The PSI consultant worked with a series of stakeholders at FSI to establish exactly what was required of the ‘ideal’ partner. These skills and attributes were then shortlisted by the consultant into a manageable set of FSI-specific competencies, some of which were taken from PSI’s existing competency framework (what PSI refers to as a ‘pick-and-mix’ approach) and some which were adapted (what PSI describes as ‘customised’). The candidates then completed the questionnaire and received feedback against the competency framework in conjunction with the results of 360-degree surveys. The Partnership Track participants also benefitted from one-to-one business coaching and a range of interactive workshops on self-presentation, negotiation, business development and management skills.
It wasn’t always easy, as Emma describes, “There was a lot of resistance to the idea amongst the management team. They were worried that we’d end up with ‘clones’. But they were reassured by the approach PSI took – especially the job analysis stage, where they were consulted about the content of the reports in detail.”
Unfortunately the economic downturn required that Emma re-scope her ambitious plans for the Partnership Track Scheme. Amidst some organizational changes, FSI had to move away from the job-bespoke options towards a more off-the-shelf option. Crucially, PSI’s flexibility allowed the scheme to continue in spite of the difficult conditions. Emma says: “We wanted to avoid ‘Survivor Syndrome’ in the people that were left. Despite the economic situation, this development still needed to happen and was still considered a worthwhile investment by the firm.”