HR Manager
Dear all,
We have launched an internal succession management process by which we wish to identify key performers and assess their readiness to the next position. We wish to make subjective assessment of the incumbent's readiness to take up future roles. Can you please guide as to how can we possibly do this.
Thanks in advance.

From United States, Houston

dear balaji,
if it is subjective assessment, u dont need any guidance i think. just look at his facial expressions and judge.
facial expressions do suggest something. generally, everyone likes promotion cos it is a sound motivator. It boosts up the individual morale, social status, etc.
if expression wise, the individual appears nervous, uneasy, uncomofrtable with the news, the reasons can be,
1. not confident
2. not sufficiently skilled
3. fear of unknown - (social, interpersonal, )
4. inhibitions sometimes
5. afraid of achievement
if none of the above, yet appears uneasy, he must be acting.
U can conduct a potential appraisal to ensure.
Dr. Prageetha

From India, Warangal
HR Manager
Dear Dr. Prageetha,
Thank you for the reply.
At times when it has to be objective, what would be the routemap to adopt. There are many such positions like a foreman or a supervisor's position wherein we invite employees to apply based on the job requirements and minimum qualification. In such cases what would be the best way to go about.

From United States, Houston
HR Strategy Manager, Project Director, Organizational Effectiveness Consultant
Dear Balaji,

Good luck in your efforts to assess the readiness of future leaders in your organization. It is a difficult task with important implications for the success of the candidates in their future roles and for the success of your organization in the long term.

An assessment of leadership talent takes a little due dilligence to best serve the interests of your organization and the individuals that you assess. Promoting an individual before they have developed the necessary capability can be disasterous for both. It it is important, therefore, to embed the assessment of readiness within the larger context of how an organization systematically ensures a ready supply of capable candidates for all levels of leadership.

I spent a few years exploring and designing succession planning and talent management systems. Attached is a summary of what I learned. I recently presented it to members of International Personnel Management Association Assessment Council at their annual conference in Las Vegas, NV. The presentation is on the broader topic of succession planning, and it addresses more than the topic of asssessment of readiness. [Be sure to look a the speaker's notes which explain the significance of many of the slides. After you launch the presentation, if you right click the mouse and select edit slides, it will allow you to choose the notes view.]

Also attached are the handouts for this presentation, which include a reference list. All of the references contain important information for anybody concerned with programs of competency management, succession management, career management, talent management, etc., but I found the following to be most informative:

* The Leadership Pipeline Charan, et. al

* Executive Leadership Jaques & Clement

* The War for Talent Michaels, et. al

I hope you and the other members of CiteHR find this information to be helpful. Let me know if you have any questions.



Attached Files
File Type: doc sp_handouts__ipmaac_2006_147.doc (114.5 KB, 349 views)
File Type: ppt sp_overview__ipmaac_2006_with_notes_712.ppt (1.94 MB, 442 views)

Dear Charlie, Thanks for sharing such a comprehensive presentation. Rarely I find secure people like you with abundance menatality. Best Wishes, Veena
From India, Jaipur
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