Bench Strength: What Why and How

Introduction

Bench strength refers to the identified talent an organization has in its succession pipeline. For example, a strong bench of leaders ensures that an organization has the talent it needs to continue to grow and succeed, even as key leaders retire or move on to other opportunities. Because talent management is a key contributor to organizational success the building and maintenance of a healthy “bench” is a central consideration for leaders at all levels.

There are several ways to develop bench strength within an organization. One way is to create a system of succession management in which talent is identified and groomed for future roles. Another is to create a culture of learning and development within the organization. This can be done by providing employees with opportunities to learn new skills and knowledge and by encouraging them to share their expertise with others. While these strategies are not new in the general HR management field specific targeted interventions in the arena of talent will yield significant returns for the organization:

a. Stretch Assignments

Stretch assignments are often outside of an employee's normal job duties and require them to learn new skills. Stretch assignments can help employees develop new capabilities and prepare them for future roles. They can also increase employee engagement. It is however important to choose these assignments with care and to monitor employees’ performance to ensure that they are not set up for failure, resulting in despondency and lower engagement when they attend to their normal duties.

b. Dealing Effectively with Blocker Positions

Often organizations lose talented people because the opportunities for career advancement are not available or clear. For example, positions may exist, but it is not possible to place new upcoming talent until the current incumbent resigns or retires. Although a sensitive area to address several options are available. Negotiating transfers of current incumbents or early retirement are potential options. More positive strategies though would be to create a flatter organizational structure, or by cross-training employees so that they are able to fill multiple roles. This allows for a more agile organization that can adapt to changes more quickly. Additionally, it ensures that there are always people available to step into new roles as needed.

c. Moving Towards Effective Succession Management

While traditional succession planning focuses on identifying potential resignations in the leadership cadre and deciding on how and when to fill those positions, succession management refers to a process by which organizations identify talented individuals and actively develop them to be ready to become incumbents of strategic roles. One of the most important outcomes of succession management is the development of a readiness plan. This plan should identify the key attributes, skills and knowledge needed for employees to be successful in their current and future roles. It should also identify the resources needed to help employees develop these skills and knowledge. The readiness plan should be reviewed and updated on a regular basis to ensure that it remains relevant and effective.

Succession management should also include strategies and plans for mentoring and coaching. This provides employees with the opportunity to learn from more experienced colleagues and helps them develop the skills and knowledge they need to be successful in their current and future roles. Coaching and mentoring can also help employees build relationships and networks that can be invaluable as they move up in their careers.

d. Creating a Culture of Learning

A culture of learning is one in which employees are encouraged to continuously learn and develop through active experimentation, creativity, and innovation. This can be done through formal training programs, informal mentorship relationships, or simply by encouraging employees to read industry-related books and articles. A culture of learning helps to ensure that employees are up to date on the latest industry trends and that they have the skills necessary to perform their jobs effectively.

Google is well-known for its approach to experimentation. The company has a "20% time" policy, which allows employees to spend 20% of their time working on projects of their own choosing. This has led to the development of some of Google's most popular products, including Gmail and Google News. The company also encourages employees to take on new challenges and to learn new skills, thereby embedding a culture of learning.

How organizations deal with failure can also have a significant impact on the establishment of a learning culture. To quote the CEO of the Lego Group - “Blame is not for failure. It is for failing to help or ask for help.” -- J?rgen Vig Knudstorp, Lego Group. This quote is a good reminder that we should not be quick to blame others when things go wrong. Instead, we should take responsibility for our own actions and seek help from others when we need it. This helps to overcome challenges, achieve goals and create the right climate for learning and development.

e. Conclusion

Developing bench strength takes time and intentional effort, but it is essential for the long-term sustainability of any organization. By planning for and implementing these strategies a healthy bench can be established and maintained, ensuring the future success of the organization.