Ma’aden is the largest mining organization in the KSA, and has recently expanded its footprint into Africa through acquisition. The organization is highly diversified in the commodities it produces, and was interested in adopting a consistent talent management and succession planning approach.
With high commodity diversity, Ma’aden required a shared approach to succession planning across its business lines. The aim was to build group-wide talent analytics, to understand mobility, readiness and development needs of leaders from various functions.
fitt was adopted in two broad tiers. Firstly, for the executive cohorts, combined with synchronous talent centres for accelerated development. Leaders were exposed to a number of simulations and custom exercises reflecting real Ma’aden challenges, at the next level. Secondly, for a group of HIPO managers, identifying key strengths and designing Individualized Development Plans (IDPs). A structured coaching process followed, based on the unique Talent Maps of leaders.
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