A research project that investigates the unpredictable nature of today’s talent management programs, and provides recommendations for increasing program effectiveness and return on investment.

A number of HR Directors have all asked me the same question; "How can we be so bad at predicting potential?"

I have worked with many organisations, local and global, to define, refine and even change their cultures. The process is much simpler than you might think, although you need clarity and commitment to the process. Here's a flavour of how that works.

Download a sample modelling report which details the innate talents and behaviours of expert mediators and facilitators within a professional services and industry standards organisation.

These people manage to gain consensus over new industry standards between parties who have very opposing views, in an industry which is traditionally unionised and adversarial in nature.


Download a sample modelling report which details the innate talents and behaviours of high performing store managers in a national food and convenience retailer.


What do most companies do when sales income falls? Blame the sales people.

After all, if the sales people are responsible for selling, if income drops then the sales people must be at fault.

Well, yes and no. There is something far more important than the skills and behaviour of your sales people, and that is your sales culture.

Modelling is the process of identifying, extracting, coding and replicating the innate perceptions, thought processes, beliefs and behaviour of high performers.

Often, people think that talents such as leadership are innate and cannot be learned. The 'nature nurture' debate continues, and the recruitment industry thrives on the idea that you have to buy high performers into your organisation, you cannot reproduce them internally.

Through my unique approach to modelling, I can show you how to unpick the mental processes that drive high performing behaviours, so that you really can 'clone' your best people.

Typically, any organisation or team has a number of high performers who consistently outperform the average. It is becoming increasingly common that organisations have two sets of measurement criteria; explicit, task focused criteria such as sales targets and customer service metrics, and implicit, cultural criteria such as attitude, working environment and customer experience.

It is not enough to simply benchmark performance, because that benchmark is a static measurement in a changing environment. Managers often say that they have to “run to stand still” in a fast changing business environment, and part of the problem is the use of static performance benchmarks which give the illusion that the environment is changing. 

Talent management, succession planning and knowledge management seem like HR buzzwords of the last decade, yet for some businesses they represent a very real and very threatening problem.

A global engineering company with an outstanding reputation has a highly skilled and experienced workforce with experience going back to the first jet aircraft, the first nuclear power stations and the first large scale materials handling systems in the UK.

The problem is that 50% of these people will reach retirement age in the next 5 years. This means that 50% of the company's tacit knowledge will disappear, and the older installations that the company still supports will be left with no instruction manual.

Somerfield is a high street supermarket with an emphasis on fresh foods and convenience shopping. As part of a refresh of Somerfield’s strategy, a new graduate program was developed to bring fresh talent into the business. A previous program had failed to retain graduates and the HR team knew they needed the new program to be a success.

Sharon Collier, Head of People Development, said, “I knew we needed to do something different, and modelling was something we hadn’t done before, so I wanted to try it. Because it was something new, I knew I had to use somebody that I trusted, not only in the technique but somebody I trusted to come into the organisation.”