Curious if anyone has found an innovative way to conduct succession planning and talent review in a no traditional way that has helped better align the "people strategy" with the "business strategy?"
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Director of Talent Management6 months ago
I echo much of what has been said by Vlkl in the previous comment. We have one organizational strategy, embedded in that is a people strategy. Sounds like you don't have this at your organization. One thing that you could look at, if not already being done, is identifying which roles are critical roles in the organization. This will help you to assess where there might be high risk to the business and can work to connect a people strategy to mitigate the risks.
CHRO3 months ago
This is perhaps a non-traditional approach to using a somewhat "traditional" tool, the 9 block Performance vs Potential grid.Enough has been written about the challenges with using the 9 block/cell, but when you get it right, it can be a very useful predictive tool to connect your talent strategy with your business strategy.
Although the axes can be switched around, the top right block (high performance/high potential) is always the same. Here is an example to think through.
Our business strategy for the finance function is to digitise many of the manual processes so we expect to see a reduction in headcount and a shift in skills. When we did our finance function talent review, we had 20% of the people in finance in the top right hand block.
Once we connect the business and talent information we can see we have a problem.
High performing, high potential talent wants to move up. Our strategy will lead to a reduction in headcount. There is no way to accommodate that many people in the new structure. How do we retain our best finance talent if they have nowhere to go? Who has the ability to quickly learn the new skills needed? Will past performance be a good predictor of future performance if the business context has change?
Business strategy, I'd like to introduce you to talent strategy :)
The other input then is the companies risk assessments - particularly where it has been identified that a particular people risk could compromise strategy achievement.
Succession planning is typically focused on current roles (which may or may not be needed in the future). Growing talent to deliver the strategy focuses on future needed roles/skills/etc.
I have also used peer review calibration sessions of talent, with a business strategy focus - you refresh on the strategy, and then review the potential of your people - they're great discussions and some really fantastic development opportunities come from them.