Creating a Plan for Future Success
Succession planning has always been an integral part of an effective management strategy. It basically involves not only tracking the performance and productivity of people on your teams, but also taking a sincere interest in everyone’s career aspirations and supporting those people who show promise as future leaders or play a key role in business continuity.
Succession planning can also be part of a Plan-B strategy to identify people who could easily step in and take over roles when someone leaves the organization. But the most successful initiatives are the ones that focus on developing a career roadmap for individuals and have a structure within the organization to recognize and nurture leadership talent as part of a personal journey plan. These efforts are also an effective way to acknowledge and retain IT talent in an environment where it is getting tougher to find and recruit qualified individuals.
This topic was the focus of a recent CIO Executive Council Power Hour webcast that featured Council member Anupam Khare, SVP & CIO at Oshkosh Corporation; and Damon Carter, an adjunct research analyst with IDC. The webcasts are presented monthly to the Council leadership community and spotlight a number of strategic and technology topics.
“A robust succession planning strategy is critical to retaining core technical skills, key leadership capabilities, and organizational tribal knowledge,” says Cater, who has over 20 years of diverse HR leadership experience across multiple industries. “It also ensures that robust pipelines of qualified talent are readily available to backfill key vacancies, both planned and unplanned, whenever necessary.”
Succession planning should also be integrated into an IT department’s culture and driven from the very top of leadership, notes Khare, whose digital leadership is a key factor in his company’s overall strategy and future growth. “The culture of an organization plays a key role in whether a company is people focused or not,” he explains, pointing out that he looks at three aspects of each person to gauge their leadership skills: expertise, emotions, and aspirations.
The first step is to “understand, on an individual level, what expertise a person has, what emotions they are going through, and what are their aspirations,” Khare continues. “And, have frequent and meaningful conversations throughout the year.” Only then can you understand what you need to do to provide additional experiences, as well as technical and business training, to enhance and align these efforts with that person’s career exploration and journey.
To hear the full webcast, as well as view the presentation, please go to:
Succession Planning: Tactics to Identify, Develop and Retain Key Employees.
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