High-potential talent can help secure your long-term talent planning and ensure a strong leadership pipeline. These people are the future leaders of your company, and by using targeted development and succession planning techniques, you can tap into their aspirations to lead big changes and transform markets. Learn about the many ways you can mold these high-potential leaders, capitalizing on their high performance to achieve crucial business goals.
To be an effective leader, you don’t need to be the smartest person in the room, but, it does help if you ask the right questions. Because leaders are the people responsible for resolving situations, this often requires taking or guiding action(s) in response to change. Critical thinking is just as important a mindset as decisiveness and leaders must be aware of the appropriate scenarios for each.Read more
To the shock of some and the delight of others, I always advise clients and HR colleagues to ditch their 9 Box tool if they want to engage in successful succession planning. For those unfamiliar with the tool, the 9 Box is essentially a chart or grid commonly used to examine talent within the organization and to make succession planning decisions. Placement of potential succession planning candidates in the 9 Box is determined by ratings of performance and potential – both based upon a three point scale (low, moderate, high). Each of the 9 boxes or categories derived from the ratings are labeled. For example, the high performer/high potential category may be labeled “Consistent Star.”
Day in and day out, employees show up to the office and fulfill the duties outlined in their job description. Whether that means they make sales calls or fix broken code, they come in and (hopefully) do their work. Seems like a successful employee, right? Yes, but maybe not a happy one. In fact, a majority of employees report they don’t feel driven to improve and innovate beyond what’s expected of them — and that’s costing companies big time.Read more
Today’s succession planning efforts need to be integrated into all aspects of the talent lifecycle, and must extend beyond the reach of the executive team. Most organizations today are already experiencing the reality of a need for a deeper penetrating succession practice. In the United States, 64 million people or 40% of the US workforce will reach retirement age by the year 2020. This emerging reality creates a necessity of which organizations need no reminder. It has never been more important for companies to develop and retain talent at all levels of the organization.Read more