Group items tagged

I like number 3 the best....it takes more than just the HR department to develop a successful succession plan.

All 5 are important but number 2 stands out to me because often some of the best talent is not recognized but leaders.

I think 3 and 5 go hand-in-hand. Good basic information.

Succession planning is perhaps the most important job of corporate boards. Without a strong succession-planning program, companies are not prepared to fill openings created by retirements or unexpected departures, nor are they able to meet demands of the organization.

To me the importance of succession and cross-training within departments is very crucial. Yet I think still many times today people view these things as a loss of job security. Many time individuals may feel a false sense of security if they are the only person that knows how to do 'x'.

I could not agree more with your comments. I hear it on a daily basis, if I am the only one who knows this information; the organization has to keep me. Much of the fear comes from massive layoffs and reorganization-if they need the knowledge they will need me.

Short clip on having a successful succession planning...which starts early.

It is about being proactive and planning before the need arises. Often, employees leave and then the organization is left trying to figure out how to replace a critical role because there is no one identified to succeed the employee who left.

Correct...I have seen that to many times.

Succession planning and replacement planning are both strategies that are incredibly important to the lifeline of any organization. However, these two processes are often confused, even by senior organizational leaders.

Chain of command is not limited to the battlefield. Knowing who comes next in the line and having a plan is critical for mission success.

Two mistakes that often occur when replacing a CEO ; either choosing someone in his own likeness when what the company really needed was someone different, or choosing someone of lesser stature to preserve his own legacy. This often happens with other senior management roles.

Succession planning is a means for an organization to ensure its continued effective performance through leadership continuity. For an organization to plan for the replacement of key leaders, potential leaders must first be identified and prepared to take on those roles. It is not enough to select people in the organization who seem "right" for the job.

The involvement of the Board of Directors is critical when creating succession plans for C-suite roles. The Board has a responsibility to make sure the organization has an employee who is ready and have had time to experience or "shadow" those who are in the roles one might succeed.

Simple but interesting PowerPoint

Smooth CEO and C-suite transitions are critical so why do the majority of companies state they do not have ample talent pool to fill them?

Unfortunately, planning for succession is often overlooked or occurs when it is too late - after key people have left the organization and there are no internal candidates to fill the leadership positions.

Interesting....and oh so true!

A little more information on the difference between the two topics

"Organizational development is successful when it is seen as a business necessity and not just another department within an organization,"

Lengthy article but full of good information on the study and findings.

All companies can provide an orientation program that does not forget the small things like greeting a new employee warmly, taking her or him to lunch, and providing a functioning workstation on Day 1.

I am a Disney fan but now knowing a person who works there and seeing their on boarding process (via this website) it is no wonder that they are such a huge and successful company.   The website goes through, what looks like, everything a person would need to know in getting started at Disney.   I could see how helpful a website such as this would be to almost any profession.  Disney obviously has enough money to produce this website and keep it current, but I do not think that would be too hard or expensive for a school district, police agency, banking industry, military, or many other professions to implement.

My niece just completed an intership this summer with Disney. She was pleasantly surprised by how comprehensive the website and training was for interns. Eventhough she was scheduled to intern for six months, everything about the training and experience won her over to want to be a lifetime employee of Disney. Many companies could learn from this model.

I heard that the first two days of employee orientation is strictly story telling. They use the 'cast' members to acclimate employees to the Disney culture using stories. I feel like this is really in sync with Disney culture and would also be a very effective way to get employee excited about their role in the bigger Disney 'story'.

Some key points for large organizations to have a strategy for leadership building: Never Hire in Panic, Plan for the Future & Get Everyone Involved. 

It really is about the partnership between HR and Leadership. This was a good read!

Forbes article

Good article, nice to see the 7 C's and an observation point from a leadership level owning up to be a contributing factor for new employee success rate.

There it is again with that compatible non-sense. That is why organizations get jammed up in lawsuits, and lose huge sums of money. Its a whole new generation of employers thinking that they should hire based on "Cultural matches" which are made up in the first place. That is a preference, and it cannot be articulated on the bench in front of a jury of 12. If you can't defend it, then don't make it a core competency or requirement. Make it a subfield, or a preference.

Talent Management Strategy to Create a Higher-Performing Workforce

Simple and direct information - we both selected the same article - great minds!

The articles discusses the benefits gained from a strong onboarding process. More importantly, it addresses that onboarding is not successful when it is regarded as a one or two day process. It is ongoing processes for several months.

This is a good article. The point made in the article about whether organizations should apply metrics to measure the impact of your investment on performance is one that is often overlooked, or the organization measures the wrong items.

Nice to ADP investing so much time and energy into these articles. Good information to have.