Resources: Blog Post

  
May 13, 2015

Succession Matters

Ian's Morning Musing imageAs I hope you know, we are trying to engage our SCNetwork members to become more active with social media. As a result, our communication to members has been refreshed, which is a great step forward. My traditional weekly “Musings” have become less frequent in 2015, as other members, quite rightly, share their perspectives. That said, I’ve really appreciated the encouragement that I have received from a number of you requesting that I keep my snippets of observations flowing more often. As such, over the next few weeks, I am going to add them to my personal Linked-In page and we’ll see how things progress.

Our event topic tomorrow at the National Club is a timely one. David Gibbons, the Managing Principal of Korn Ferry will be discussing CEO succession, and how success at this level is predicated upon good leadership development. I recently attended the HRPS conference in Miami and representatives of Korn Ferry spoke there also, providing some thoughts on effective succession management planning. Their comments were based upon a global survey of more than 1,000 responses.

Consider some of these findings and whether they resonate with your experience:

  • 2/3 of survey respondents have identified key company roles for less than 10 per cent of their potential leadership candidates. In other words, organizations classify them as high potential, but then do not thoughtfully, and carefully, map their career paths.
  • 1/3 of study respondents report that ‘ready’ candidates who are promoted are not consistently producing good results. Apparently, the reason is because of a disconnect from the business strategy. This implies our thinking on developing leaders does not keep pace with changing business dynamics.
  • Nearly 1/3 of respondents were either dissatisfied, or extremely dissatisfied, with their succession management outcomes.

A recent HBR article discussed what worried CEOs most — talent-related issues took top honour. They worried whether their high potential employees were being properly developed.

What is your experience? As senior HR practitioners, what are we missing? Based on this information, it seems HR has a long way to go before it gets a pass mark.

Share your thoughts on LinkedIn
Register for tomorrow’s session here


Filed under: ceo, hr, morning musing, succession, upcoming event Tagged: ceo, hr, succession

Ian's Morning Musing imageAs I hope you know, we are trying to engage our SCNetwork members to become more active with social media. As a result, our communication to members has been refreshed, which is a great step forward. My traditional weekly “Musings” have become less frequent in 2015, as other members, quite rightly, share their perspectives. That said, I’ve really appreciated the encouragement that I have received from a number of you requesting that I keep my snippets of observations flowing more often. As such, over the next few weeks, I am going to add them to my personal Linked-In page and we’ll see how things progress.

Our event topic tomorrow at the National Club is a timely one. David Gibbons, the Managing Principal of Korn Ferry will be discussing CEO succession, and how success at this level is predicated upon good leadership development. I recently attended the HRPS conference in Miami and representatives of Korn Ferry spoke there also, providing some thoughts on effective succession management planning. Their comments were based upon a global survey of more than 1,000 responses.

Consider some of these findings and whether they resonate with your experience:

  • 2/3 of survey respondents have identified key company roles for less than 10 per cent of their potential leadership candidates. In other words, organizations classify them as high potential, but then do not thoughtfully, and carefully, map their career paths.
  • 1/3 of study respondents report that ‘ready’ candidates who are promoted are not consistently producing good results. Apparently, the reason is because of a disconnect from the business strategy. This implies our thinking on developing leaders does not keep pace with changing business dynamics.
  • Nearly 1/3 of respondents were either dissatisfied, or extremely dissatisfied, with their succession management outcomes.

A recent HBR article discussed what worried CEOs most — talent-related issues took top honour. They worried whether their high potential employees were being properly developed.

What is your experience? As senior HR practitioners, what are we missing? Based on this information, it seems HR has a long way to go before it gets a pass mark.

Share your thoughts on LinkedIn
Register for tomorrow’s session here


Filed under: ceo, hr, morning musing, succession, upcoming event Tagged: ceo, hr, succession
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