Succession isn’t just about planning for changes in the C-suite. Beyond identifying future leaders, your succession management strategy should include workforce planning, skills gap analyses, and the creation of development programs to increase bench strength at all levels of the organization. Learn ways to identify and define the leadership skills you need at the top, and discover how to align and integrate those competencies throughout the company.
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Organizations and HR leaders today are facing some of the biggest and most talented labor pools in history, and navigating through this requires patience, processes, and tools. While there are many different types of tests and assessments readily available today, the sheer number can be overwhelming.
Courage and perseverance have a magical talisman, before which difficulties disappear and obstacles vanish into air.
- President John Quincy Adams
A local manufacturer recently hired me to conduct a train-the-trainer class for its senior operators. At the end of the class, I asked the participants how they could use the new skills we’d practiced. No one answered. I persisted, wanting to know what was holding them back from taking the training world—or at least the manufacturing floor—by storm. Finally they explained that training new operators was a waste of time because they just leave after a few days. Why bother?
Consider the following scenario: Tom is a manager who pushes his team hard to hit performance targets, often leaving employees debilitated, with some leaving and others cynical and de-motivated. He argues, “It’s just business—we met our targets.”
Corporate America has a problem: the annual performance review. Usually, this process starts with a self assessment, then a manager assessment, then a manager reviewing employee feedback with his or her boss. Finally, months later, an employee-manager follow up discussion is held.
In most organizations today, becoming a manager means that you're getting promoted. That's why you better be sure you want the job before you accept it.
Dan Pink, Journalist, Lecturer and Author of “Drive: The Surprising Truth About What Motivates Us,” and “To Sell Is Human: The Surprising Truth about Moving Others,” provides insight on how organizations can ...Read more
Dan Pink, Journalist, Lecturer and Author of “Drive: The Surprising Truth About What Motivates Us,” and “To Sell Is Human: The Surprising Truth about Moving Others,” provides applicable tips and tools for the new way ...Read more
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The conversation about HR having “a seat at the table” is over. Human Resources is a critical business function, and a true HR Business Partner who serves as a skilled business advisor and leader is critical to ensuring success. Equip yourself with the skills you need to advance your business.