Comments on: Succession Planning helps mitigate business risk http://www.stepstonesolutions.com/Blogs/HCM/succession-planning-its-about-managing-risk ...the wisdom of the talent crowd Sat, 31 Jul 2010 15:45:55 +0000 http://wordpress.org/?v=2.5.1 By: Susan Miller http://www.stepstonesolutions.com/Blogs/HCM/succession-planning-its-about-managing-risk#comment-57 Susan Miller Mon, 29 Jun 2009 15:57:22 +0000 http://www.stepstonesolutions.com/Blogs/HCM/?p=69#comment-57 Effective succession planning is definitely "future proofing". However, since it is impossible to future proof for every possible scenario, should organisations look to ensure that they have enough ‘flexibility’ within, and between, talent pools to meet future demands? (whether this be for BAU or for the ‘out of the ordinary’ scenario requirements). A couple of items I have read lately seem relevant here; Andrew Munro’s book Practical Succession Management (Chapter 6 – Identifying Business Risk – How Resilient is the Organisation?) As well as the standards of ‘contingency coverage, bench strength, etc he also describes ‘Diversity’ as one of the measures needed. Diversity is “the % of the target population capable of providing a robust response to adversity; responsiveness to market opportunities and the willingness to meet new business challenges” Secondly, Josh Bersin’s post on Talent Mobility; (http://joshbersin.com/category/talent-management/succession-planning/) "This issue of “Talent Mobility” goes far beyond succession management: it speaks to your organization’s true “adapability,” represented by its ability to move people when business conditions change." I’d be keen to know if anyone feels that they have managed to develop such a framework and process that has sufficient flexibility to accommodate changes in structure with the detail to pinpoint specific issues that need to be resolved. Effective succession planning is definitely "future proofing". However, since it is impossible to future proof for every possible scenario, should organisations look to ensure that they have enough ‘flexibility’ within, and between, talent pools to meet future demands? (whether this be for BAU or for the ‘out of the ordinary’ scenario requirements). A couple of items I have read lately seem relevant here;

Andrew Munro’s book Practical Succession Management (Chapter 6 – Identifying Business Risk – How Resilient is the Organisation?) As well as the standards of ‘contingency coverage, bench strength, etc he also describes ‘Diversity’ as one of the measures needed. Diversity is “the % of the target population capable of providing a robust response to adversity; responsiveness to market opportunities and the willingness to meet new business challenges”

Secondly, Josh Bersin’s post on Talent Mobility; (http://joshbersin.com/category/talent-management/succession-planning/) "This issue of “Talent Mobility” goes far beyond succession management: it speaks to your organization’s true “adapability,” represented by its ability to move people when business conditions change."

I’d be keen to know if anyone feels that they have managed to develop such a framework and process that has sufficient flexibility to accommodate changes in structure with the detail to pinpoint specific issues that need to be resolved.

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