Aligning Company Growth Goals thru Succession Planning, part 2

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Balance and Agility for Unity

When an organization and/or HR department identify their direction – the road they will skip down – planning the journey for optimal results becomes requisite. It is through the gaining of this balance and focus that the opportunity to be agile in hiring is real and truly attainable.

This balance is achieved when collaboration is tangible (not just a goal), when technology is truly integrated into communications for both inside and out of the organization (to increase comms, not decrease the need for humans), and when the average employee feels like he has a voice that is heard nor appreciated.

Expressions of Change: Becoming a Flex-Agility Organization

In a recent study, employees across generational lines expressed desire for more flexible working arrangements. The opportunity to work fewer but more concentrated hours, as well as the shift to a virtual workforce are attractive options to all generations of employees, not just Gen Y and Millennials. It is interesting to note that while most employers see this trend and have a desire to accommodate, others like high-tech employers Yahoo and Hewlett Packard are reigning in remote or virtual employees, discontinuing their long-time practices of allowing employees to work from home. What does this denote? Are we discovering that much of what employees say they achieve is merely a smoke screen, a show – like the great and powerful Oz – or have these organizations determined that they want their agility in-house? It will be interesting to see if other high tech orgs follow suit or if they will take advantage of the many employees sure to leave the Yahoo and HP workforces to continue to work in the greener pastures of their own homes.

Smart organizations will see the spark of an agile and flexible workforce as potential to build a greater future workforce, a workforce united by trust and opportunity.

A strong leadership pipeline should consider the total workforce – contingent and permanent employees across the global organizational footprint – when building internal talent pools. Contingent work appeals to millennial workers who are driven by an entrepreneurial spirit and like “being their own boss.”

Build Your Company to Last

The online, tech, social, and mobile world in which we now live and work has created incredible opportunities for organizations to expand globally, if they can be flex-agile enough to trust their future in the hands of their employees. The first step for employers is the recognition of the great potential that exists in strategic hiring practices. The prospect of growth and the chance for employee loyalty is greater than ever before.

The question hangs – are you willing to engage, develop, and reward your workforce? The answers will come in the form of enhanced employment brand, innovative achievements and boosted succession plans within.

It doesn’t sound like a risk at all when you recognize that building your company to last means that it will.


by Rayanne Thorn


Aligning Company Growth Goals thru Succession Planning, Part 1
The Value of Succession Planning





photo source

1. Ghemawat, P., World 3.0: Global Prosperity and How to Achieve It, May 2011


**My company is offering a Free White Paper: “Built to Last: Cultivating Leaders in the Multi-Generational, Global Workforce” here and watch our space as we break down what makes succession planning successful.


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