Page 34 - Dinner Souvenir Prog 2021 ebook

Bronze Award

“International Talent Advancement Programme (I-TAP)”

Hilti Asia Limited

The Hilti Group has a clear growth strategy from 2009 to achieve sustainable value creation through leadership and differentiation in a challenging
construction market. In order to do so, as part of the group’s strategy, building a foundation of high-performing global teams became integral to achieve
our goals.
International Talent Advancement Programme (I-TAP) is a 6-month development programme launched in Asia region in 2009. With this programme, we
aim to develop talents to reach managerial or leadership position in a decent time and continue to staff most of the Managers, Functional Heads, Business
Unit Leaders and General Managers from within.
The programme brings participants into a blended mode of learning using 70/20/10 approach, by combining online learning and training sessions
(10-structured learning), project milestone meetings, group regular catch-up, individual coaching (20-learning from others), working projects and
presentation (70-learning on-the-job). 10 to 15 participants across different countries from diverse functions form each cohort to enable cross-functional
and cultural peer learning along the journey.
The whole programme is designed in 2 main phrases, Workshop 1 & 2. Themes and content include Hilti Leadership Model, Role of Team Leader, Project
Management, Presentation Skills, Business Acumen, Case Study, etc.
Business Project
In-between workshops, there is a 5-month timeframe for business project. The beauty of this component is that insights and plans presented by
participants will be implemented in our real business. During the project period, participants work on a pre-selected strategic project, sponsored by our
business leaders. Each project comes from a different business function (e.g. Engineering, Repairing) and grouping was done according to participant’s
development areas or aspiration.
In project teams of 5, they apply and practice newfound skills, as well as knowledge learnt in previous workshops (e.g. leadership, business acumen) to
do extensive research with different business units for a final go-to-market plan in a final workshop attended by Regional Management Team and GMs.
To our participants, this serves as a uniquely valuable chance to apply their learning and showcase their strengths and teamwork in front of the regions’
decision makers. At the same time, they are very happy make contributions to the business outside of their daily job scope.
Incorporation of Behavioral Coach
To provide participants ongoing feedback throughout the I-TAP journey, we hire 3 to 4 external certified coaches with extensive work and coaching
experience to conduct 1-1 coaching sessions, providing our participants tailored feedback.
Our behavioral coaches sit in different sessions to observe the behavioral evidences and blind spots of their coachees. Between workshops, they conduct
1-1 coaching session to share their observations, coach and guide participants to think out-of-the-box for improvement on personal development
areas and solutions to existing challenges or collaboration on business project. Shared by our participants, they feel extremely secured to share their
struggles and questions during the coaching, not only because of the professionalism displayed by the coaches, but also because they are external to the
organization, holding a completely neutral stance without bias, so participants feel very comfortable taking their direct feedback.
Under the pandemic, we were the first region in Hilti to turn this talent programme into a 100% digital format in 2020. We received great feedback from
participants in terms of its effectiveness, agility, level of interaction, etc. This success story gave confidence to other Hilti regions to plan for their digital I-TAP.

Comments from Adjudicators
A very comprehensive international leadership development programme that connected with the broader business objectives. The objectives were clear,
specific and focus with organizational and learning targets that were highly inter-connected.

The programme reacted swiftly to pandemic with flexibility using remote discussion and workshops. This showed Hilti’s agility in transforming a global
programme into a virtual one without affecting the continuity.
Overall speaking, this programme has proven to be an effective implementation developing talents from within as a talent pipeline to support the
continued manpower needs required for the growth of the company. The realization of the vision to have Asian representation at the Executive Board
and senior leadership at the Hilti's headquarter was also greatly impressive.

AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT 2021 33
AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT 2021

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