3. Strong start followed by a gradual loss of support
Planning for succession is a long-term initiative. It is therefore necessary to acquire key supporters from the ranks of managers not only for its launch but for long term support.
4. Obsolescence of established succession plans
All objectives in talent management must be regularly checked and updated with the changing business objectives. For succession planning it is doubly true.
5. Insufficient emphasis on the development of identified talent
Identifying talents is not enough. It is necessary to establish development activities that will help you get the interest of employees and their commitment to long-term strategic growth of the company.
Optimization of succession planning can be achieved through unified talent management. It begins with the visualization of a company-wide talent pool, including participation data from performance evaluations. Then, it is necessary to link development plans with educational activities and set the collaboration of HR with other groups that are in charge of organizational development and training. The whole process should be automated to be as simple as possible for employees who see it just as unnecessary extra work.
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