Is your Organization Talent Review and Succession Planning process really effective?

Organization Talent Review & Succession Planning: A Cornerstone, Yet Often Flawed

In the dynamic landscape of modern organizations, people are the asset and top talent is key differentiator in the business. Hence, the process of Organization Talent Reviews and Succession Planning (OTRS) stands as a cornerstone for sustainable growth and continuity. As HR leaders, we have the privilege and responsibility to not just introduce, but also enhance the effectiveness of OTRS processes across organizational levels.

Throughout my journey collaborating with leaders from various organizations, I've encountered both successes and challenges in the implementation of OTRS. While it remains a common practice, there are discernible gaps that hinder its effectiveness, thereby compromising its intended outcomes.

Common Pitfalls and How to Overcome Them:

1. The Elusive Definition of "Potential":

The Gap: Many organizations rely on performance- potential matrix (9 box grid). However, the lack of clear criteria for "potential" fuels perception bias diluting the efficacy of the talent review process.

The Fix: Develop a robust framework outlining the potential criteria (like learning agility, desire to succeed, willingness to relocate etc.) needed for different levels within the organization. This fosters consistency and reduces bias.

2. Leadership Calibration: Beyond the Checkbox

The Gap: Leadership calibration sessions are crucial for ensuring consistent evaluations. However, these sessions are often skipped or delegated as mere checkbox exercises, depriving the process of its vital calibration aspect.

The Fix: Ensure calibration discussions are conducted and facilitated. Encourage active participation in calibration sessions. Leaders should come prepared to discuss and agree upon benchmarks for performance and potential. ?

3. Emphasize the "Why": Building Buy-in for OTRS

The Gap: Often, the profound importance of OTRS is overlooked. Without clear communication highlighting its strategic value, leaders view it as a mere formality.

The Fix: HR Professionals need to champion OTRS as a tool for future-proofing the organization and fostering leadership development. Emphasize the strategic importance of OTRS through regular communications. Tie it directly to the organization's goals and future growth plans.

4. Development Plans: From Paper to Practice

The Gap: Identifying high-potential employees is just the first step. Development plans for potential successors often sit stagnant, lacking clear action items and accountability. This creates an execution gap.

The Fix: Develop concrete learning and development plans with measurable goals and regular check-ins. Hold leaders accountable for ensuring the success of their team members' development journeys.

5. Top Talent: Retain and Engage

The Gap: Many organizations lack a clear strategy for attracting and retaining top talent. This leads to a reactive approach, leaving them vulnerable to unexpected departures.

The Fix: Develop a comprehensive top talent management strategy encompassing both development opportunities and competitive compensation & benefits packages.

6. Structured Communication: A Dialogue, Not a Monologue

The Gap: No or Casual conversations with top talent and successors leave much to chance. Whereas unstructured conversations with top talent and potential successors undermine their sense of connection and growth within the organization.

The Fix: Implement regular, structured conversations focused on career aspirations and development plans. Demonstrate your commitment to their long-term growth.

7. Mapping the Path: Career Visibility Matters

The Gap: A lack of clear career paths leaves top talent feeling stagnant and disengaged. This can lead to attrition of top talent from organization.

The Fix: Provide transparency and discuss future possibilities to motivate and retain top talent. Map out potential career paths within the organization and actively discuss with top talent post calibration sessions.

Making OTRS Work: A Continuous Process

It is evident that while OTRS processes may exist, their effectiveness warrants scrutiny and enhancement. Continual identification of gaps and a commitment to strengthening the process are imperative. However, this is only half the equation. Hence Optimizing OTRS requires a two-pronged approach:

1.??? Continuous Improvement: Regularly identify and address gaps in the process. Gather feedback from leaders and employees to ensure its effectiveness.

2.??? Flawless Execution: Clearly define accountability for each step of the OTRS process. Implement a regular cadence for follow-up and progress tracking.

As HR professionals and Leaders, it is incumbent upon us to champion these principles and drive meaningful change within our organizations. Let us strive to bridge these gaps, ensuring that our Organization Talent Review and Succession Planning processes are not just perfunctory exercises, but strategic imperatives that nurture talent, foster growth, and secure the future of our organizations.

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VIDHU SHARMA is a Leadership & Life Coach with more than a decade experience in coaching leaders and HiPo's. He shares his global leadership experience and insights by rendering services in areas of Strategic HRM consulting, Leadership Journeys, and teaching at MBA colleges. For more information, visit at https://www.vidhusharma.in