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Succession planning – or smart talent management?

Succession planning – or smart talent management? Purpose – This paper aims to identify what succession planning actually is and the pro's and con's of buying in, or building talent in the organization. The paper is informed by BlessingWhite's 2008 global survey into employee engagement. Design/methodology/approach – The paper examines the advantages and disadvantages of buying in and building talent to ensure the right people are in the right places at the right time within an organization. It describes five strategies for ensuring succession planning works. Findings – The five key strategies are: aligning succession planning with business strategy, assessing leadership potential using the 3Cs, involve the talent in the planning, mixing development: experience/coaching/training, and casting a wider net for succession. Research limitations/implications – The research quoted is the global BlessingWhite survey – The State of Engagement 2008. Practical implications – The paper details changes to succession planning strategy. Originality/value – This paper gives new research data and an approach to succession planning. It is of value to senior HR professionals and executive teams in companies concerned about effective succession planning and talent management. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Succession planning – or smart talent management?

Industrial and Commercial Training , Volume 41 (1): 6 – Jan 30, 2009

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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850910927697
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to identify what succession planning actually is and the pro's and con's of buying in, or building talent in the organization. The paper is informed by BlessingWhite's 2008 global survey into employee engagement. Design/methodology/approach – The paper examines the advantages and disadvantages of buying in and building talent to ensure the right people are in the right places at the right time within an organization. It describes five strategies for ensuring succession planning works. Findings – The five key strategies are: aligning succession planning with business strategy, assessing leadership potential using the 3Cs, involve the talent in the planning, mixing development: experience/coaching/training, and casting a wider net for succession. Research limitations/implications – The research quoted is the global BlessingWhite survey – The State of Engagement 2008. Practical implications – The paper details changes to succession planning strategy. Originality/value – This paper gives new research data and an approach to succession planning. It is of value to senior HR professionals and executive teams in companies concerned about effective succession planning and talent management.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Jan 30, 2009

Keywords: Succession planning; Leadership development; Skills

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