BUILDING LEADERS FOR THE FUTURE; AN EXAMPLE OF TALENT MANAGEMENT & SUCCESSION PLANNING IN GLOBAL ORGANISATIONS

Casely Ato Coleman

Abstract


One of the most contentious senior leadership decision choices in many organisations has to do with the selection and promotion of staff into mission-critical senior management and leadership roles. It can be fraught with mystery, suspicion, inadequate information, rumours, gossips and character assassinations. However, when talent management and promotion decisions are done transparently with clearly verifiable standards and processes, they enable organisational fairness and produce quality outcomes. This research examines a « building leaders for the future » talent management and succession planning programme of a global organisation. Using qualitative and quantitative methods, the study examines key enablers for successful talent management and succession planning. Our conclusion is that a successfully sustainable talent management and succession planning initiative requires political will by senior leadership, a multi-layered methodology to spot and identify talent across key layers of the organisation as well as a values and behaviors competencies framework that ensures transparency in the processes and outcomes.

Keywords


talent management, succession planning, development center

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References


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DOI: http://dx.doi.org/10.46827/ejhrms.v10i1.2178

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