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Bench Strenght

HR Bench Strenght
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  Building Your Bench Strength (Part 1) How the best organizations select and develop tomorrow's leaders ã Leadership ã Performance Management by Guido M.J. de KoningPage: 1 2Selecting and deeloping future managers is a crucial tas! and a big concern for many companies# particularly for leadership roles. $n a study by the %orporate Leadership %ouncil# &2' of companies predict they(ll hae an increasing number of leadership acancies oer the ne)t three to fie years. *t the same time# &+' are ,less than confident, in their abilities to ade-uatelycu!up/ staff these positions.0o ma!e matters orse# corporate boards often ma!e radical decisions hen they feel their %3 is underperforming. 3ne study found that chief e)ecuties appointeddian!gat/after 1456 are three times moreli!ely to be fired than %3s hoere appointed before that date.*ll companies need to find anddeelop the ne)t generation of leaders if they ant to surie# letalone thriema7u dengan pesat/.8ut most e)perts agree that only afe companies master successionmanagement. 0he first article inthis to part series ill discuss the practices that set those companies apart. 0he second  part ill offer a series of practical guidelines for successfully managing the succession  process. e!uirements or success %ompanies that create an effectie succession management process: ã -uic!ly anticipate and fill succession gaps ã identify employees ith high management potential and actiely plan their careers and deelopment to build ,bench strength, ã align their ,people strategy, ith their ,business strategy., *s a company gros and its strategy eoles# its leadership needs can change significantly. 0o meet  needs li!e these# companies must regularly discuss their talent recruitment and deelopment practices.9hen organiations meet these re-uirements# they create the !ind of leadership and management capacity that deliers sustainableber!elan7utan/ business results. 0hey also reduce the range in performance in !ey roles# minimie attritionpengrusa!an/ among top performers# and promote a high internal hiring rate.Many senior managers thin! their company is adeptmahir/ at succession planning# and they may be right. 0he problem is that although succession planning is essential# it(s 7ust the first step. $t(s e-ually important to develop  the leaders and managers so they can e)ecute the business strategy and delier results. 0hat(s hy companies that succeed at finding and nurturing leaders ho can gro their business do more than plan: 0hey e)cel at succession management  .Let(s ta!e a loo! at ho the best organiations ma!e the succession process an integral  part of their culture and ho they go about deeloping and nurturing tomorro(s leaders. #a$ing the succession process part o %our compan% culture ;o do most organiations identify and fill open positions< =sually# the anser is  passively . * position opens up# a search begins# and someone is found to fill it.8est practice organiations# in contrast# are more systematic and proactie. 0hese organiations: ã use an ongoing planning process.  8est practice organiations conduct periodic group discussions# often as part of a staffing reie process. See ,aluating mployee Performance >Part 2?, in See *lso./ $n a staffing reie# leadership teams from across business units meet -uarterly or semi annually to discuss their teams( performance and needs as ell as strategies for deeloping high potential managers. %onducting staffing reies is a poerful performance management tool that can be a !ey drier of the succession management process. ã are inclusive.  @ather than focusing on one or to candidates for a !ey role# best  practice organiations deelop large pools of management and leadership talent. 8roadening the talent pool increases a company(s oerall chances of success by improing its capabilities. ã $n one such company# eery employee is considered to hae high potential and is eligible for management or leadership positions. 0his company fosters a culture that encourages coaching and that supports and reards the indiidual groth anddeelopment of all employees.  ã keep the process simple.  Succession management can be made too complicated byelaborate forms and processes. 9hen this happens# the process usually dominates the discussion rather than the talents# s!ills# and !noledge of the candidates. ã 3ne company used to re-uire its e)ecuties to bring ritten assessments of their employees to staffing reies. =nfortunately# the e)ecuties became so committed to supporting their ritten opinions that it stifled open discussion. 0hey soled the problem by eliminating some of the paperor!