Posts Tagged ‘talent review’

Succession Planning in Small Companies

Author: Paul Dillenburg, Date: 11/6/2012

In our talent management work with clients, a question we often hear following a talent review process is, “What happens if we don’t have any successors for a given position in our company?

In small to mid-size companies, it is quite common to have several key positions without successors who are ready to step into a role. There are few layers in the company so having stretch assignments to develop into the “next level” can be difficult. If you have some positions without successors, ask various questions:

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Steady Contributors – What Comes Next?

Author: Diane Hamilton, Date: 12/8/2011

Recently, I outlined several questions to consider to further develop high potential talent. The concern is that we often go through a talent review process, identify high potentials, and then fail to take additional action. We don’t do anything differently than if we had never gone through the time and effort to complete a talent review. It is important to develop specific plans for the high potentials—so they are further developed, remain challenged and engaged, and contribute in ways that add value.

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First Steps for Further Developing High Potential Talent

Author: Diane Hamilton, Date: 10/19/2011

One of the biggest concerns clients’ share about their talent management efforts is that “nothing happens” after the talent review. They do a good job identifying talent and are confident in the list of “high potentials” generated. The shortcoming seems to be in further developing those high potentials and ensuring that they are satisfied and engaged. We’ve put together a series of questions that are useful in determining next steps for each high potential identified during the talent review process.

For each high potential, answer the following (provide specifics, seek feedback and verify as need be):

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Identify Your Top Talent – Performers and Potentials

Author: Paul Dillenburg, Date: 8/23/2011

One of the key aspects of an organization’s talent review process is the identification of top talent. While organizational leaders are often adept at identifying outstanding performers, there can be difficulty identifying employees with the most potential, thus resulting in an incomplete picture of top talent. By creating organization-specific definitions of high performance and high potential, leaders have a standard to assess their talent against. These definitions will help facilitate deeper dialogue between leaders during the talent review process and will provide insight about which employees are top talent.

For clarity, we often use the following definitions:

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