In our blog this week, we take a look at the impact that the consumerisation of talent is having – or may need to have – on our the succession planning activities of an organisation.
With the growth of the career portfolio organisations need to align their succession planning approaches farĀ more to how talent thinks about careers and to move away from how HR thinks about process.
We’ve summarised what we see as the implications for HR and Talent professionals – and offer some food for thought.
| Talent consumerisation indicatesā¦ | This means for us in HRā¦ |
| That succession planning plans that go out more than 3 years or so into the future may be a waste of time | We need to have more robust, shorter-term plans which may require more system support due to their changeability |
| That organisations are exposed to significant risk and unnecessary cost Ā if their succession planning approaches do not include realĀ mobility and career data | We must find a way of talking about mobility more honestly, and ensure that career dialogues are happening and that this data is being recorded and used in talent reviews and succession discussions |
| That we need to think about whether talented people are working for the right manager as part of succession planning and talent reviews | We need to be able to gather data on engagement, retention, promotion, performance etc. by managerĀ and use it. We need to set clear expectations that inadequate line management will no longer be the only key part of a job that we are allowed to be poorĀ at |
| That we cannot continue to make assumptions and guesses about individual career aspirations, or exclude them from the conversation. This exposes the organisation to huge risks. We need to measure succession planning differently | We must ensure that we have stress-tested succession plans against different scenarios to understand how robust they are. We need to measure what actually happens, not how many boxes have names in. We need to be able to trust data on career aspirations and mobility |
| That we need to tie-in succession planning with strategic workforce planning to understand where the key succession risks to business strategy lie, and to understand where a different strategy is needed to address risks | Adopt a more contextual and prioritised approach to succession planning ā aim to have greater success in focusing on a smaller number of more important succession areas. Need to include data on external talent availability and identify critical roles relative to strategy not manager opinion |
Read our blogs on the impact of talent consumerisation on performance managementĀ and employee engagementĀ – and watch our videos.
When you’re ready you may want to get in touch to talk about how this impacts your organisation and don’t forget to sign up for our newsletter.