Better data for Talent Reviews & Succession Planning

Succession Planning is the process of identifying and developing potential future leaders or senior managers, as well as individuals to fill other business or critical positions, either in the short- or the long-term. [Source: Chartered Institute of Personnel and Development]. Implementing Succession Planning can: Minimise business risk Allow you to more accurately plan for the future Ensure that your organisation has the capability to deliver against a vision and strategy Build organisational resilience, sustainability and business continuity Pinpoint development needs Identify career progression paths so you retain your strongest talent. For many organisations, they need to demonstrate to stakeholders that they are proactively managing the people-risk element in their businesses.  This is particularly true in the Private Equity arena where organisations can change ownership and the new owners insist that a stable management team and organisation is in place.…

Why open questions can be more powerful than ratings in 360 degree feedback

It is common to use ratings in 360-degree feedback questions as it provides a short cut for people to prove a lot of feedback across many different subjects, quickly and easily.  In other blog posts, we've looked at making sure the right scales are included in your 360 degree feedback assessment. Certainly within performance management, there has been a shift away from ratings (see our blog post here).  The trend for written feedback continues and while it's common to have a few open ended questions in 360-degree feedback projects, often they are little more than 'start, stop, continue' (which we don't rate much!).  How can we ask better open-ended questions and get better feedback?…

How detailed does your Competency framework need to be?

Increasingly and as part of a broader talent management strategy, we are helping client's analyse and develop competency frameworks. Working with large numbers of these you do begin to see patterns and consistent themes, but we do also see a great variation in the depth, breadth and structure of competency models.  If you'd like to see some examples that span this spectrum, read on and do contact us. When developing a framework to underpin your talent management efforts, it can be difficult to strike a balance between something that will apply to most and making it too generalised to be useful. Our first step, is to ask why and how with the framework be used.  We often create 'personas' of people that intend to use the framework in applications such as recruitment, performance management, talent reviews, leadership development and so on.  With this 'lens' firmly in mind, we can begin to set the right level and continuously refer back to the 'how' and 'why' to keep the project outcome-focused. Whilst staying grounded in the application of competences, we can't ignore the sound research that exists and has stood the test of time.  …

Six ways to help team performance using 360 degree feedback

360 degree feedback is mainly used as a way of identifying strengths and development needs of an individual. It’s used often as part of a leadership or personal development programme, or alongside coaching – but not so often as part of the development of team performance. With a greater focus on rewarding, empowering and driving team performance, why is that?…

How to receive feedback - graciously!

Receiving feedback - whether it's positive or not-so-positive - can be hard to do.  You can feel a range of emotions whether it's praise your getting or less than praise.  To help view, receive and take on board all feedback - and to do this with grace - we've pulled together seven simple rules. …

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