How are you approaching strategic human resource planning and leadership succession as more and more Baby Boomers approach retirement?
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Director of HR in Healthcare and Biotecha month ago
One thing I always think about (that I often think organizations neglect) is knowledge transfer and offboarding. So many times in retirements, early buyouts, restructures and reductions, there are no efforts made to capture and preserve institutional and relational knowledge that would be an incredible asset for context + business continuity.
A few things to consider.
1. Leadership is not a title, it's behavior and that behavior can be cultivated, invested in, and developed at all levels of the organization. If leadership development is accessible to everyone then you'll have a gluttony of riches when the most influntial roles open up.
2. Reconsider how 'leadership roles' are filled in succession. Increasingly organizations are inviting the led to be selecting their leaders and those roles are increasing more focused on the design of the organizational systems those people get to operate in.
3. Create ample space for reskilling and development of the epeople in the organization already. this is where growth mindset comes into play. It's not uncommon for organizations to let people self select into what projects they want to be a part of and what roles they want to play on those projects. It doesn't have to be centrally planned.
These kinds of ideas enable more adaptability in organizations as well as a more human employee experience which translates into results.