Building a Talent Pipeline: How to Stop Planning for Succession and Start Managing It

Now, more than ever, companies are daunted by several challenges. Competitors are numerous, savvy and hungry. Clients are under rising pressure to do more with less, and are passing along that pressure both to their customers and to the companies who provide them with products and services. Regulations are increasing in number and complexity. And the employees who make the company run are diverse not only in terms of their demographics, but also in their skills and performance, learning styles, and level of motivation and engagement.

Faced with all of these challenges, companies can no longer avoid the succession dialogue. Succession planning is no longer a “nice to have” process that they can park on their wish list for some point in the future, when they have the time, money and resources available to devote to it. The time is now. And human resources business partners must be ready not only to engage in this succession dialogue, but to lead the dialogue to action—long-term, sustainable, results-oriented action.

This webinar is aimed at HR business partners as well as the executives and line managers they support, and the talent development specialists they lead. Participants will hear the business case for succession management. They will learn a simple process for identifying critical positions within their organizations and for mapping out a succession plan for each. They will also receive practical tips for engaging their business clients in the succession dialogue and implementing change management to ensure that leaders incorporate succession planning and talent development into their regular management practices.

HR executives and business partners, talent development specialists, business line managers, and anyone else who is interested in strengthening their team's bench strength and the operational continuity of their organization.

1. How to identify critical positions at the executive and operational level 2. A simple process for creating a succession plan for each position 3. Tips to ensure that the plan remains an active roadmap toward building bench strength within their organization 4. How to identify and leverage key drivers to engage executives and managers in the "succession dialogue"

"The Five Best Practices for Developing Succession Candidates." Institute for Corporate Productivity (i4cp), 2010. "Management Bench Strength Low." IndustryWeek, 2010. "Succession Planning: Preparing Tomorrow's Leaders." Cutting Edge Information, 2011.

		Claire St. Louis MESA Research Group View Profile