# hich created a forum for open minded conersation. ã $n addition# orld class organiations open up the succession management  process# ma!ing it as transparent to the organiation as possible. 0his encourages clarity and integrity and minimies politics. ã own their succession management.  0he human resources department should support the process# but management must on it. *ccountability for selecting and deeloping managers and leaders cannot be delegatedA it is integral to  business success.0he most effectie succession processes are disciplined# yet fle)ible# open# inclusie# and oned by management. Borms and processes are subordinated to dialogue. 0he goal is for leaders to gain insights into their employees( performance and potential. 8usinesses that successfully implement this !ind of process ma!e succession management an integral part of their corporate culture. Best practices in management and leadership development $n too many organiations# management deelopment is drien by rigid training curricula#guided by compulsory competencymodels and C+DE assessments# andreinforced by standardied performance ealuation processes.3rganiations that e)cel insuccession management# hoeer#approach the deelopment of their managers and leaders -uitedifferently. 0hese organiations: ã emphasize on-the-job development.  Studies hae shon that real deelopment happens on the 7ob# not in the classroom. 0he amount of information that managers retain and internalie from training sessions pales hen compared to hat they gain from real life e)perience. 8est practice organiations deelop their managers and leaders by intentionally offering them a dierse range of career  building learning e)periences.  ã $n the past# many companies practiced 7ob rotation moing employees through different  functional   responsibilities from finance to sales to human resources. 0his is often an ineffectie# een dysfunctional# approach. Be employees hae hat it ta!es to e)cel in all those areas. $nstead# smart companies create dierse e)periences ithin a functional area. 0hey might moe a high potential e)ecutie from a small business unit to a larger one# and eentually# to a global business unit. 0his builds e)ecuties( leadership strengths and offers them opportunities to learn ho to oercome business challenges regardless of the business unit(s sie# comple)ity# country# culture# and mar!etplace. ã create progressive assignments.  Great organiations identify high potential managers# then moe them through the company at a -uic!# yet careful# pace. Managers may progress through a series of challenging 7obs rather -uic!ly eery 15 2F months and as soon as they(e mastered one 7ob# they moe to the ne)t challenge. 8ut their career moes must be carefully pacedA assignments that are too short can encourage managers to deal only ith the problems that they already !no ho to fi). ã carefully design assignments.  $n most orld class organiations# roles and responsibilities are properly designedA managers understand hat they(re e)pectedto learn and do# and they hae clearly defined and -uantified goals. $n addition# their 7obs are designed to gie them significant ,headroom, authority and responsibility and ,elbo room, scope and ariety. *s 9illiam McKnight# the celebrated chairman of CM# once said# ,$f you put fences around people# you get sheep. Gie people the room they need., ã individualize development.  *lthough certain e)periences and approaches may be more effectie than others# each person learns and deelops differently. Bor e)ample# some people loe to learn from their peers# hile others learn best through trial and error. 8est practice organiations personalie deelopment through informal coaching# ongoing feedbac!# and mentoring at all leels. * multinational organiation# for e)ample# began a program in hich the top CDD e)ecuties each identify a recent college graduate ith the potential to become an e)ecutie. 0he e)ecutie then sponsors that employee and supports his or her career deelopment. ã help managers make crucial connections.  3ne study shoed that FD' of all nely promoted managers and e)ecuties failed ithin the first 15 months of their promotion because they didn(t build strong teams or reach out to their colleagues and peers. Similarly# the -uality of a manager(s or!ing relationship ith his or her superior is a critical success factor and has a substantial impact on the person(s success. 0he emotional and relationship factors are important# and they hae to be encouraged and deeloped.@ather than relying on standardied training curricula# best practice businesses deelop their managers and leaders on the 7ob through a series of challenging and dierse e)periences. 0heir roles are broadly defined# yet e)pectations are clear# and they receie ongoing feedbac! and coaching to ma)imie the benefits from each learning e)perience.
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