Why? Unless you’re ahead of the curve in determining where the organization is going, you won’t have the talent levels you’ll need to execute your plan. Succession planning should start with the strategic direction of the company followed by answering the question, “Who in our talent pool can help us execute against this strategy?” It’s important to do this work to be able to identify and leverage both top talent and high potentials and to create engagement for them. There are many people who feel underutilized and under-challenged in their organizations and this work helps solve for that.
How? It’s best to have an orchestrated approach to succession planning to focus the right level of attention on the activity. After all, you’re laying out the key components that need to be implemented for the business to thrive in the future. Data should be gathered, people should be engaged in discussions, summaries. Plans should be documented and discussions should be organized. The challenge is that people in charge aren’t often skilled enough to be doing this work.
Who? This work should involve several parties. Engaging senior leaders makes for powerful succession planning efforts. Managers should be working with their employees to understand what’s important to the employees in terms of their career development and they should be keeping key employee data updated. HR should be collecting information in preparation for leadership discussions. Leaders should plan for conversations with each other to determine answers to key organizational development questions.  It’s important to assess and plan at the function level, the position level, and the employee level, and work all three into plans that are interconnected.
How We Help. We can either build your competence to do this or conduct it for you on your behalf.

We help by addressing common traps such as:

  • Limited understanding or process
  • Enabling conversations aren’t happening
  • Talent hoarding. This is the single biggest obstacle to good talent development—managers won’t give up their talent
  • Identifying someone as ready now who is not
  • Identifying someone as mobile who won’t move when pressed
  • Not sharing feedback from succession plans with employees
  • Not executing the plans
  • Worrying about offending someone by not including him or her
  • Not putting people into stretch assignments
  • Not supporting employees in roles that are stretches for them
  • Not making big bets on people

Simplicity is key. We are masters of doing this work so that it makes sense and makes a difference.

Implementing Talent and Succession Planning

Contact Us

Janson Associates, LLC.

1-866-WE-UNLEASH  ▪  (508) 967-7051 fax  ▪  info@jansonassociates.com