Athru Consultancy
What we do | Talent & Sucession Management

Managing Your Teams Performance
We believe that the concepts of Talent and Succession Management are intrinsically linked. The development of Organisational Talent is part of an overall process which may be thought of in terms of a “pipeline” that will ensure that the organisation has available to it both now and in the future people who can ensure its ongoing success. In turn a key component of this “pipeline” is its overall approach to how succession is carried out. This interrelationship is set out in Framework 1 below.

Definition of Talent and Talent Management

The concept of “Talent” is different for each organisation and is in essence a function of inter alia the tasks being undertaken, the desired outputs and the organisation culture e.g. an company producing high-end furniture may define its talent in terms of the skills of its craftsmen while a university may look towards success in research as a means of defining its critical talent base. How Talent Management is undertaken can be a critical differentiating factor underpinning “best in class” or “Leading” organisations which in turn can be a significant source of competitive advantage. This is particularly critical for a knowledge based organisations where the key “capital” resides within it’s people rather than physical assets such as plant and machinery.

An overarching concept of “Talent” has been developed by CIPD which states

“Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential”

In turn the “Management” of that Talent is seen as comprising a dynamic, coherent and consistent set of interventions, actions and approaches that will deliver on the organisation’s objectives.

Framework 1: Talent Management Pipeline

Definition of Succession Management

In our view a modern, best for purpose Succession Management process has a number of key characteristics as set out below. It:

Is primarily a “Structured effort” to ensure continuity in key positions

Sets out to bring about a situation where critical knowhow is retained and developed to ensure future organisation success
Is a step beyond a standalone Succession Planning approach
Is fundamentally “Systemic” in nature
Has critical links to other key organisational processes
Has a focus on encompassing more than just “leadership / management” roles

The above key points are further expanded in Framework 2 below

Framework 2: Succession Management

The “Organisation Philosophy” element of the framework is set out in the following (Framework 3) and is fundamentally an indicator of how the organisation ensures that it has the correct people and competencies in place for the future. In the model we have defined two main “boundary conditions”, one where all future needs are met from within the organisation and the other where they are sourced externally.

Each of these conditions have associated positive and negative characteristics and it our view that an appropriate mix or “intermediate point” should be the aim of any successful organisation. Where this point lies will be a function of factors such as the challenges facing the organisation, its strategic intent and the level of overall organisational competency in existence. These factors are dynamic in nature and it is thus crucial that a matching process is in place that is dynamic and proactive.

Framework 3: Organisation Philosophy



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