Problem
The Head of Global Talent Management and Chief Learning Officer for a Fortune 10 company believed teamwork could be leveraged as a competitive advantage and were looking for a methodology to help with this endeavor. After spending a year exploring whether to build this capability internally or adopt an off-the-shelf solution, the company determined The Rocket Model™ was the easiest and most effective way to scale effective teamwork.
Solution
- Given that the company consisted of 100,000+ employees scattered across 60 different companies, it would be impossible to scale effective teamwork by only doing team engagements. A multi-pronged approach was used to enable the company to scale effective teamwork:
- Rocket Model Certification Workshops were delivered to approximately 100 HRBPs, OD/OE, L&D to get them up to speed on this approach to building high performing teams.
- Certified staff then co-facilitated two team engagements with external consultants to get experience using the Team Assessment Survey, Team Interview Summary, and team improvement tools described in Ignition.
- The company stood up a new function under Global Talent Management solely responsible for scaling effective teamwork, and the six people in this function became master certified and able to deliver certification workshops internally.
- The company built a customized facilitator Rocket Model tool kit.
- High-touch team engagements using the Team Assessment Survey, Team Interview Summary, and team improvement tools described in Ignition were delivered to the C-Suite team as well as to the top 300 senior R&D, supply chain, product line, marketing and sales, and functional leadership teams.
- One to two-day Building High-Performing modules were incorporated into company, business unit, functional, and high potential leadership development programs.
- HRBPs attended virtual training sessions to get familiar with The Rocket Model™ components.
- Rocket Model e-Learning modules were customized and uploaded on to the company’s LMS.
- Team building ability (TQ), as measured by the Team Assessment Survey, started to be used in succession planning and high-potential identification discussions.
Outcome
- The CHRO identified scaling effective teamwork as one of his top three strategic priorities.
- The CEO, CHRO, Global Head of Talent Management, and Chief Learning Officer routinely reviewed company Team Assessment Survey results for trends and to identify where improvements were needed.
- The company has started conducting longitudinal research on the top 300 team engagements using Time 1 and Time 2 Team Assessment Surveys.