Developing successors through succession planning
is a different ball game today, unlike the past
for one, people no longer plan to work for you, for life
for another, the high attrition rates demand
grooming not just one, but a few for a key position!
Business realities change so fast that
shorter time planning appears sensible, realistic
long term - some positions may not even exist
so focus on developing the key talents, in diverse ways
the high potential, in a measurable manner
ascertaining their interests, taking their inputs as well!
In a volatile market, anyone may leave any time
yet the inputs you give, the grooming you give
will create the bond, with some of them hopefully
staying put, in a satisfying, growing environment
Identifying competency of each key position
like "self driven", "result oriented", "transparency", "communication"
and against them eliciting, assessing, measuring
the competency of those you already have in company
using tools like business score cards, assessment center
and 360 degree assessment to ensure
stakeholders also feel the person is competent
But will this not result in de-motivation of the rest
when some preferred, projected over other employees?
not if you ensure a merit based exercise
tangible and measurable, providing avenues
a fair chance to all to showcase their talents
provide answer to question -
"What's in it for me?"
The smaller organizations too need to plan for succession
but use tools suited to their size,
requirement and affordability- perhaps buy
a suitable succession- planning software....
What if a person selected for senior position
had a great track record but found incompatible
unable to fit into organization culture
unsuitable for role, unable to deliver?
do quick damage control by grooming to your needs
a shadow coach working closely to find gaps
and closing them speedily, at the earliest!
Ease him/her out if unable to do so
all the while, having a shadow resource
who works closely with him/ her,
to take his/ her place if the need arises...
After expensive training initiatives
for the Hi-pots, don't let the steam fizzle out
give them projects to work on, meet them frequently
use staggered learning approach of 8 to 10 months
find out what is working, what is not
and take corrective steps for success of program..
Succession planning, developing successors
is number one priority in these times
now, more than at any other time!
NB:(1) Hi-pots refers to high potentials.
(2) The source material for this poem is a webinar organized by Bija Training on 8th December 2021 featuring Mr Rajesh.M. DGM Talent management,Omega Health care Pvt Ltd.
