Tags |
|
|
Links |
|
|
Casual Articles - 6 Succession Planning Myths-Debunked
Focus on Future - Values and Concepts of Malcolm Baldrige Criteria; Part 6
In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Focus on the Future which is one of the eleven core values and concepts used in Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:-companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
Below are some of the most common myths about succession planning.
Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority.
According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.
Myth #2: Succession planning is only an issue for big companies.
85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority.
According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.
Myth #2: Succession planning is only an issue for big companies.
85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Focus on the Future which is one of the eleven core values and concepts used in Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:-companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
Pop Business Culture and Consensus
In my family I am the resident dag. I don’t know the latest pop stars, I prefer not to watch 'reality' TV shows, unless it is sport, and I don’t really care what is considered in or out of fashion.It is not that I don’t listen to music or watch television; I just prefer to be entertained by talented people, not the product of an advertising and media sausage factory. It is now even difficult in Australia to find a news programme or a curre
Of late, the topic of succession planning has sparked much concern. However, it seems few organizations have heeded the warning. According to a Human Resource Planning Society and Hewitt Associates study, fewer than 60% of companies have a succession plan in place.In my family I am the resident dag. I don’t know the latest pop stars, I prefer not to watch 'reality' TV shows, unless it is sport, and I don’t really care what is considered in or out of fashion.It is not that I don’t listen to music or watch television; I just prefer to be entertained by talented people, not the product of an advertising and media sausage factory. It is now even difficult in Australia to find a news programme or a curre
Below are some of the most common myths about succession planning.
Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority.
According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.
Myth #2: Succession planning is only an issue for big companies.
85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
21st Century Job Search Alternative!
The 21st Century job search marketplace is constantly shifting. So are job-seekers. And so are the rules for how you can land a great employment opportunity.In fact, today there are two marketplaces. One is the old-fashioned traditional marketplace of resumes, classified ads, website postings, agencies and recruiters, interviews and rejection letters.The other is the hot fast-track job search marketplace of career partners, cont
The 21st Century job search marketplace is constantly shifting. So are job-seekers. And so are the rules for how you can land a great employment opportunity.In fact, today there are two marketplaces. One is the old-fashioned traditional marketplace of resumes, classified ads, website postings, agencies and recruiters, interviews and rejection letters.The other is the hot fast-track job search marketplace of career partners, cont
Myth #1: If there are no imminent retirements, succession planning needn’t be a top priority.
According to a survey conducted by Capital H, nearly 22 percent of respondents expect to lose between 10 percent and 25 percent of their top performers to retirement within the next five years. These top performers play a significant role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.
Myth #2: Succession planning is only an issue for big companies.
85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
What’s the Impression You Leave?
Will your customer’s first experience be their last or the beginning of something great?Since moving to Oregon we have had numerous out-of-town visitors. Invariably, we take them out to eat. One of my favorite places to eat is a tiny caf? in Pleasant Hill. The Sunrise Caf? is a “blink and you miss it” kind of place. Tucked away between the local feed store and next to the one gas station in town, the Sunrise Caf? is a local favorite.nt role in a company’s success, often serving in high-level, supervisory roles. For successions to progress smoothly, the people chosen to fill these roles need to be prepared and adequately trained. That process takes time.
Myth #2: Succession planning is only an issue for big companies.
85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
Myth #3: There need only be a succession plan for C-level team members.
During the recen
Myth #3: There need only be a succession plan for C-level team members.
During the recent recession, employees were often asked to broaden their lists of responsibilities. The Economic Policy Institute reports that employee productivity has increased 4.1% each year. Manager and director-level professionals have been asked to take on more duties than ever before. As such, it is important to look at a cross-section of departments to ensure proper succession plans are in place for each division.
Myth #4: Succession planning should be handled on a case-by-case basis.
Continuity works best. Allowing each department to come up with its own unique process for succession planning, can be a troublesome and time-consuming endeavor. Organizations, instead, should create a company-wide process that could then be used by each individual department.
Myth #5: Good talent is easy to spot.
