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.
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.
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
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.
