Succession management best practices suggest that the appropriate balance between hiring leaders should be 70% internal and 30% external. Leadership readiness programs, however, have suffered in the recession and been traditionally disparate from recruiting and retention activities. Talent acquisition teams, meanwhile, often lack visibility into the development pipeline at an organization.
It seems only natural that the two should partner; the leadership hiring team is great at identifying talent and the leadership development staff excels at bringing out potential in talent. How can your organization remove talent management silos and forge a connection between the teams of hiring and developing? With stakes like the high costs of re-recruiting, knowledge loss and executive turnover, it's critical to master now.