List of SHL Enterprise Leader Development Customers
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Since 2010, our global team of researchers has been studying SHL Enterprise Leader Development customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased SHL Enterprise Leader Development for Succession and Leadership Planning from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using SHL Enterprise Leader Development for Succession and Leadership Planning include: SHV Holdings, a Netherlands based Retail organisation with 50000 employees and revenues of $17.33 billion, Sonic Automotive, a United States based Automotive organisation with 10800 employees and revenues of $14.22 billion, Sands China, a China based Leisure and Hospitality organisation with 26001 employees and revenues of $6.53 billion, Genea, a Australia based Healthcare organisation with 450 employees and revenues of $70.0 million and many others.
Contact us if you need a completed and verified list of companies using SHL Enterprise Leader Development, including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the software purchases.
The SHL Enterprise Leader Development customer wins are being incorporated in our Enterprise Applications Buyer Insight and Technographics Customer Database which has over 100 data fields that detail company usage of software systems and their digital transformation initiatives. Apps Run The World wants to become your No. 1 technographic data source!
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight |
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Genea | Healthcare | 450 | $70M | Australia | SHL | SHL Enterprise Leader Development | Succession and Leadership Planning | 2021 | n/a |
In 2021, Genea implemented SHL Enterprise Leader Development as part of its Succession and Leadership Planning efforts, embedding an Enterprise Leadership mindset across its leadership population. The SHL Enterprise Leader Development deployment was positioned to centralise leader capability building and to provide a structured approach to succession and leadership priorities for the organisation.
The implementation emphasized assessment driven leader development, competency framework calibration, cohort based development programs and structured succession planning workflows consistent with Succession and Leadership Planning practice. SHL Enterprise Leader Development was configured to support assessment scoring, development planning and programme orchestration to standardise leader development practices across the company.
Operational ownership was placed with HR and rollout prioritized cross functional partnerships among leaders and their teams to align values and decision making. Andy Brown, HR Director at Genea, reported that leaders formed collaborative cross functional partnerships and that engagement levels lifted as leaders exposed their teams to the big picture, signaling behaviour and culture change tied to the new leadership capability programme.
Governance focused on leader calibration, competency alignment and programme level oversight to sustain succession planning and leadership pipelines rather than on system integrations. The initiative delivered a coordinated approach to talent and succession planning through SHL Enterprise Leader Development, aligning development plans with the organisation's leadership objectives.
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Sands China | Leisure and Hospitality | 26001 | $6.5B | China | SHL | SHL Enterprise Leader Development | Succession and Leadership Planning | 2020 | n/a |
In 2020, Sands China implemented SHL Enterprise Leader Development. The deployment targeted Succession and Leadership Planning and was embedded into Sands China’s talent management strategy to capture the performance and potential of leaders. SHL Enterprise Leader Development served as the central platform for consolidating leader assessment data to inform succession pipelines and development decisioning.
The implementation emphasized core Succession and Leadership Planning capabilities including structured leadership assessments, systematic performance and potential capture, talent pool segmentation, and development planning workflows. Configuration work centered on standardized assessment instruments, role-based dashboards, and talent review workflows to support HR-led calibration and promotion readiness decisions.
Governance was adjusted to incorporate data-driven talent reviews and a regular calibration cadence, aligning talent review processes with assessment outputs to drive more accurate talent and development decisions. Lourence Ho, Assistant Vice President of HR at Sands China Ltd, noted that SHL has played a key role in their talent management strategy by helping capture leader performance and potential to improve talent and development decisions.
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SHV Holdings | Retail | 50000 | $17.3B | Netherlands | SHL | SHL Enterprise Leader Development | Succession and Leadership Planning | 2021 | n/a |
In 2021, SHV Holdings implemented SHL Enterprise Leader Development for Succession and Leadership Planning. The implementation was executed within SHV’s corporate Talent and Leadership Development function to establish a standardized leadership assessment and succession capability across the organization, using SHL Enterprise Leader Development to deliver scientifically grounded talent signals. The SHL Enterprise Leader Development deployment provided a data-driven view of behaviors and skills, enabling accurate measurement of both current fit and future potential and creating comprehensive talent profiles for hiring and internal mobility decisions.
The implementation emphasized assessment-based behavioral analytics, potential modeling, and structured talent profiles to support talent reviews and development targeting workflows. Governance was organized through centralized assessment standards and role-based interpretation guidance overseen by the Corporate Director Talent and Leadership Development, with staged adoption across business units. According to Meltem Oktareskara Corporate Director Talent & Leadership Development SHV, these insights have enhanced hiring decisions, enabled better targeting of development initiatives, and helped build a strong leadership pipeline that will continue driving future success.
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Automotive | 10800 | $14.2B | United States | SHL | SHL Enterprise Leader Development | Succession and Leadership Planning | 2024 | n/a |
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