Most organizations are quickly trying to improve leadership development, realizing the formal classroom training is not enough to change leader behaviors. Coaching, along with a focus on practical skills and peer-to-peer interactions, is critical.
Succession planning is an integral part of building a deep leader pipeline. Organizations often view it largely through the lens of talent reviews, usually held once or twice a year. In reality, succession planning is a continuous, integrated talent management process. Based on our 2021 quantitative leader development studies and scores of interviews, here are six recommendations for improving succession planning.
Coaching is a vital way to extend learning and training beyond the classroom and create an environment of continuous and personalized learning. But employers that use internal coaches, as opposed to professional and often-certified external coaches, must ensure they have the training they need to deliver value.
Talent retention is a huge concern for employers. Addressing this challenge requires great insight into your organization, industry and market. In many cases, retention or other critical talent issues may require significant adjustments or redesign of your talent management strategy. In 2021, for example, 63% of organizations indicated they would invest moderately or heavily in improving the alignment between talent strategy and business goals, according to Brandon Hall Group research.
As employers — even large enterprises — struggle to build career paths that provide enough high-quality opportunities to attract employees to stay, matching employees to shorter-term options is an efficient and inclusive way to strategically align the aspirations of individual employees and the enterprise.
Leader development has been a challenge for years. The pandemic and resulting disruptions make it even more complex as organizations continue to transition to virtual and more personalized learning. The key, according to the research, is to move away from event-driven learning to a more personalized, contextualized approach.
L&D must focus on developing the potential and agility of learners to meet new challenges — and do it in ways that engage. Many organizations have made a good start but just need to finish the job.
To understand the potential of employees to contribute to the future success of the business, employers focus predominately on reviewing and rating their past performance, according to Brandon Hall Group research. But even the current best performer may not be the best employee for the future.
Employers say their biggest human capital management challenges over the next six months will be retaining talent, employee engagement and acquiring new talent, though 15 distinct challenges are rated at least 3 on a 5-point scale. Organizations are pulled in many directions and most management functions present at least a moderate challenge, creating stress across organizations.
Employers need agile leaders who can thrive during times of uncertainty, ranging from navigating the emerging world of hybrid work to mergers and acquisitions, transformation initiatives and more.
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