Succession Planning within the new Talent model – 5 things to think about

In our blog last week, Professor Nick Kemsley, outlined trends in how talented people are viewing their careers and their interactions with their employers. In this video, he explores how these trends might translate that across to succession planning – and highlights five key considerations for us Take a look at the realistic and valid timescale of a succession plan – are 4 – 5 year plans looking to far in…

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Critical Role Assessment

One of the early stages in succession planning is to identify those roles for which you need to ensure a pipeline of talent. For most organisations, having a successor identified and developed for each and every role would be beyond their reach, and not a productive use of HR resources. It is probably the role of all managers to be readying their second-in-command, but, as an HR or OD practitioner,…

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Managing High Potentials, maintaining coverage for critical posts, ensuring succession – it’s all down to you.

Can you answer, in an instant, the following questions about your organisation: Who are our High Potential individuals? Who have we missed? Which of our High Potential individuals have an increasing risk of leaving us? Which of our Succession Plans are at greatest risk of failing to deliver? Which high performers must the organisation focus its retention efforts on? Who, for example, speaks Spanish, wishes to move internationally, has high…

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Making Talent Reviews more effective

As an HR Business Partner, you need to know where the pipeline of future talent is going to come from within your area of the company. Do you have sufficient internal talent to drive the future growth of the business, as set out in your strategy? What are the gaps between the resources you have and what the company will need in the next 2-5 years? What are managers doing…

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