Having a career model that is closely tied to business needs can not only enhance retention, but also facilitate the development of professionals to support critical areas that are in danger of being understaffed.
Increasingly, organizations turn to strategies that involve developing business leaders as talent leaders - making them the critical connective tissue between talent strategy and business execution.
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.
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.
Organizations are increasingly reliant on HR departments
to build a leadership pipeline of managers capable of
leading "creatively" through turbulent times.
Engaged workers stand apart from their not-engaged and actively disengaged counterparts because of the discretionary effort they consistently bring to their roles. These employees willingly go the extra mile, work with passion, and feel a profound connection to their company. They are the people who will drive innovation and move your business forward.