If you like reading articles and want to understand more about talent, check out Claudio Fernández-Aráoz’s article in the Harvard Business Review: “21st Century Talent-Spotting”.

The whole area of talent management and succession planning can appear to be overkill and time-consuming, or simply a tick-box exercise.  If designed and implemented properly, with it being integrated into the existing performance management cycle, it can make the appraisal process much more meaningful for both manager and employee alike.  It can also provide better quality data.

For example, as an employee, having this discussion as part of the appraisal process increases the focus about your future development opportunities and your career aspirations making it a more rounded conversation.  It will mean the Succession Planning data is more reliable and robust in the event that the proverbial ‘bus strikes’ and a stand-in is urgently required.  This becomes all the more important for international organisations where global mobility is often also sought.  And it can provide that very important assurance of continuity and scalability to potential investors or acquirers.

When an organisation is at this stage of their development, it’s likely that more comprehensive leadership development programmes will be of great benefit to move the organisation forward.  By working with the high potential employees within the company, the change agenda can be more effectively driven.  PeopleStance can work with you on any recommendations or requests for proposals.

Wherever possible, it’s encouraged to have real-life group projects for high potential employees as part of any talent programmes to work.  This increases innovation, creativity and different thinking on how to reach business goals in a cost effective manner.