Creating a Strategic Approach to Succession Planning
“World 3.0 requires a new set of skills in cultural agility and flexibility.” –
Dr. Pankaj Ghemawat, Professor of Global Strategy at IESE Business School (1)
Post and Pray?
We stand at a door wide open as we survey business operations today. Increasingly recognized as a core business function, talent acquisition is giving way to many branches which include employee retention and succession planning. Often forgotten but not quite lost in the mix, organizations today need to have a clearer, more strategic approach to what recruiting quality entails and what it means for them, the hiring company. When job requisitions stack high, is it easy to have a “post and pray” approach – meaning posting to the various job boards, sitting back with a yawn, and waiting for excellent applicants / candidates to drop into the recruiter’s or talent acquisition leader’s lap.
Aligning Company Growth Goals
A Talent Acquisition Strategy must align with a company’s growth goals. This means a wide-eyed look down the yellow brick road to fully understand what each acquired traveler brings to the journey. It may mean more work at the onset, but further down the path? The right talent brings energy and development necessary to maintain momentum and meet the wizard head on.
Leaders who wish to grow healthy and culturally-sound organizations need to re-think their growth strategies to include succession planning, not only for upper management positions but also for those roles which evolve into leaders from within, The 360° Leader or Middle Manager.
An interesting by-product of growing your leadership from within is the vested interest your workforce will build within themselves.
The realization that opportunity is built into their current organization changes the employee – they become engaged in growth and stability, as well as becoming a loyal workforce – opportunity does great things to an employee, especially during uncertain economic times.
When the Scarecrow received his “brain,” he suddenly became the leader Dorothy always knew he was. He was given opportunity and recognition – and he stepped up his game. The same can occur with an engaged workforce – identifying leadership traits and potential changes how we hire. The future for an invested organization becomes more saleable and planted.
How is this missed? How do we lose sight of the very simple concept of employee engagement and retention? Talent acquisition is not a fly-by-night practice – it requires strategy in thought and deed. The strategy comes in when we remember the long and arduous journey to Emerald City – success that lies over the river and through the woods.
Not every opportunity is a yellow-brick road. Not every employee is brave or a genius, but most have an undiscovered heart that can be captured and aligned with growth goals to greatly benefit both employer and employee. If what you’ve always done has failed to yield a united and devoted workforce, why would you continue down that road?
by Rayanne Thorn
**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.