As an employee moves up the corporate ladder, soft skills become more necessary and valuable components of success – management skills, emotional intelligence, leadership ability, and so forth. However, these skills can be difficult to quantify. To spot and cultivate employees with these skills, an organization needs an instrument to help measure and assess talent. According to a recent report by Pepperdine University’s Graziadio School of Business and Management, organizations like Lilly, Dow and Dell have long-used talent as
Will your customer’s first experience be their last or the beginning of something great?Since moving to Oregon we have had numerous out-of-town visitors. Invariably, we take them out to eat. One of my favorite places to eat is a tiny caf? in Pleasant Hill. The Sunrise Caf? is a “blink and you miss it” kind of place. Tucked away between the local feed store and next to the one gas station in town, the Sunrise Caf? is a local favorite.
Myth #2: Succession planning is only an issue for big companies.
85 to 95 percent of all the companies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.
Myth #3: There need only be a succession plan for C-level team members.
During the recen
Public Relations for County Board of Supervisors
How can county governments maintain a better public relations image and keep up with the community goodwill necessary to enhance public support in their endeavors? How can county agencies and County Boards of Supervisors maintain the peace and yet also serve in an authoritative manner without being second-guessed on all the issues?It is well known is political circles that all politics is local and obviously you cannot always have an amica
panies in the United States today — more than 10 million – are family-owned or family-controlled. The smaller the business, the greater the impact is felt from a replaced employee. This is especially true of any employee succession in a sales or operations leadership role, as a poor month or two can mean disaster for a small company. Small companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.How can county governments maintain a better public relations image and keep up with the community goodwill necessary to enhance public support in their endeavors? How can county agencies and County Boards of Supervisors maintain the peace and yet also serve in an authoritative manner without being second-guessed on all the issues?It is well known is political circles that all politics is local and obviously you cannot always have an amica
Myth #3: There need only be a succession plan for C-level team members.
During the recen
How to Get Rid of Annoying Cold Callers
Ring ring . . .Potential Buyer (PB): HelloCold Caller (CC): Is this Peter Miller?PB: Yes, who is this?CC: Hi, this Amy of XYZ Company. How are you?PB: OK, what is this about?CC: Do you want to know about a totally safe way of increasing your net worth by 200% in less than 10 years? We have an absolutely unique product you certainly have never heard of. I am sure you must be interested in that. Here is
companies need to plan early and invest in the training necessary to help the new or promoted employee succeed. For smaller companies, this may mean researching outside learning opportunities and setting aside a budget to cover them.Ring ring . . .Potential Buyer (PB): HelloCold Caller (CC): Is this Peter Miller?PB: Yes, who is this?CC: Hi, this Amy of XYZ Company. How are you?PB: OK, what is this about?CC: Do you want to know about a totally safe way of increasing your net worth by 200% in less than 10 years? We have an absolutely unique product you certainly have never heard of. I am sure you must be interested in that. Here is
Myth #3: There need only be a succession plan for C-level team members.
During the recent recession, employees were often asked to broaden their lists of responsibilities. The Economic Policy Institute reports that employee productivity has increased 4.1% each year. Manager and director-level professionals have been asked to take on more duties than ever before. As such, it is important to look at a cross-section of departments to ensure proper succession plans are in place for each division.
Myth #4: Succession planning should be handled on a case-by-case basis.
Continuity works best. Allowing each department to come up with its own unique process for succession planning, can be a troublesome and time-consuming endeavor. Organizations, instead, should create a company-wide process that could then be used by each individual department.
Myth #5: Good talent is easy to spot.
As an employee moves up the corporate ladder, soft skills become more necessary and valuable components of success – management skills, emotional intelligence, leadership ability, and so forth. However, these skills can be difficult to quantify. To spot and cultivate employees with these skills, an organization needs an instrument to help measure and assess talent. According to a recent report by Pepperdine University’s Graziadio School of Business and Management, organizations like Lilly, Dow and Dell have long-used talent as
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.casualarticles.com/article/44971/casualarticles-6-Succession-Planning-MythsDebunked.html">6 Succession Planning Myths-Debunked</a>
BB link (for phorums):
[url=http://www.casualarticles.com/article/44971/casualarticles-6-Succession-Planning-MythsDebunked.html]6 Succession Planning Myths-Debunked[/url]
Related Articles:
Business Success: Luck or Hard Work?
Dealing With Powerful Customers
Bookmark it:
|