‘critical’ or ‘key’ posts can work, as
long as the debate does not go on
forever. If in doubt, focus on broad
groups defined by level and function,
e.g. senior finance managers, specialist
engineers, division heads.
3. Pilot your approach by starting
with just one or two functions,
divisions, regions or levels in the
business and then widen scope as
you embed the process. Small firms
can easily cover all their staff in one
exercise.
4. Design in how information flows
to and from other key HR processes.
Talent management must link with
business and workforce planning. It
often uses information from appraisal
or assessment and feeds into both job
filling and development.
5. Clarify what you mean by
‘potential’ in relation to the areas of
focus identified. Don’t make it too
complicated for managers to assess
potential or identify successors – give
them clear and practical guidance.
76 MAL 13/16 ISSUE
Especially when looking more than
a few months ahead, explain what to
look for in how people are working
in their current job, which may signal
potential for a bigger or different role.
When advising managers on this,
take into account changes in skills
needs that you can already identify in
the business.
6. Collective management agreement
is based on the chance to discuss
possible successors, ‘talent’ groups and
their development needs. Individuals
will only get support in development
and appointments if leaders agree
they are credible future candidates for
real positions.
7. Communicate. Explain talent and
succession processes to all managers
and employees and make sure that
any individuals identified have
conversations about their careers and
development at regular intervals. They
may need to talk to several people in
the line and HR.
8. Tailored career development is
usually how talent and succession
management gives additional
business value. You should be
providing training and development
anyway. The added value comes
from facilitating job moves and
work experiences that give people
the experience and track record they
will need in order to be credible
candidates for future roles.
9. A serious role for HR leaders.
Succession planning requires active
facilitation and championing by
senior HR people who have high
credibility and are prepared to be
‘hands-on’. Designing the process
doesn’t do anything, you have to work
it.
10. Hang in there. Evaluate and
modify your approach but keep
at it for at least 5 years to show
real returns in terms of improved
resourcing and performance.
Companies need a bench with
the right future leaders who can
drive their business plans forward.