Network - Winter 2011 - (Page 18)

O Feature Missing Ingredients in The By Laura Hambley, Ph.D., Chad Hayward, M.A.Sc., and Eloise Moodie, M.A. SUCCESSion Planning managers and employees are clear on expectations, and understand the attributes required as they progress to more senior levels of the organization. This clarity is best achieved by identifying all of the critical competencies that leadership entails, at particular levels in specific organizations, rather than relying on vague all-encompassing classifications such as “high potential” to identify succession candidates. For example, what is their ability to manage conflict or influence others? How good are they at thinking strategically? How capable are they when it comes to managing the people and resources required to complete a complex large-scale project? If we do not measure such competencies, how can we know where talents and development areas lie, and how best to prepare individuals for the next levels of their careers? uccession planning has reached a point of serious concern for most organizations as the need to prepare for ongoing retirements and labour shortages becomes a reality. Unfortunately, many organizations still seem to be treating it more casually than they should, making common oversights such as not establishing competencies required for success at more senior levels, failing to employ valid and objective measures of leadership capability, and missing the opportunity to support succession initiatives with ongoing development planning. Taken together, these “missing ingredients” can derail a process that should be critical to ensuring the continued growth and success of the organization and its people. To start, no succession planning initiative can succeed unless 18 O S When employees perceive that individuals are placed into the succession pool through bias or favouritism, it can result in a decrease in organizational commitment, lack of motivation, and suspicion of the process. All too often, succession management programs also lack objective assessment of leadership capability. Consequently, managers are left to rely on their own subjective opinions of talent and potential when identifying succession candidates. Do the following examples sound familiar? http://M.A.Sc

Table of Contents for the Digital Edition of Network - Winter 2011

HRIA Chair’s Message By Todd den Engelsen, CHRP
Succession Management: Part of a Culture of Excellence By Eitan Sharir
Helping Leaders Emerge By Wayne Ormond and Stephanie Paquet
The Missing Ingredients in SUCCESSion Planning By Laura Hambley, Chad Hayward and Eloise Moodie
Understanding and Leading Through Generational Differences By Judy Johnson and Laura Methot
Top 7 Reasons Why Succession Planning Fails By Jim Moore
Ask Field Law / Index of Advertisers

Network - Winter 2011