工具2继任管理角色与关键职位

工具Whilea 'ssuccessionmanagementsystemsandprocesseswilldifferbasedonitslevelofmaturity,itisimportanttorememberthattherolesleadersyinexecutingthosesystemsandprocessesalsodiffer.Companieslookingtoimprovesuccessionmanagementmustunderstandoneofthemostcrucialfindingsfromthisstudy-achievingsuccessfulresultsishighlydependentonthelevelofcommitmentandengagementtotheprocess leadersdemonstrate.的发现——取得成功结果很大程度上取决于业务者对流程的承诺与投入程度。Wehaveidentifiedfivekeyleadershiprolesthatimpactsuccessionmanagement,aswellasthebeliefsandbehaviorswhichleadersinthoserolesmustexhibit.Whileeachofthefiveleadershiprolesisimportant,perhapsthemostcrucialisthatoftheseniorexecutive-andhis/hercommitment,ownershipandlevelofengagementtosuccessionHRLeaders者"HRLeaders者"BusinessLeaders者Employees员工"BoardofDirectors董事会esTalentOverseers-Theboardofdirectorsprovidesoversightontheorganizationandthedecisionsofseniorleaders.Theboardalsoprovidesoversightonsuccessionmanagementattheseniorexecutivelevels.Byensuringsuccessionmanagementisaprioritywithintheorganization,theboardimpactstheoveralleffectivenessoftheTalentOrchestrators-TheCEOandseniorexecutivesinanorganizationareinapositiontoorchestratetheorganization'ssuccessionmanagementeffortsbyaligningorganizationalresources,anddemonstratingcommitmentandengagementtotheprocessthroughtheirindividualbehaviors.TalentInfluencers-Business-lineleadersarewell-positionedtoinfluencethedevelopmentoftalent,alongwiththeimprovementofsuccessionmanagementprocesses.Abusiness-lineleader'scloseproximitytothetalentandorganizationalknowledgepositionshim/hertoidentifyandgrowtherightpeoplefortherightroles. TalentAccelerators-HumanresourceexecutivesandHRbusinesspartnershavetheabilitytoprovidesystems,processesandcoachinginordertoacceleratethedevelopmentoforganizationaltalent.HRmustimprovethequalityofthetalentandleadership,reducethe"readiness-to-lead"cycletime,andimprovesuccessionmanagementprocesses.Talent-Employeesareoftenoverlookedinthestudyofsuccessionmanagement,eventhoughtheyarethetargetforallofthiseffort.Itisimportantfororganizationalleaderstounderstandthecareeraspirationsoftheirtalentandtousetheemployeetoevaluatetheeffectivenessofsuccessionmanagementprocesses.Employeesalsoyanindividualroleintakingresponsibilityfortheirdevelopmentwithintheorganization.Thereisasummaryofthekeyresponsibilitiesofthreeroles(executive,linemanagerandemployee)forbothsuccessionmanagementandleadershipdevelopment.Becausewebelieveleadershipdevelopmentisintegraltosuccessionmanagement,wehaveincludeditaspartofthegrid.KeyRolesforSuccessionManagementandLeadershipSuccessionLeadershipConductsandparticipatesintalentreviewsessions.SharestalentandsupportsotherleaderstosharetalentacrosstheMonitorssuccessionnstoensurethattheyarefuture-facing.MonitorsleadershipMonitorsthehealthoftalentpoolsforcriticaljobs/roles/skillsSupportsrotationalSupportsstretchExplicitlypromotesandparticipatesintheleadershipdevelopmentprogram.HelpsdefineleadershipEnsuresthattherightleadershipteamisincetomeetthestrategicobjectives.确保有到位的力团队以实现战略性目ServesasamentororcoachforotherHelpspromotehis/heremployeestootherleaders(i.e.,promotions,jobrotations,talentmigration).Spendsextratimeworkingwithtoptalentacrossalldirectorlevelsandwithintheorganization.Identifieshis/herownHelpsdefineleadershipAssessespotentialofProvides Conductsandparticipatesin review业务线领IdentifiesandsupportsintheidentificationofcareerRemovesbarriersforHelpspromoteemployeestoTalkswithemployeesaboutleaders(i.e.,promotions,jobrotations,aspirationsandDevelopsemployeesfortheirSharesIdentifies Createsanindividualdevelopmentntoclosegaps.ClosesperformanceandcompetencygapsthroughtraininganddevelopmentServesasacoachormentortoothersinthe,whenappropriate.Developsandinctswithaninternalnetworkofpeers,expertsandmentors.bycompletingstrengthsandusingcareerexplorationCommunicatescareerinterestsIdentifiesdevelopmentManagescareerContributestohis/her certifications,interests,et Developscareerthroughspecialassignments,coachingprograms,andtraininganddevelopmentprograms.Traditionally,successionmanagementprogramsfocusedsolelyonseniorexecutives.Thereasonswerelogical–AC-suitevacancycancauseasignificantbusinessinterruption,whichcan,inturn,causeemployeesandstockyststoloseconfidenceintheWhilesuccessionmanagementatthetoplevelisnotunusual,itisclearfromthisresearchthatbest-practicecompaniesneedtohavesuccessionprogramsforall whetherlinemanagers,unitheadsorseniorexecutives.Focusingonlyontopexecutivesignorestherealityoftoday'smorehorizontalorganizationsforwhichfrontlinestaff,technicalexperts,andeventhecontingentandindirectworkarecriticaltosuccess.Toidentifywhichpositionsfallintothe“critical”categoryandthentodeveloptalentstrategiesrequiresthecreationofjobprofiles.Jobprofilesdetailtheskills,competencies,experiences,roleresponsibilities,ap