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Succession planning is a precarious subject for many organizations. ‘Who are your talents, and who should be in what position?’ Important questions that need to be answered. After all, Talents are your future. Many organizations do not objectively evaluate talent. When asked who their talents are, many managers are unable to answer. To tackle this, it is crucial to formulate objective talent indicators.
First of all, Higher & Company will thoroughly study your organization and management. They will focus on the following key questions:
• How do you define talent and is this an objective definition? • What positions are your key positions? • What are the (future) requirements associated with these key positions? • Who are your talents and what are their qualities? • What are gaps between future/ required qualities and the available talents? • What are your evaluation/selection procedures? • What risks exist for the organization in terms of succession continuity? • How can we parry these risks?
Higher & Company has developed various methods to secure your organization’s succession plan, including the succession of your management positions. One way of doing this is by objectifying your definition of talent and by clearly listing differences in competences and requirements for management positions. Also, we can design a tailor made succession model and talent pipeline which will reveal the structure of the key positions in your organization, the links between these key positions and the organization’s goals and the availability of talent on the different levels (tactical and strategic).
Finally, we will leave you with the knowledge and the skills to independently apply the same methods in the future. Higher & Company development programmes and assessments are also useful in the translation of analysis outcomes into concrete actions. During the last phase of the process we will determine whether there is a need for recruitment and/or extra training within the organization, and if so, in what form. |
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