key vacancies; and prioritising high-potential candidates for certain kinds of jobs.

  • MeasurementTo justify the necessary funding for talent management and activities to the Board, you must provide solid evidence to support the link between performance and talent. These three common areas are likely to show the impact of talent management: Promotion and progression, employee engagement, and retention rates. Do they feel valued? Did they make necessary progress against set targets and development plans? Is the business losing newly trained or developed staff? These are the kind of questions you have to ask to know whether your talent strategy is off the hook or not.

In conclusion, you have to consider that nurturing your best talent is not only an HR fad but a necessity to achieve the success in field service business. If your best talents feel valued and are trained very well, they will certainly help your business to face any challenges and high-stakes situations with full confidence.

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David Younger

CEO and Managing Director at The Service Manager
David Younger is Australia’s #1 Cash Flow Expert For The Field Service Industry. Over 25 years working with hundreds of field service business owners in virtually every industry, David has discovered the ultimate path to plugging up the “profit holes” in a growing business that will take it to the next level.
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