Questions I have been asked
Should “high potential” employees know of their status?
Definitely. If you are having performance management discussions with your employees, they should know exactly how you feel about their performance and their potential for advancement. And they should know what they need to do to meet your expectations and their objectives. Having said that, there is a difference between individual feedback, and broadcasting a select group of high-potentials to the organization. I have seen organizations do that that and I completely discourage it.
What are the workplace behaviors you have observed that have the most negative impact on organizational success?
Lack of trust and transparency
No clear lines of accountability
Lot of talk and little execution
Re-opening decisions
Rewarding individual achievements
Punishing failure/not valuing risk
What have you found is the biggest hurdle to getting Succession Planning implemented?
Succession planning is that last piece of the Talent Management process – we have identified our talent, identified our non-performers. Maybe we have even identified the critical positions in our organization needed to achieve our plan. But when it comes to talking through succession planning we usually find ourselves trapped in two areas:
1. We look only within our network of candidates as opposed to really discussing the company-wide talent pool
2. We have that small group of names that keep popping up as successors for too many key positions
My experience has been that, rather than having succession planning as a separate agenda item, have it be part of the discussions on key individuals and key positions
Definitely. If you are having performance management discussions with your employees, they should know exactly how you feel about their performance and their potential for advancement. And they should know what they need to do to meet your expectations and their objectives. Having said that, there is a difference between individual feedback, and broadcasting a select group of high-potentials to the organization. I have seen organizations do that that and I completely discourage it.
What are the workplace behaviors you have observed that have the most negative impact on organizational success?
Lack of trust and transparency
No clear lines of accountability
Lot of talk and little execution
Re-opening decisions
Rewarding individual achievements
Punishing failure/not valuing risk
What have you found is the biggest hurdle to getting Succession Planning implemented?
Succession planning is that last piece of the Talent Management process – we have identified our talent, identified our non-performers. Maybe we have even identified the critical positions in our organization needed to achieve our plan. But when it comes to talking through succession planning we usually find ourselves trapped in two areas:
1. We look only within our network of candidates as opposed to really discussing the company-wide talent pool
2. We have that small group of names that keep popping up as successors for too many key positions
My experience has been that, rather than having succession planning as a separate agenda item, have it be part of the discussions on key individuals and key positions
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