How to make your succession planning more effective

We have a question for you. Are you starting 2017 with robust succession plans in place for your critical posts, high potentials and high impact performers? If not, is it time to look at how to make succession planning more effective in your organisation?…

Use data in Succession Planning

How do you use data in succession planning and talent review activities within your organisation?  Are you able to cut and slice the data to make informed succession planning decisions? Our recent article in HR Magazine has clearly given food for thought. In it, we look at how, one of the challenges we face in succession planning is identifying potential or rather, defining potential at the outset. And because it is so tricky to define, line managers often all fall back on the natural, inherent biases that we all have and bring the 'great guys' and the 'ones to watch' to the discussions at the Talent Review Boards - with not necessarily much to back their choice up. Isn't it the role of the HR team to make sure that the Talent Review Boards gather, use and interpret data more effectively and not rely on those being put forward based on a manager's 'gut feel'. The article in HR Magazine illustrates how, when 360 degree feedback is used as part of the talent identification process, different rankings of 'potential' can be found based on whether one is looking at line manager feedback or feedback from peers and direct reports.…

Are line managers failing to identify talent in talent review meetings?

When you identify talent, you're deciding who are offered accelerated promotion opportunities or development programmes. But what if you’re identifying the wrong people? In Talent Review meetings and conversations, line managers typically use a performance-potential matrix, often called a ‘9-box grid’, to review each member of their team. But the tricky part is to articulate what is meant by ‘potential’, and often it’s left to the manager’s gut feel whether or not someone is deemed to be ‘talent’.  Such 'gut feel' is open and vulnerable to any psychological bias that the manager might have - whether this is conscious or unconscious bias.…

10 ways to make performance reviews more effective

A solid, robust and effective performance review makes the difference between a tickbox exercise and a way of working which really adds value to the business.   Our top 10 tips follow.…

Making Talent Reviews more effective

As an HR Business Partner, you need to know where the pipeline of future talent is going to come from within your area of the company.…

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