Perry Timms

Managerial positions at the Big Lottery Fund (BIG), the UK’s largest distributor of lottery money, have historically been filled by a mixture of internal and external appointments. But what was lacking was an internal development programme to identify high-potential people and prepare them for this transition. What we needed was a “talent pipeline” and the ability to give people a clear career path to advance their managerial credentials.Initial proposals were forged by HR around the concept of “The Leadership Pathway”, which outlined how a number of L&D activities could come together to provide a unique development path for individuals. These proposals heightened interest in the seven business directorates across BIG, which asked HR to work the initial plans up into a more formal talent programme.