In last Monday’s Blog (http://www.kubicalaforestconsulting.com/blog/2011/10/talent-management-and-the-talent-gravity-organization/), we wrote about the third keystone of a Talent Gravity Organization: Talent Management. And we presented eight components that comprise a strong talent management process.
The best way to look at the eight components is not linear, but as a circle starting with talent selection, with each component building on the previous component. Succession planning is the transition point. The point where one employee transitions out (into a new and bigger role within your organization) and another fills the vacancy. Think about this as an upward spiral for the employee.
Talent Selection: Through a rigorous vetting process (see our White Paper on Talent Recruiting and Integration and our article on Hiring for Fast Growing Companies – links below) the optimal candidate for your organization is selected.
Orientation and On-boarding: It’s important that the candidate gets the basics of employment addressed (signing required forms, benefits sign up and so forth) and also learns the “rules of the road” as they join your organization.
Performance Review System: The operant word is “system”. Employees need feedback, positive and negative so as to understand what they are doing well and what they can be doing better. This is not a once a year event, however. It’s an on-going process throughout the year.
Learning and Growth: Skills need to be developed, updated, and honed. And it can be provided through formal education, seminars, conferences or certification programs.
Incentive, Rewards and Recognition Program: This is a critical and often under-used component of management development. People’s internal motivations trigger differently. Some like accolades; some like rewards, some want something to strive for – a goal. But there is one commonality – no one likes to be taken for granted, or ignored or overlooked.
Management Training and Education: This is training specifically for managers new to management – those rising out of technical, clinical or field roles.
Leadership Development: For the candidate, this includes a developmental assessment of leadership traits and an integrative coaching process to transition and improve the new candidate’s integration into the organization, or to develop leadership style and qualities as a future successor. Leadership development for the entire executive team similarly uses the traits assessment for individual members and the entire group, whereas strengths in performance and potential areas of risk and underperformance are determined, with a collaborative and aligned effort for accelerated performance.
Succession Planning: Growth requires people to fill growth support positions. In this context:
- Who replaces the employee that is ready for promotion?
- Who fills the new position that is required to introduce a new product or service line?
- Who fills your position if you do not show up for work tomorrow – for any reason?
Businesses are “organic organisms”. They live or die based on how they are nourished. And it is your talent that nourishes your organization. So don’t feed it junk or starve it.
Suggested links:
- http://www.kubicalaforestconsulting.com/docs/KLC-TalentRecruitingandIntegrationWhitePaper.pdf
- http://www.ere.net/2009/09/11/hiring-for-fast-growing-departments-or-companies/
For additional information on talent management and our unique model for business growth, see our blogs, free articles, white papers and videos at: www.kubicalaforestconsulting.com
Copyright 2011 Kubica LaForest Consulting
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