Business decisions, small and large, have far-reaching impact on businesses and the people working within them. Thus, executives and managers are seeking more fact-based decision tools. Yet, in this age of data overload, large numbers of facts can  paralyze the decision makers. How can they wade through the data to make it meaningful? Here comes the responsibility of the technology departments. read more »

There are many stories regarding best practices for identifying high potential managers. One key succession measurement is the ability of a manager to develop subordinates for bigger and better things. This talent measurement is typically done by tracking the number of subordinates who have been developed by the manager, and have moved on to enhanced career positions. This can be very hard, at times, for managers to observe and execute. They develop their team and then they lose the team members as they are moved to other areas of the company. Weak managers hide their talented employees so the subordinates can continue making the managers look good. read more »

It is amazing to me how many businesses McKinsey & Company find that have not built succession plans, even for their CEO. That’s nearly half in the study. Considering that 100% of us die at some point in time, and 100% of us eventually leave our jobs in one way or another, it’s unbelievable anyone would consider not building a succession plan immediately for their CEO and key employees throughout the organization. What are they scared of that could possibly be worse than a gap in their leadership? read more »

The org charts are connected to the succession plan…
The succession plan is connected to the reorg…
The reorg is connected to the data integrity…
And so on.

Workforce planning is a very comprehensive term. Sometimes it gets tangled in definitions regarding only the scheduling of employees. Other times it’s used to define the budget needed for future staff. It is so much more than that. read more »