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Succession planning millennial generation
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Introduction
Organizations big and small should understand the importance of future focused succession planning and the ability to identify knowledge, skills and abilities needed to perform certain functions needed for organization to succeed; and developing the human capital (talent) to perform these functions. Organizations that will be successful are those that have talent with varied skills and abilities and are able to adapt to the future demands (Silzer & Dowell, 2010).
Techniques
The challenge for businesses is in the prediction and who has the potential to be what the business needs currently and in the future (Silzer & Dowell, 2010). When an organization is charged with succession planning it is important to figure out the gaps. This writer would employ development planning which is directly integrated with the business needs and competency requirements (Silzer & Dowell, 2010).
Specific techniques would include but not be limited to, collected data analysis from current business and other similar businesses, looking at future requirements needed to stay competitive with service. This writer would look at the roles of individuals in the organization, from top to bottom, that are needed to fulfill the business objective of the organization. Defining role requirements, to include responsibilities and accountabilities, performance metrics, core and technical competencies and critical experience skill sets (Silzer & Dowell, 2010).
Human capital with diverse skills and abilities is strategically essential for organization to compete in the future. Identifying and assessing the talent, from all levels within the organization is critical.
Assessment Tools
This writer is of the opinion that multisource assessment is not a good method for recognizing gaps in talent because these tools generally access for a person’s perceived strengths and weakness it doesn’t take into account future effectiveness that can be accomplished with the right coaching, mentoring and development (Silzer & Dowell, 2010).
The multisource assessment though used in several organizations to amass a wide view from various people in the organization,( peers, supervisors, employees and a self-assessment) as it relates to a person’s leadership abilities and to provide developmental feedback to individuals (Silzer & Dowell, 2010). This tool is used to show a leaders impact on others and are usually conducted annually, which is a weakness. Other weakness of this tool is that the perceptions can be biased and not accurate, nor do they set out with a structured plan of development as a result of the assessment.
The average for this person is 3.59 which mean their skills are adequate but could be stronger. During the process specific areas were noted as the strongest skills and the weakest skills. The strongest skill was 4.42 for cultural communication. The weakest skill was external
Make a plan to link training and development to the business strategy that is understood by employees at all levels and their customers and ensure senior leadership publicly supports the training and development (Noe, 2013)
As jobs are becoming more technical every year and innovations are arising with new job opportunities, finding employees that meet a business’ requirement is becoming more difficult (Nickels (290-346). This is why it is important to have a career that arises and evolves that meets this innovating world: Human Resources. Human resources plays a big part into a business’ success from hiring new employees, to employee retainment, and ensuring employees are trained to meet the evolving businesses requirements (Nickels (290-346). Human Resources is quickly evolving to become one of firm’s most critical professions in the industries market business.
According to Heathfield, a succession plan is the way that an organization ensures that its employees who are recruited acquire and develop the skills needed to fill many key roles with their organizational structure. Once they have obtained these they have the opportunity to advance within the organization to more challenging roles. This way it will cut down on open positions not being filled, because these individuals can be moved into the positions within the company. This type of plan will be most beneficial to any organization whether they are a small or big
The first leader assessment focused on distinguishing the various skills of my leadership type, specifically concerning technical, human and conceptual skill. I chose this assessment because I believe is it important for all leaders to be self-aware of these skills, as all three are needed and continually improve these skills. From this assessment, I
“According to the Pricewaterhouse survey, only 34 percent of CEOs feel that HR is well prepared to capitalize on transformational trends, and 9 percent say it is not prepared at all” (https://tmod.jhu.edu/talent_mgmt/talent_mgmt.cfm, pg. 2, para 1). Preparing the roadmap for the scavenger hunt is the first step in building an effective talent management program. In order to successfully retain the present and future goals, “Use that vision to identify skills and competency people need to make the company successful, the build your hiring, training, development and incentive programs around with it”, Cristin Stirchio, global head of talent for Cognolink, (https://tmod.jhu.edu/talent_mgmt/talent_mgmt.cfm, pg 2, para 6). If the CEOs who found their HR leaders utilizing the talent management guide were aware of the step by steps, they understand that by creating a plan has many parts. This can help leadership understand how in the beginning stages of talent development coincide with the success of talent management through strategy. HR will be able to merge its development into the map for the
I think these assessments have been helpful in clarifying my leadership style. I am confident in how I look at challenges and researching solutions. I seek several solutions and points of view. I look for a win-win outcome whenever possible. I can hard line something when I have to, but I prefer to create the most positive outcome.
Leadership self-assessment provides an avenue for a personal check of self-efficacy and abilities to complete position required tasks. Grasse, Heidbreder, and Ihrke (2014) purports that “a leader’s self-awareness has implications for a wide array of individual and organizational outcomes including employee self-esteem, satisfaction with supervision and leadership effectiveness” (p. 549). Taking a realistic inspection of leadership skills and interpersonal abilities would provide leaders with tools to make themselves better to serve their organizations and team
...standing the contemporary point of view. In a sense, although the principle of focusing skills, leadership and followers of the evidence, and demonstrate aspects of emotional intelligence, it is clear that the development - for example, requirements, need to take transformational leadership, and service-oriented system, the establishment of ideological and philosophy. These traditional skills, the work of the organization's practices and good, but should be complementary perspective on the current organization may not be enough.
The first assessment I completed was very eye opening for me as a leader. As expected, my score for the overall potential of my leadership was on the higher end of the scale because of my background and amount of experience I have in leadership positions. This assessment portrayed a very accurate depiction of my overall leadership potential because I have always placed emphasis on being very good at what I do while working hard to not follow a path that did not work the first time.
Many times we can get so busy and wrapped up in our jobs that we may lose sight of how we are actually performing as a leader. Self-Assessment exercises offered in the reading material offer a valid look into strengths as well as opportunities for improvement. The first assessment that began to make me think about my leadership role deals directly with social motives in the work setting.
Iveta, G. (Mar. 2012). Human Resources Key Performance Indicators. Journal of Competitiveness. Vol. 4, Issue 1. Retrieved from http://www.cjournal.cz/files/89.pdf
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
To this organisation, every problem, difficulty or obstacle it encounters become a source of learning. It thrives on analysis, action and feedback. Similarly, it is able to forecast the future learning needs – the competencies it will require in order to have the strategic and pragmatic advantage over its competitors.
Well I guess I’ll start off this paper by being outright honest. I have never done this type of self-assessment exercise. So I’ll start this paper off with what exactly this type of self-assessment is. These types of self-assessments are meant to help show the individual (me) where my strengths lie and also where my weaknesses are as well so that I may try and lean on my strengths while improving on my own shortcomings. Essentially the Johari Window four regions model that we learned about is a great tool for this assessment. The first region is also known as the open area, which essentially means that this is what is known by the person about him/herself and is also know by others. The second region is known as the blind area in which this is information unknown by the individual but is known by others. Which could be behaviors that an individual does but does not realize that they are doing them. The third window is known as the hidden area. This area is essentially information that only you know about yourself and others do not. The fourth area is known as the unknown area. It’s known as that because this is information that you and others do not know about you. It’s when you take a look at these four areas and see your strengths and/or weaknesses are at and if you allow yourself to become open to feedback you then can improve on your own shortcomings and become a better leader.