I must confess that I am in doubt here. My HR heart can very easily understand the benefits for companies in having a structured Succession Planning Process. I see Succession Planning as a strategy for passing each key leadership role within a company to someone else in such a way that the company continues to operate after the incumbent leader is no longer in control. Succession planning ensures that businesses continue to run smoothly after the business’s most important people move on to new opportunities, retire or pass away. Therefore, it makes sense.
Therefore, once you have decided to conceptualize your Talent Program for all the right reasons it is now time to start crystalizing it to a firm deliverable.
Creating a clear plan to manage workplace anger and being aware of the triggers that can cause outbursts.
You would expect that today all companies would see the importance of having a Talent Management strategy yet Jeffrey Joerres, former leader of Manpower, commented in a recent interview in Harvard Business Review, “Nevertheless, companies routinely fail to put in place a workforce strategy that supports their business strategy. Most have done a pretty good job of looking out three years, maybe five, but they don’t then marry that up with the skills they’re going to need.” Talent management can be understood as a set of integrated organizational workforce processes designed to attract, develop, motivate and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives consistently going forward.
Three scenarios that crop up often in my coaching practice are:
• Will I be good enough? – The fear of something I have not experienced yet.
• Negotiating the right compensation package in internal promotions.
• Managing people who used to be peers.
One of our clients asked me to join their Global HR meeting and facilitate a discussion of the broad trends in Human Resources so that they could benchmark their plans. This article provides you with information on what are the current trends impacting HR. Firstly we will look at some broad trends and then we will look at five main trends impacting HR directly.
These are examples of what some companies are doing in terms of Talent Management and development based on what they have published on their official websites.
Some key messages from an article in HBR July-August 2009, Sylvia Ann Hewlett, Laura Sherbin, and Karen Sumberg, The Center for Work Life Policy, New York - "How Generation Y and Baby Boomers will reshape your agenda" http://hbr.org/2009/07/how-gen-y-boomers-will-reshape-your-agenda/ar/1
Key messages from an article by Jeffrey M. Cohn, Bench Strength Advisors, Rakesh Khurana,
Associate Professor Harvard, Laura Reeves, A.T. Kearney.
Key learning from and HBR Article of June 2007 by Douglas A. Ready, visiting professor London Business School &
Jay A Conger, Chair in Leadership Studies at Claremont McKenna College in California. For more detailed information refer to the article - http://hbr.org/2007/06/make-your-company-a-talent-factory/ar/1.